summer meeting 30 may 2017 -...
TRANSCRIPT
SUMMER MEETING
30 May 2017
Warsaw
Foreword
The DAFNE 2017 Summer Meeting took place as a pre-conference event ahead of the EFC’s
2017 Annual Conference ‘Courage to Re-embrace Solidarity in Europe – Can philanthropy
take the lead?’. There is nothing that represents solidarity more than the DAFNE network, a
group of peers, from national associations and donors’ forums, who share knowledge and
experience to develop their individual and collective capacities to lead in, and strengthen the
philanthropy field.
There was participation from 19 European countries and a wider perspective was added with
participation from Colombia, the USA, and the global network WINGS.
The meeting was the last with Rosa Gallego (Spanish Association of Foundations) as chair.
Rosa has been an exemplary leader of DAFNE for eight years. Krasi Velichkova (Bulgarian
Donors Forum) also completed several terms as vice chair, and we said farewell to David
Emerson who has retired from ACF (UK). We welcomed a new leadership team comprising
Felix Oldenburg (German Association of Foundations), in-coming chair, Madga Pękacka
(Polish Donors Forum), Beatrice de Durfort (Centre Français des Fonds et Fondations), and
for her second term Beate Eckhardt (SwissFoundations).
I would like to take this opportunity to thank Jochen Klingler (DAFNE Secretariat), for his
work in preparation, running and reporting on the meeting. We are all indebted to Magda
Pękacka and Julia Kluczyńska (Polish Donors Forum) for hosting the meeting in Warsaw.
James Magowan
Co-ordinating Director
DAFNE
Contents
Country Updates .........................................................................................................................1
Benchmark Me ...........................................................................................................................5
Learning from the USA: Maximizing the Engagement of Network Members ............................6
Growing and Strengthening the Field ........................................................................................7
What Difference are we making? ...............................................................................................8
Appendix: Participants ............................................................................................................ 10
1
Country Updates Members reflected on recent highlights of their work, key goals and activities for 2017 and
described the outlook for the near future with one word.
These are summarized below:
Association Highlights of work, key goals and activities Outlook in a
word
Belgian Federation
of Philanthropic
Foundations
- Change process including new name
and website
- Planning European Day of Foundations
and Donors
- Acquisition of additional members and
engagement
- Engaging with government
Give added value
to members
Bulgarian Donors
Forum
- Legal changes in registration process
- Development of standards for good
donors’ practices
- Anniversary of the DMS platform
- Educational activities in schools
- Working on public collection and
community building
- Planning European Day of Foundations
and Donors
Pro-activity
Croatian
Foundations
Forum
- 8 new members
- Successful Philanthropy week last year
and aim to run again in 2017
- Co-operating with government in
drafting new legislation for foundations
- Advocating for increasing tax benefit
for philanthropic giving
- Encouraging members to partner with
EU ESF funding
Czech Donors
Forum
- Focus on fundraising
- Development of individual giving
(online and mobile)
- Capacity building of Czech non-profit
sector
Punk (=new
points of view,
joy, energy,
potential)
2
Council of Finnish
Foundations
- Organizing the greatest European Day
of Foundations and Donors with four
hours of fun and information
- Increasing foundation expertise
- Increasing foundation knowledge
within society
Positive
Centre Francais
des Fonds et
Fondations
- Stressful period in France – changes
expected in legal and fiscal framework
- Promoting next generation
philanthropy
- Greater role for CFF in representing
members in national institutions and in
advocacy
- Strengthening skills and know-how of
foundations
- Planning European Day of Foundations
and Donors
Breakdown /
Transformation
Association of
German
Foundations
- Advocacy for the civil foundation law
reform process
- Implementing a new system for the
Association’s financial planning and
reporting
- Increased regional activity
- Think Lab
- Tool box for foundations operating in
low interest environment
- Transforming and developing database
- Developing a strategy for supporting
foundations working abroad
Excitement
Philanthropy
Ireland
- Completion of stage 1 of advocacy plan
- Increased engagement with wealth
advisors
- Two young leader workshops
