TY  - RPRT
AU  - York, J
AU  - Gillies, L
AU  - Minkiewicz, J
Y2  - 2018/06/27
Y1  - 2018
UR  - http://hdl.handle.net/11343/213874
AB  - Philanthropy is an important catalyst for social change
and plays a pivotal and instrumental role in supporting
communities and ameliorating disadvantage. The Trust
Company’s Engaged Philanthropy Model suggested five
key pillars of a good practice grant making framework:
1. Grant making philosophy
2. Capacity building and not-for-profit resilience
3. Scaling, replication and collaboration
4. The strength of the relationship between grant
makers and grant seekers
5. Approaches to evaluation and social impact
Building on these pillars, this project developed a
survey tool to establish a framework for thinking about
philanthropic practices and supporting better practice
models. These results are substantiated by thirty
interviews with grant makers and grant seekers.
In general there is optimism about the future of
philanthropy in Australia and a genuine desire to
continue to develop best practice approaches to social
impact by both grant makers and grant seekers. All
those interviewed were united in their commitment
to address serious social problems and work
collaboratively to support social change.
However, our findings revealed a disconnect between
Australian grant seeker and grant maker perceptions
around these issues, with philanthropists having a
far more favourable view of the state of practices
and relationships in the sector than their not-forprofit
(NFP) counterparts. Interview respondents
from throughout the sector identified multiple causes
for the mismatch between grant maker and grant
seeker and experiences and impressions, and broadly
felt that the responsibility and power to continue to
enhance philanthropic impact lay with the continued
development of more strategic relationships between
the NFPs and philanthropy.
An important catalyst is a greater focus on the strategic
impact of philanthropic initiatives and a higher
priority by philanthropic decision makers, namely
the philanthropists themselves, and the Boards and
Trustees responsible for governance of philanthropic
entities, to clarify their strategic intent and measure
their performance against this strategy.
The insights from this report establish a benchmark
for the current state of play in Australia. It presents
challenges, but also enormous opportunity for changes
that will build towards better practice models and
increased impact of Australian philanthropy. The NFP
sector is seeking stronger, more strategic relationships
with grant makers in order to make that happen.
PB  - Asia Pacific Social Impact Centre
T1  - Philanthropy: Toward a Better Practice Model
IS  - Philanthropy: Toward a Better Practice Model
L1  - /bitstream/handle/11343/213874/Catalytic%20Philanthropy.pdf?sequence=1&isAllowed=y
ER  -