Edizione 35 // EVPA INVESTING FOR IMPACT SURVEY 2020 – WEBINAR DELL’EUROPEAN WOMEN LOBBY – OPPORTUNITÁ LAVORATIVE NEI NETWORK INTERNAZIONALI – THE UK COULD BECOME A LEADING CENTRE FOR INTERNATIONAL PHILANTHROPY – 3 MYTHS OF FUNDER COLLABORATION BUSTED – DIGITAL FUNDRAISING KEY FOR NAVIGATING PANDEMIC
ONLINE L’INVESTING FOR IMPACT SURVEY 2020 DI EVPA
EVPA (European Venture Philanthropy Association) ha rilasciato i dati chiave sugli investimenti a impatto sociale in Europa. I risultati del 2020 Industry Survey mostrano come gli investitori sociali stanno sostenendo le organizzazioni (imprese sociali, ONG, ecc.), sia con risorse finanziarie che non finanziarie (relazionali, intellettuali, immobiliari etc.) per ottenere un cambiamento positivo nella società.
Tra i primi dati riportati, si registra una crescita di risorse finanziarie stanziate per supportare le organizzazioni ad impatto, pari a oltre 6 miliardi nel 2019, con una media di 11.3 milioni.
“CANALIZZARE LE RISORSE PER I DIRITTI DELLE DONNE IN EUROPA” I WEBINAR DELL’EUROPEAN WOMEN LOBBY
La pandemia Covid-19 ha portato alla luce le profonde diseguaglianze in termini di genere: oggi è quindi più importante che mai che le realtà si impegnino a investire nel raggiungimento dei diritti delle donne e l’equità di genere e garantire che ogni euro investito sia conforme ai valori della nostra società
European Women Lobby lancia una serie di webinar, che coinvolgerà numerosi esperti, dedicata a fondazioni ed enti filantropici per imparare ad analizzare e integrare al meglio gli strumenti di gender budgeting, applicando una lente di genere nella definizione del proprio budget e stanziamenti.
LE OPPORTUNITÁ LAVORATIVE DEI NETWORK INTERNAZIONALI
Philanthropy Advocacy, un’iniziativa congiunta Dafne-Donors and Foundations Networks in Europe e and EFC (European Foundation Centre) ricerca un Policy and communications trainee. Le candidature possono essere presentate entro il 4 marzo.
EFC & Dafne ricercano un Senior communications manager. Le candidature possono essere presentate entro il 5 marzo.
EFC & Dafne ricercano un Human Resources Officer. Le candidature possono essere presentate entro il 12 marzo.
NEW REPORT: THE UK COULD BECOME A LEADING CENTRE FOR INTERNATIONAL PHILANTHROPY
A major new report by Beacon Collaborative calls for the UK to seize an estimated £180 billion global opportunity to become the leading centre for international philanthropy and social investment. The report highlights an opening for the UK post-Brexit and at a time when Covid-19 is shining a spotlight on domestic and cross-border philanthropy.
3 MYTHS OF FUNDER COLLABORATION BUSTED
In my last blog I outlined the compelling arguments for collaboration. It’s worth bearing in mind that collaboration is not an end in itself, and we need to be critical in assessing where it is relevant. But, assuming that you are convinced collaboration is a tactic you should pursue, how can you make sure it works?
There is a small but useful literature on the subject (for example Collaborate’s toolkit), and we will add resources to the Funder’s Collaborative Hub over time. Here I want to draw out some lessons from years of partnership working – things you won’t read much about in the reports – by busting three common collaboration myths.
Myth 1 – It is easier to go it alone
Collaboration can throw up difficulties that have to be negotiated and it’s certainly common to find it at least intermittently hard going. So, what does the fact it can be hard tell us, and how should we react?
Organisations have different interests, needs for credit, and governance procedures to be navigated. Collaboration of any depth is likely to necessitate tackling some inherently tricky things, like compromising over scope, ceding some sovereignty, and sharing credit. These factors explain much of the difficulty encountered in a process of collaboration.
We need to set our expectations appropriately. Why, after all, would we expect collaboration to be easy? Social change isn’t easy. The hard graft of collaboration is the work of social change. I have in the past heard complaints about the time spent negotiating tricky partnerships being a distraction from the day job of grant-making. I’d see it the other way around: it is central to that job.
Stick with it, and you create the possibility of achieving far more than you could alone, because tackling complex social problems is very hard for any one actor to do successfully. Of course, no-one is saying stick with it at all costs – you must use your judgement about whether it’s worth it. Much of the time though, some rockiness is just a normal part of the process. Just because the path is sometimes hard to travel, does not mean it’s the wrong one.
NEW RESEARCH: DIGITAL FUNDRAISING KEY FOR NAVIGATING PANDEMIC
Charitable organisations worldwide are reporting that digital fundraising capabilities and strategic financial planning are among the most crucial skills they need to remain resilient.The findings appear in the sixth volume in a series of reports, Future-Proofing Nonprofits for the Post-Pandemic World, The Voice of Charities Facing COVID-19, Volume 6, released by CAF America to highlight the needs of charitable organisations and inform donor giving strategies.
‘Charities need to be focused on future-proofing themselves for the post-pandemic world,’ said Ted Hart, CAF America President and CEO. ‘The resilience of charities relies on the key competencies of nonprofits in organisational management. Our goal is to ensure that long-term resilience and bolster the ability of nonprofits to face the unforeseen challenges ahead and advance their mission in the face of future adversity.’