- Planning of All Island Conference on
Philanthropy
Optimistic
3
Assifero
- Implementing new strategic plan 2017
– 2020, using 4Cs framework
- Some positive legal reform recognizing
role of philanthropy, new regulation on
tax exemption
- Charter introduced for members and
new fee structure
- Moving HQ from Milan to Rome
Transformation
Acri – Association
of Foundations of
Banking Origin
- Political parties have attacked the NGO
sector in particular in relation to work
with migrants
- General election will be significant
- Implementing the fund against
educational poverty
- Launching European Day of
Foundations and Donors with Assifero
with education as key topic
? uncertainty
Association of
Lichtenstein
Charitable
Foundations
- Development and extension of
facilitation of cooperation to
implement and support projects
- Foundation lunch 1st
Thursday every
month
- Conducting a “project platform” on the
European Day of Foundations and
Donors to support the cooperation
among foundations
Partnership
Vereniging van
Fondsen in
Nederland
- Successful voluntary self-regulation
- FIN becoming a more effective and
influential spokesperson for
foundations
- Focused recently on the issue of
Registers of Beneficial Ownership
- Facilitating engagement of members in
small group exchange on specific
themes / areas of work
4
Polish Donors
Forum
- Difficult time in Poland, NPO sector
united in opposition to restrictions
being imposed
- Developing and publishing standards
and providing support in relation to
impact measurement (network of staff
interested in this established)
- New research on corporate
foundations inspired by CFF/DAFNE
Knowledge Exchange
- Seeking to expand membership base
and engage more employees of
members
Enthusiasm
Portuguese
Foundations’
Centre
- Mapping the sector using public data
- Survey of members and non-members
on challenges, role of PFC, reasons for
not joining
- Engaging members in good practice
workshops on evaluation, governance
and compliance
- Presenting conclusions from the XV
Meeting of Portuguese Foundations
- Preparing for European Day of
Foundations and Donors
Intense work
Spanish
Association of
Foundations
- Heavily engaged in policy work
- Potential move to new premises and
creation of new co-working space
- New system of fees
- Working with members on improving
transparency
- Broadening range of research
- Report together with PwC on structure
and functioning of the boards of
trustees of Spanish foundations
Repositioning
SwissFoundations
- Building a sound advocacy strategy for
the Swiss foundation sector
(campaigning, lobbying, stakeholder
engagement), have moved from service
provider to leading on behalf of the
sector – in particular demonstrating
added value
Excitement
5
- Evaluating the creation of a service hub
for charitable foundations
(management services, shared office
spaces, consulting etc.)
- Aiming to have Exec Summary of Swiss
Foundation Sector report for European
Day of Foundations and Donors
Third Sector
Foundation of
Turkey
- Tough year in Turkey
- Have focused on research and digital
campaign on individual giving, and
corporate giving
- Advocacy for a better fiscal/taxation
system
Hope
Association of
Charitable
Foundations
- Developing principles of good
foundation practice (in collaboration
with members)
- Developing policy work
- More proactive approach to
membership recruitment
- Scoping potential for collaborative
work by foundations on tackling
poverty
Unsettled
Benchmark Me Mário Curveira Santos, Portuguese Foundation
Centre, introduced his approach to benchmarking.
He highlighted the focus on processes and the
importance of selecting who to benchmark with.
Criteria used for selection included number of
member, budget, and human resources. He
reported on a benchmarking visit to FIN in
Netherlands which also included a study visit on
issues of relevance to members in order to learn
from practice. The areas for benchmarking included:
• Governance
• Membership / member services
• Finances
6
There was discussion about how this approach could be adopted by others. The starting
point might be help with identifying suitable benchmarking partners. It was emphasised
that that the process should be conducted on a one to one basis. However, the discussion
showed that some members seemed attracted to the idea of creating “ID” cards for each
national association. Such ID cards might be useful for DAFNE members to find appropriate
benchmark partners. It was acknowldged that a common benchmarking framework could
not be produced for the network given its diversity however it was agreed there could be
scope in producing and sharing a list of benchmark areas and some relevant metrics. It was
noted that self-reflection on agreed metrics was an essential pre-cursor for a successful
bench-marking exchange.
