5 minute read
The role of philanthropic agencies
All seven case stories are characterised by the fact that a philanthropic agency has played an active role in the partnerships. Based on interviews and analyses of the seven cases, we will highlight selected areas of learning, with a focus on the role of the philanthropic agency.
'As a foundation, we had become interested in how we could help bring about more lasting change. We had been working in the homeless sector for a number of years, and Home for All was the first case in which we went from being a more traditional foundation that supports projects to being a foundation that aims to create systemic change'. Sine Egede
Eskesen, Director, The Bikuben Foundation
Offers a platform for collaboration
A philanthropic agency can bring partners together in a new form of collaboration. In several of the cases there are conflicting special interests, different organisational capacities or experiences and traditions in terms of engaging in cross-cutting collaboration. Here, the philanthropic agency can contribute with a framework for a more neutral meeting place, a meeting place that can also help set the agenda, change mindsets and thus be crucial for the parties to succeed in finding new solutions. In several of the cases, the collaboration platform provides the participating parties with access to increased networking and more influence than they would have as an independent organisation in relation to the agenda in question.
'The fact that Realdania has gathered so many different interests in the 'boardroom' – that is, in the steering group – has been really valuable, providing credibility and legitimacy, also locally. It has made it possible to focus on common interests – far more than we have seen in other initiatives. This is probably due to the whole Collective Impact method. After the first meeting with the steering group, my committee chairman from the Technology and Environment Administration said: "I can feel a special energy here'. Rasmus Fuglsang Frederiksen, Project Manager, Joint Change, Mariagerfjord
'The number of burglaries in the North Zealand Police District has dropped by half since 2011. Of course, this is not only due to Bo trygt, but a whole range of factors that together help to reduce the number of burglaries. But we believe that the group cohesion we have gained in terms of preventing burglaries and creating greater awareness does have an effect. It is hugely reassuring that police, the general public, civil authorities and private agencies can find a platform from which to work together towards a common goal, to they can contribute in different ways'. Lene Sørensen, Chief Inspector, North Zealand Police District
Investing in a thorough analysis of the challenge
Fundamental to all transversal collaboration is that the parties have a common understanding of the challenge, and that this understanding is based on data that the parties accept. This is where foundations, as an independent partners, can play a role in helping to produce a comprehensive understanding of the area and the challenge to be addressed. In all cases, foundations thus emphasise the importance of analysing the problem before taking concrete action. A commitment to problem analysis includes dedicating resources to relevant analysis, study tours and data collection, as well as a varying degree of stakeholder dialogue and user involvement. In later phases of the project, foundations will, for example, also support pilot experiments that test new solutions or methodological approaches to solving the problem. This builds directly on the problem analyses.
'As a foundation, we have learned so much from being part of MedVind in Østerbyen. We have got closer to practice – gained insights and understandings we would not otherwise get through a standard application or grant process – both in relation to the municipality, but also in relation to social housing, social organisations, associations and other active agents in the area. We listen and learn, bringing into play the network and knowledge that the alliance needs. And here we can see the advantage we have that in virtue of our work we have a wider range of contacts than the Municipality of Esbjerg'.
Kathrine Geisler Madsen, Deputy Head, Strategy and Programme Development, The Lauritzen Foundation
Funding an external secretariat that
can act neutrally
Collaborating across sectors and testing new processes, solutions, and models of cooperation over a long period of time is both time-consuming and resource intensive. It can be difficult for many organisations to mobilise resources internally. In all the case stories – with the exception of the Troldhedestien project –philanthropic agencies play an important role in funding secretariats dedicated to coordinating the work and the collaborative community established around it. The purpose of the secretariat is typically to work 'neutrally' with the issue, ensuring momentum and keeping the focus on the common task. Funding the secretariat can also reduce the cost to the partners of being part of the cooperation platform. This may require additional resources, which can be difficult to find in many organisations. In some cases – e.g. the Tøndermark Initiative – the foundations also invest in local skills development specifically related to the work.
Secretariats vary in nature, are organised differently, and are physically located differently –either close to the philanthropic agency (Living Safely, Sustainable Landscapes of the Future, Home for All) or (most commonly) geographically close to where the problem at hand is to be found (e.g. MedVind in Østerbyen, Tøndermarsk Initiative). The secretariat can also be placed with core partners (e.g. KKR and CONCITO) as is the case with DK2020.
This diversity in the nature of the secretariats reflects the diversity of the issues, while reflecting the philanthropic agency's or partnership's own strategic considerations and experiences as to how best to anchor interventions in organisations that are close to practice and have a degree of permanence.
Being a risk-taker in the partner group – with a long-term focus
Working with complex issues requires a willingness to take risks, because it is necessary to try out new solutions and new forms of collaboration that may not work at first. When collaboration becomes difficult or solutions stall, risk capital and organisational patience are called for. Here, the political independence and financial resources of the foundations put them in a unique position to act at high risk.
'It's the combination of the Lauritzen Foundation as an outside change-agent and a board that was 100 % behind it. We did something new – we went where neither we nor others had gone before. Legitimacy was provided by the fact that everyone knew we were experimenting. This gave, and continues to give us the freedom to fail'. Ulla Visbech, Head of Culture, Esbjerg Municipality, and Chair, Steering Committee of MedVind i Østerbye
'The level of ambition and the bar have been kept high - that's a success. The municipality would never have managed to spend that money on something so extravagant. Some good solutions have emerged. It's a lot of money and it's the foundations. I have to say that we've taken some stick for that at times'. Keld I. Hansen, Deputy Municipal Director, Tønder Municipality, and Project Director, Tøndermarsk Initiative
In several of the projects, the philanthropic agency is an active partner and drives the whole cooperation process within the partner circle, which requires resources and commitment. At the same time, it also helps to sustain momentum and the ambition to tackle the issue in new ways.
Active involvement of the philanthropic agency can increase the need to continuously work at and invest in anchoring the organisation, and the progress of the partners who remain after the philanthropic partner has ended their involvement. The case stories demonstrate that this work is in itself essential and requires a strategic focus and resources.
