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An Independent Philanthropic Trust

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Title: An Independent Philanthropic Trust


1
An Independent Philanthropic Trust Helens
Legacy to Victoria, Australia
2
  • TRUST
  • Established in 1951
  • Initial corpus of 275,000 current value 100
    million
  • Grants of between 5-7 million per year
  • Total grants to date of over 65 million
  • Support Victorian Charitable Institutions
  • Web address www.hmstrust.org.au

3
  • TRUST
  • PRIORITY AREAS
  • Aged Persons Care and Support
  • Arts, Culture and Heritage
  • Community Support
  • Disabled Care and Support
  • Employment and Vocational Training
  • Environment
  • Health and Medical Research

4
TRUST MANAGE ENGAGE COLLABORATE MODEL OF
GRANTMAKING
  • Manage
  • manage process of grantmaking ie respond to
    applications received
  • Engage
  • with those seeking support
  • enhance understanding of the issues to foster
    more strategic grantmaking focus
  • Collaborate
  • developing Trusts insight and understanding
  • the issues
  • the sectors which are involved
  • the evidence base which does or should exist
  • gap or opportunity that needs to be articulated,
    defined and scoped
  • aspiration contribute to systemic change and
    better outcomes across the community

5
  • TRUST
  • GIFT RELATIONSHIP
  • Relationship along a continuum

Responsive Strategic CHARITY CREATIVE Manage En
gage Collaborate
6
  • Focus For Today Strategic End of Spectrum
  • Collaboration The True Power of Strategic
    Partnerships

7
  • CREATIVE PHILANTHROPY (strategic, venture)
  • Foundations, can if they choose, think the
    unthinkable, ignoring disciplinary and
    professional boundaries. They can take risks,
    consider approaches others say cant possibly
    work and they can fail with no terminal
    consequences Foundations are free to be
    imaginative and creative, working across
    sectoral, organisational, professional and
    disciplinary boundaries
  • (Diana Leat, London School of Economics)

8
  • CREATIVE PHILANTHROPY
  • Creative foundations exist in complex and
    constantly changing social, political, economic,
    legal and organisational environments that
    impinge on, constrain, subvert, and support
    courses of action. Knowledge, authority,
    compliance, resources and so on are limited, and
    for that reason..linkages and networks are often
    crucial in getting things done.
  • (Helmut Anheier and Diana Leat
  • Creative Philanthropy (2006)

9
  • CREATIVE PHILANTHROPY
  • Heart of all networks partnerships
  • Increasingly not-for-profits, governments,
    corporates and other stakeholders are looking to
    partnerships to solve community problems
  • Trusts role institution builder and
    mediator(Anheier and Leat Creative
    Philanthropy)
  • Institution builder activate existing or
    potential coalition of individuals and
    organisations to implement a program networked
    across sectors and regions
  • Mediator place emphasis on the collection,
    analysis, sharing of information and knowledge
    across different project sites and sectors
  • Key focus of HMS Trust further develop its
    understanding of partnerships, to foster
    collaboration and networks

10
  • CREATIVE PHILANTHROPY
  • Trust As Partner
  • No single voice can provide solution to
    persistent and intractable problems
  • Answer ? deeper understanding of collaboration
    between sectors
  • Respect for expertise of stakeholders in the
    community
  • Supporting leadership initiatives and strategic
    thinking, within and between sectors
  • Developed number of partnerships with
    not-for-profits, government and corporates

11
COLLABORATION STRATEGIC PARTNERSHIP
  • Not-for Profit
  • Support initiatives across the spectrum
  • 20 charitable, 50 engaged, 30 collaborations
  • Receive hundreds of applications each year
  • Essential because intelligence gathering
  • Priorities
  • Emerging trends
  • Identification of areas of need
  • Context
  • Innovation
  • Solutions
  • Important Construct Of This Relationship - Trust
    Is Not The Expert

12
COLLABORATION STRATEGIC PARTNERSHIP
  • Philanthropy and Government
  • HMST seeks to build relationships and build
    partnerships with all levels of government
  • Many other Trusts and Foundations dont engage
    ie philanthropy is not an alternative to
    Government
  • Important in terms of
  • gathering intelligence about priorities
  • providing insight in regard to sustainability
  • Knowing where the s are, understanding the
    budgetary process
  • facilitating development of collaborations and
    projects

13
COLLABORATION STRATEGIC PARTNERSHIP
  • Case Study Office of Youth Macpherson Smith
    Trust Mentoring Initiative
  • MOU
  • Key objectives/partnership support delivery of
    youth mentoring programs through funding six
    state-wide regional coordination projects
  • 3 funded by Office of Youth
  • 3 funded by HMS Trust
  • Evaluation funded by Trust
  • Over a 2 year period
  • Independent body jointly selected planning
    design completion
  • Overseen by Reference Group membership (Trust,
    Office for Youth, 2 not-for-profits - Victorian
    Youth Mentoring Alliance and one other)

14
COLLABORATION STRATEGIC PARTNERSHIP
  • Corporate Social Responsibility
  • Whole of community responsibility to tackle
    disadvantage and exclusion
  • Extent to which this is accepted?
  • Example pathways to employment
  • Case Studies
  • Melbourne Cares working to enable business,
    communities, government to work together to
    sustainably improve the quality of life for the
    people of Melbourne, in particular those in need
  • Dairy Industry

15
COLLABORATION STRATEGIC PARTNERSHIP
Not-for-profit
Government
Corporates
Community
16
COLLABORATION STRATEGIC PARTNERSHIP
  • Collaboration True power of strategic
    partnerships
  • Trust honest broker
  • Focus support development of networks which
    foster collaborations
  • Non-politically aligned
  • Role of Philanthropy
  • Scope the projects what is the hook?
  • Challenge the existing mindset
  • Provoke debate question underlying assumptions
  • Identify the evidence gaps
  • Mediate the solution
  • Support the influence strategy
  • Advocacy where does it fit?