Learning from the USA: Maximizing the Engagement of Network
Members At this session, David Biemesderfer, CEO of the Forum of Regional Associations of
Grantmakers in Washington DC (USA), shared his experience of engagement and
sustainability at the Forum. He described a significant transition process which was
completed this year with the Forum moving from a network of 33 regional organizations in
the US representing 5,500 foundations to include national affinity / interest groups. The
membership now stands at 57 (with a collective membership of some 7000 foundations) and
there is scope for further increase.
The aim is to maximize the power of this extended network to lead, inform and support
philanthropy. Actions supporting this aim are public policy advocacy, education on
philanthropy, sharing knowledge on a knowledge platform as well as additional actions and
services for members.
David also highlighted the
importance of applying a network
model where everyone has a part to
play (members make it what they
want it to be). Where possible they
sought full staff engagement,
including the creation of peer
communities by job functions.
Volunteer job opportunities at the
Forum of Regional Associations as
well as scholarships for emerging
leaders are offered, and the Forum
provides a new staff / orientation pack for its members to use. Member participation is
tracked using SalesForce and there is on-going benchmarking.
It was noted that there had been a ‘crowded market place’ for philanthropy infrastructure in
the USA and there had been a need for consolidation and more effective collaboration.
7
While the potential of virtual meetings should be exploited face to face engagement remains
most valued, in particular in building trusted and mutually supportive relationships within
and outside the network – as had been the case with DAFNE.
Growing and Strengthening the Field At this session, Lauren Bradford, Director of Global
Partnerships from the Foundation Centre, presented
conclusions from the Infrastructure in Focus Report.
Key learning from this study are:
1. Ensure the long-term sustainability of
philanthropy infrastructure organizations
2. Recognize evaluation as a high priority for philanthropy infrastructure organizations
3. Build a strong infrastructure for philanthropy where it is most needed
4. Build the partnerships that are needed for a more effective philanthropy
5. Focus on the activities most needed to build philanthropy
6. Engage in advocacy to build a more enabling environment
In discussion it was recognized that project money is often easier to be attained than money
for infrastructure. In Europe, for instance, there is only a limited number of foundations like
interested and willing to invest in the philanthropic infrastructure. Furthermore, the political
environment and the motivation of decision makers at individual foundations are also
important factors when it comes to expanding and strengthening the philanthropic
infrastructure.
In discussion it was suggested that infrastructure organizations need to be more creative in
communications – for example in relation to highlighting value added through successful
8
advocacy and in connections made within and outside the philanthropy sector. Caution was
expressed around creating an internal market between philanthropic infrastructure and non-
profit sector infrastructure. Lauren Bradford also highlighted the importance of partnerships
for the growth and strengthening of the philanthropic infrastructure. She cited to following
factors conducive to achieving partnership:
• Having a global reach
• Being an older organisation
• Having a larger number of employees
Participants agreed and also emphasized the importance of personal contacts and the
building of trusted relationships. It was suggested that the narrative needed to be changed
from seeing infrastructure as an investment rather than a cost.
What Difference are we making? At this session, Dr James Magowan, Coordinating Director
of DAFNE, together with Benjamin Bellegy, Executive
Director of WINGS, updated participants on developments
and feedback on implementation of the 4Cs framework
which provides the basis for infrastructure support
organizations in the philanthropy field to plan and assess
the difference that they intend to and do make. As an
enabling framework and assessment tool, it has been
designed as a common framework for application at the
individual organizational level.
Benjamin Bellegy emphasized that the 4Cs framework can be in particularly helpful in this
regard since the assessment of infrastructure within the philanthropic realm can be elusive
due to its intangible character. The added value an analysis based on the 4Cs framework can
offer will provide us with feedback on how to design our own missions and strategies to
better achieve our goals and envisioned outcomes.
