1. Philanthropy for the 21st Century Charity 2020 Farrers 21 May 2019
Director – Margaret Hyde
Here particularly to introduce our new Application Guidelines, which came out in May 2003.
Now plan to update our Application Guidelines each year.

2. Esmee Fairbairn Our endowment was £1bn as at December 2017
£35m a year in grants
£45m allocation to social investment (£5m a year)
Single team (social investment and grant making as tools)
New models and tackling systemic injustice
Facilitators and assessors of risk and impact
Contribution not attribution and focus on learning
Multi-year funding, presumption for unrestricted/core funding
Strong ESG Strategy

3. Scope Arts Children and Young People Environment Food Social Change
Organisations at a pivotal point | Emerging talent | Instrument for social change
Children and Young People
Development and rights of the vulnerable | Root cause of low educational attainment and challenging behaviour | civic and political representation of those under-represented
Environment
Connecting people with nature | large scale conservation on land and at sea | Countering effects of human activity | lesser known plants, animals and organisms
Food
Local alternative innovation | Food and wellbeing | More coherent sustainable good section
Social Change
Participation of marginalised people | Place and revitalising community life | Injustice and systemic change

4. Trends/Expectations Collective Impact Unusual Alliances
Collective Outcomes| Evidence and Impact | Strategic Communications and Advocacy
Unusual Alliances
Seatbelt model | Plastic Packaging and Palm Oil |
Disruption and Innovation
Alternative Models | Strategic Litigation | Early Indicators (Full Facts)
Inclusive Local Economies
Preston Model | Circular Economy | Community Ownership
Capacity Building/Infrastructure
Digital and Data | Trading revenues/finance| Impact
Funding Practice
Market Data Platform | Funder Collaborations | Listening Fund | 100% Impact

5. Collective Impact

6. Unusual Alliances

7. Disruption and Innovation

8. New Inclusive Economies

9. Capacity Building/Infrastructure

10. Funder Practice

11. What we have learnt Understand and embrace risk…
…it reduces time, costs and complexity, learn from failure, build trust and innovate.
Get the right expertise….
…Through co-design, co-production to understand the changing environment. Attribution is a zero sum game.
Know your onions….
…not the mechanism but the sector or issue and the change you want to make.
Impact is key…
…it defines the approach to due diligence, funding practice and risk. It is a judgement not a metric.
Embed open learning in your day to day…
…. if you aren’t feeling uncomfortable you are not being challenged and are not learning

12. Final Thoughts

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As above