TCS recently helped to coordinate a roundtable for funders, philanthropists, advisers and others in the philanthropy ecosystem to explore the topic of systems change and philanthropy.
We heard from speakers Kawika Solidum from the Centre for Social Justice, John Atherton from LocalMotion and Afshan D’Souza Lodhi from GM Systems Changers. The discussion was chaired by Lauren Gupta from The Helvellyn Foundation.
Kawika set some context around Systems Change sharing frameworks such as The Place-based Funder Toolbox which considers funding on a continuum from “generosity” to “social justice.” He discussed his experience at the Centre for Social Justice which works with local and grassroots charities to uncover models for change that can be replicated nationally or in different environments. He shared the example of All Child which is now launching in Wigan following a model that started in Harlem, New York and was developed in West London.
John then shared his experience of Systems Change at LocalMotion Oldham which is an initiative funded by several large funders including The Paul Hamlyn Foundation and the Esmee Fairburn Foundation. The funders have been deliberately vague in their expectations and are hoping that the local coordinators will “go rogue” to address local issues and the root causes of poverty.
LocalMotion’s approach is rooted in the lived experience of those living in poverty in Oldham and aims to tackle systemic economic issues behind poverty in the region. John talked about their interventions moving people ‘from crisis to hope.’ Initiatives include embedding staff into Job Centres who can work with those not ready for employment by looking at options such as volunteering as well as working with employers to build flexible, inclusive recruitment processes.
Finally Afshan spoke about the role of GM Systems Changers. This group was formed as the Lankelly Chase Foundation devolved decision-making around its place-based grants programme closer to the problems they aimed to address and the people who were able to develop and implement solutions. The group aims to redirect the flow of power and funding to lead to collection liberation. The Lankelly Chase Foundation is now in the process of granting out its funding. In the meantime the GM System Changers has evolved beyond funding. They aim to create connections between change-makers and to create experimental learning spaces to share knowledge with the ultimate aim of resisting systems of oppression, nurturing creativity and creating alternative realities.
We then opened the discussion to the group which evolved to encompass the themes below:-
The importance of place and power
Members of the group asked about the importance of place in systems change. For real change initiatives need to be rooted in place, however it is possible to share learnings from one area to another. However, it is important for models to be flexible and responsive to the local environment.
The power dynamic is also a key element in effective systems change. Traditional funding models see those with wealth hold the power and funding recipients may find themselves being funder-led i.e. proposing projects and interventions that they know are attractive to funders rather than having the freedom and space to create initiatives that offer genuine change.
The barriers to systems change
Afshan commented that one of the barriers to systems change is that systems will “snap back” into place. We can see this following the COVID-19 pandemic when after a period of systems change which saw many funders offering emergency, flexible unrestricted funding and many organisations moving to a remote and flexible working policy there has now been a shift back to the pre-pandemic “norm”.
Other barriers are a perception that systems change is complicated and “too big” for funders to tackle. Many may not understand the terminology or language involved. There can also be a perception of risk if decisions are devolved to others. It can be hard for funders to let go of control especially if they are trustees or custodians of wealth rather than individual donors or family foundations.
It is also worth recognising that systems can be helpful and useful to some people and there can be (often valid) resistance to change.
What behaviours can funders adopt to support systems change?
Funders can consider adopting the following behaviours:-
- Can you collaborate with other funders working in this space? That can reduce the perceived risk and allow funders to be more confident in devolving power and decisions to others
- Can you look to fund a small part of a larger systems change activity for example, funding one staff member in a local intervention that may ultimately lead to a bigger systems change
- Can you look at moving to multiyear unrestricted funding which allows recipients to use their expertise and experience to direct funding where it is most needed?
- Can you use your evaluation and monitoring processes to encourage reflection and learning and to build your relationship with recipients on a more equal footing? For example you can include the question “Did you experience any unforeseen benefits?” and can you share your own honest reflections as a funder?
- Can you use your role as a funder to share knowledge and bring together your funding recipients to share their experiences and collaborate?
- Work with your funding recipients to devolve power and decision-making in a way that works for them. Silence isn’t always helpful – you need to help recipients to take the power you are offering in a useful and meaningful way. This may include sharing your own expertise and skills or creating linkages with others.
- Remember the need for “lights on funding” which addresses immediate needs as well as looking at the bigger picture
- Core funding and funding for activities such as staff wellbeing can also be useful to empower and support those working in systems change
Dreaming and the future
Afshan spoke about the importance of dreaming, that is allowing ourselves to imagine new ways of living without considering the constraints of the current systems in place. This is an important tool for funders, recipients and indeed everyone as if we have a better shared understanding of where we would like to be as a society then we can start to move (possibly slowly and incrementally) towards that common goal.
For more information you can refer to Place Matter’s place-based funder toolbox, and The Institute for Voluntary Action Research’s case study of The Barrow Cadbury Trust.