17
COLLABORATION STRATEGIC PARTNERSHIP
  • Case Study Agora Think Tank
  • Building inclusive communities is not somebodys
    job, its everybodys.
  • Collaboration between not-for-profit, business
    and government sectors
  • Looking to address issues of disadvantage in new
    and different ways
  • Initial lens economic participation of
    socially-disadvantaged young people and their
    families through workforce engagement
  • Four funding partners Melbourne Citymission,
    Trust, Department for Victorian Communities,
    Ernst Young

18
COLLABORATION STRATEGIC PARTNERSHIP
  • Case Study Agora Think Tank (contd)
  • 5 working groups
  • plus conference

19
COLLABORATION STRATEGIC PARTNERSHIP
  • Case Study Agora Think Tank (contd)
  • Agora questions
  • What are the learnings-to-date about new ways of
    working?
  • Whether and how innovations are emerging?
  • How a more preventative approach to social
    problems could be instituted?
  • What successful approaches could be scaled up and
    how?
  • What are the pre-conditions for constructive
    government, business and not-for-profits sectors
    working together?
  • Analysis is being made of aspirations,
    capabilities, expectations and challenges for
    cross-sector partnerships.

20
COLLABORATION STRATEGIC PARTNERSHIP
  • Case Study Agora Think Tank (contd)
  • Leaders, Ideas Partnerships
  • Agora Think Tanks 2nd Conference
  • 14 June 2007 at Zinc, Federation Square
  • Conference will
  • Celebrate existing cross-sector
  • Understand how such partnerships work
  • Learn how to generate new partnerships
  • Make corporate social responsibility work for you

21
  • Factors that impact on success of cross-sector
    partnerships
  • (Cross-Sector Partnerships in a Crime Prevention
    Context..Regina Hill, Effective Consulting Pty
    Ltd)
  • Partnership Structure
  • Breadth vs Depth (Focus)
  • Balance breadth and complexity of partnership
    with capability of partners to deliver including
  • Scope of program
  • Number of partners
  • Focus of activity
  • Geographic spread
  • Partner Selection
  • What do partners want to get out of the
    partnership

22
  • Partnership Structure (contd)
  • Partnership Design
  • Design partnership to take account of the
    partners different objectives and operational
    styles (ways of working)
  • Focus on areas of alignment/common interest
  • Manage differences
  • Be clear on decision-making and operating
    processes (particularly important when needing to
    work within the political and bureaucratic
    requirements of Government)
  • Ensure that participants have requisite authority
    to make and deliver on commitments

23
  • Partnership Structure (contd)
  • Coordination Framework
  • Set up and resource a clear coordination
    framework (taking account of partners different
    operational styles)
  • Strong Leadership
  • Need to have a clear Lead Agency/Owner/Champion

24
  • Partnership Set Up
  • Platform for Collaboration
  • Establish or build it
  • Consultation
  • Engage at early stage
  • Critical for
  • Identifying and connecting with key stakeholders
  • Understanding the issue
  • Framing the project

25
  • Partnership Set Up (contd)
  • Planning
  • Where partner interests are aligned and where
    they are not
  • How things should be structured to
  • Deliver on the objectives of the partnership
  • Manage differing partner interests/ways of
    working
  • How things should be implemented
  • Funding and resourcing constraints
  • The need for partners to learn how to work
    together
  • The need to engage the community/community
    institutions and networks

26
  • Partnership Set Up (contd)
  • Documentation
  • Clearly document partnership objectives and ways
    of working, articulating rules of engagement,
    explicitly recognise and address cultural
    differences between cross sector partners
  • Invest in the partnership
  • Need to invest in the development (design,
    resourcing and operation) of the partnership in
    its own right not just the programs that it
    operates

27
  • Partnership Set Up (contd)
  • Leverage of Existing Networks
  • Benefit from leveraging existing local and/or
    industry networks to access potential partners
  • Achievement of Critical Mass
  • Need to establish critical mass to support the
    effective implementation of partnership programs
  • Achieve economies of scale
  • Access sufficient participants and service
    providers to support effective program
    implementation

28
  • Partnership Set Up (contd)
  • Education
  • Need to educate Corporate and Community Partners
    to understand territory within which partners
    are working
  • Provision of Opportunities to Trial
  • Build relationship with Corporate Partners by
    exposing them to opportunities to engage
    gradually and encouraging them to move from lower
    to higher levels of engagement opportunities
    based on positive trial experience/experience to
    manage perceived risk

29
  • Partnership Set Up (contd)
  • Management of Stretch (Under Promise and Over
    Deliver)
  • Need to manage the stress that the partnership
    places on the partner resources to make sure that
    partners can sustain the commitments that they
    make
  • Adequate Funding
  • Fund partnership and program activity adequately
  • Medium/Long Term Commitment
  • Need to be able to make a sufficiently long
    commitment to the partnership and the program to
    be able to work through the set up and pilot
    operation phase

30
  • Future Challenges
  • Partnership Structure Strong Leadership
  • Need to have a clear Lead Agency / Owner /
    Champion

Government
  • Role of Philanthropy?
  • Leadership who?
  • Challenges
  • Solution
  • Collaboration Leadership Models
  • Construct of Project
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