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
4TRUST 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
11COLLABORATION 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
12COLLABORATION 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
13COLLABORATION 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)
14COLLABORATION 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
15COLLABORATION STRATEGIC PARTNERSHIP
Not-for-profit
Government
Corporates
Community
16COLLABORATION 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?
17COLLABORATION 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
18COLLABORATION STRATEGIC PARTNERSHIP
- Case Study Agora Think Tank (contd)
- 5 working groups
- plus conference
19COLLABORATION 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.
20COLLABORATION 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