european foundation centre strategic framework

Transcription

1 european foundation centre strategic framework

2 strategic framework EUROPEAN FOUNDATION CENTRE

3 Contents \ Introduction and acknowledgements \ Our purpose \ What is institutional philanthropy? \ Our beliefs \ Our goals \ Our priorities \ We will measure our performance Strategic framework

4 Introduction and acknowledgements We have developed our Strategic Framework against the backdrop of a Europe where there is a palpable and urgent necessity for civil society to seize the moment and demonstrate our crucial role in responding to the many challenges and opportunities that are surfacing. We have opted for a Strategic Framework, rather than a strategic plan, as it allows us to be more dynamic, supple and better able to respond to the rapidly changing context in which foundations and other philanthropic organisations find themselves operating. You have played a key part in this process. You told us that the EFC should strengthen its role as a thought leader and spokesperson for the foundation and wider philanthropic sector, pay more attention to global issues, and develop a strong analysis, insight and forecasting capability. You also told us to take on a leadership role, to consolidate our bridge-building capacity and to make the case for institutional philanthropy in Europe and beyond. We trust these goals are reflected in the Strategic Framework. The 6-year Framework will be supported by an annual operating plan to deliver on the goals we have set ourselves. The implementation of the Framework will be monitored by the EFC Management Committee on a regular basis and a report will be made yearly to the Annual General Assembly of Members. A major independent milestone review of the Strategic Framework will be undertaken in its third year and will be reported to the membership. A process with and for our members We gratefully acknowledge the time, commitment, endless support and creativity from the EFC Management Committee and three Governing Council volunteers in developing and delivering this Strategic Framework. With the external help of the Interaction Institute for Social Change (IISC), during 12 months we consulted openly and widely, both online and through structured interviews and workshops, with the membership and a wide variety of other stakeholders. We were encouraged and inspired by the 380 individuals who provided their perspectives in the online survey and the 150 individuals who took part in face-to-face meetings. Conversations and engagement workshops also took place during our annual conference in Milan and we held various country visits throughout the year. We listened to many different voices and repeatedly heard a shared view for our future. In short: a huge thank you to all of you who contributed to this exciting new vision of the EFC. We couldn t have done it without you.

5 Our purpose To consolidate our role as a leading platform to strengthen and make the case for institutional philanthropy. What is institutional philanthropy? Institutional philanthropy refers to foundations, corporate funders and other players that 1) have their own financial resources which they deploy strategically, 2) are independently governed, and 3) use private resources for public good. These organisations, which are in myriad forms, are purposefully structured and organised over the long term and bound by structures of accountability, public benefit and public reporting and legal requirements. Strategic framework

6 Our beliefs We believe: That institutional philanthropy has a unique, vital and timely role to play in improving people s wellbeing. Institutional philanthropy at its best is a formidable means to tackle a number of critical challenges which include but are not restricted to the following: Ageing, Arts & Culture, Children & Youth, Disability, Disaster Relief, Diversity, Migration & Social Inclusion, Education, Employment, Environment & Sustainable Development, Gender, Global Challenges & Peace-building, Health, Human Rights, Citizenship & Democracy, Research & Innovation, and Socio-economic Development & Poverty. The diversity of the sector in Europe is an important asset which inspires fresh ways of thinking and doing things, using different models, lenses and geographic differences. In a Europe that will benefit from institutional philanthropy s distinctive role, its convening capacity and its long-term approach to tackling societal issues. In collaboration and learning by experience to incubate ideas, facilitate new models, encourage different ways of thinking and influence policy. The EFC principles of good practice provide the core values that every foundation should aspire to. This is what drives us, defines our priorities and distinguishes the distinct role that institutional philanthropy can play in Europe and the world.

7 Our goals We aspire to be: The leader in making the case for institutional philanthropy and how it improves and increases ways in which private resources result in public good. The network for exchanging know-how, peer learning, collaboration and the incubation of new joint initiatives. The platform for engaged and active institutional philanthropy. The source of information, insight and trends on institutional philanthropy. The infrastructure to improve, consolidate and innovate institutional philanthropy. Strategic framework

8 Our priorities Our work will be focused on the following seven priorities for the duration of the Strategic Framework. We will: 1. NURTURE PHILANTHROPY Actively work with wider philanthropic infrastructure to help nurture an environment in which philanthropy can flourish. This will mean creating better connections with institutions, and increasing engagement in policy and advocacy work as a way to heighten our responsiveness to issues affecting institutional philanthropy. 2. ADVANCE THE SECTOR Identify and broker opportunities for institutional philanthropy to advance the sector and amplify its voice and impact. We aim to amplify the voice of the sector by leading discussions on key social policy issues and incubating new ideas. We want to not only provide a safe space for foundations to discuss these issues but also build bridges with key philanthropic associations and regulatory authorities across Europe. 3. FOSTER PEER-LEARNING Create opportunities for members to learn from each other s experiences and best practices. Through furthering our peer-to-peer learning not only do we provide members with opportunities to share knowledge and know-how, we also gather and disseminate information, insight and intelligence on the sector. We will look within and beyond our membership to effectively capture and share trends and best practices in institutional philanthropy. 4. ENHANCE COLLABORATION Provide a platform for member-led initiatives. We want to strengthen the platform which we provide for members initiatives by furthering and refining our thematic network approach and continuing to bring likeminded members together. Our Annual General Assembly and our other events will continue to spark ideas and inspire.

9 5. CHAMPION PHILANTHROPY Make the case for institutional philanthropy. We will make the case for institutional philanthropy by creating a solid evidence base for issues, trends and activities. We will also work to widely and effectively communicate this because we believe it is not just our sector that needs to know what s going on. 6. BE GLOCAL Engage in global issues as they relate to Europe. Europe is a global player dealing with global issues in a fast paced and interconnected world. This means that we must continue to strengthen our relationships with existing strategic philanthropic organisations while welcoming a diverse spectrum of world-wide philanthropic players. 7. BUILD AS ONE To build a sustainable organisation working consistently together as one team. We recognise that there is only real strength in unity, and tangible change can only be achieved through all of us pulling in the same direction. This unity will be apparent at all levels of the ecology of European philanthropy, with EFC members, partners and staff working in unison in cross-departmental teams and in networks in conjunction with stakeholders from both inside and outside the sector, to move forward on the priorities of the EFC s new Strategic Framework. Strategic framework

10 We will measure our performance Our priorities will be the basis of annual operating plans for the EFC. We will provide a yearly review of these plans to the membership of the organisation at the Annual General Assembly. We will engage in a reflective review process to observe, evaluate, refine and adapt our work on an ongoing basis. A specific priority of year 1 of the Strategic Framework will be to put in place the tools for this process. We will hold a major milestone review of the Strategic Framework in its third year which will be undertaken independently and reported to our members

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12 European Foundation Centre, AISBL Philanthropy House Rue Royale Brussels, Belgium