James Magowan agreed and briefly introduced the 4Cs framework. He pointed out that the
4Cs recognise the difference that infrastructure organizations make in respect to capacity,
capability, connection and credibility. He also emphasized that the 4Cs framework is
not based on a rigid methodology. It is an enabling framework for adaptation and
application. He referred to 12 steps to apply the framework:
1. Decide to do it
2. Get help
3. Decide who will lead
4. One step at a time
9
5. Start with theory of change
6. Seek support about theory of change
7. How does your theory of change fit with the 12 outcome areas of 4Cs?
8. For each of the relevant Cs, describe the state of the field
9. Decide how to fill gaps in your knowledge
10. Devise performance indicators for each outcome area
11. Develop a baseline report on the outcome areas
12. Develop a system to monitor progress using the performance indicators
Participants joined the conversation and shared their own strategic approaches. Some
explained that they worked according to a 5-year plan based on outcome mapping which
helps them to assess their work in a structured way while taking account of the role of
stakeholders and partners. It was noted that the 4Cs framework offered a common language
to identify areas where value is added, for planning work, and assessing and communicating
impact. Participants who had been involved in the DAFNE / WINGS peer learning group that
developed the 4Cs framework reflected on their experience of implementation. Carola
Carrazone reported that she had focussed initially on just 2 of the 4 Cs (Credibility and
Connections) in order to develop their approach. Others reflected on how the 4Cs
framework had inspired their strategic planning.
An example of how the framework could be adapted for own use was shown
4C Outcome
area Objectives for
coming
period
Identify
indicators Who, how,
and when Baseline and
updates
Capacity Capability Connections Credibility
1-3 4-6 7-9 10-12
Set out what
needs to be
accomplished
Set out how
progress will
be measured
Specify who
has
responsibility
how data will
be gathered,
and when.
Establish your
starting point
and then
measure
progress.
In conclusion, DAFNE members confirmed their interest in applying the framework as a tool
for planning and of analysis and evaluation. It was suggested that another 4Cs workshop or
webinar, should be organized and there was merit in building a bank of indicators for
reference.
10
Appendix: Participants
DAFEN Members
Belgium
Belgian Federation of
Philanthropic
Foundations
Luc Luyten Chairman
Bulgaria Bulgarian Donor's
Forum
Krasimira Velichkova Executive Director
Croatia Croatian Foundation
Forum
Cvjetana Plavsa-Matic Director
Czech Republic Czech Donors Forum Klara Splichalova Executive Director
Finland Council of Finnish
Foundations
Liisa Suvikumpu CEO
France Centre Français des
Fonds et Fondations
Béatrice de Durfort Executive Director
Germany
Bundesverband
Deutscher Stiftungen
Anke Pätsch Director of
International
Relations
Germany Bundesverband
Deutscher Stiftungen
Felix Oldenburg Executive Director
Ireland Philanthropy Ireland Eilis Murray CEO
Italy Assifero Carola Carazzone Segretario generale
Italy ACRI Giorgio Righetti General Manager
Liechtenstein
VLGS - Association of
Liechtenstein
Charitable Foundations
Dagmar Bühler-Nigsch Managing Director
Netherlands FIN - Vereniging van
Fondsen in Nederland
Joost van Lanschot Chairman
Poland Polish Donors Forum Magdalena Pękacka Executive Director
Poland Polish Donors Forum Julia Kluczyńska Assistant Director
Portugal Portuguese
Foundations´ Centre
Mário Curveira Santos Secretary General
Spain Asociación Española de
Fundaciones
Isabel Peñalosa
Esteban
Director
Spain Asociación Española de
Fundaciones
Rosa Gallego García Director
Switzerland SwissFoundations Beate Eckhardt CEO
Turkey
Third Sector
Foundation of Turkey
(TUSEV)
Liana Varon Deputy Secretary
General
11
Turkey
Third Sector
Foundation of Turkey
(TUSEV)
Tevfik Başak Ersen Secretary General
UK Association of
Charitable Foundations
Carol Mack Chief Executive
UK DAFNE David Emerson DAFNE Treasurer
DAFNE DAFNE James Magowan Coordinating
Director
DAFNE DAFNE Jochen Klingler Secretariat
Observers
Colombia
Association of
Corporate and Family
Foundations
Carolina Suarez CEO
Denmark Bikubenfonden Susanne Dahl Head Advisor
Strategy
Belgium EFC Gerry Salole CEO
Brazil WINGS Benjamin Bellegy Exec. Director
Latvia
Community
Foundation Movement
Latvia
Ansis Berzins CEO Valmiera
Region Community
Foundation
USA Council on
Foundations
Natalie Ross Senior Director
USA Foundation Centre Lauren Bradford Director of Global
Partnerships
USA
Forum of Regional
Associations of Grand
Makers
David Biemesderfer President and CEO