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This study examines philanthropy support organisations (PSOs) in India, Russia and Kenya, to understand their role in driving the growth and development of philanthropy, giving, and private social investment in these countries. The study examines the development of the sector in each country, by assessing its size, scope and other characteristics. There is some attempt to understand the individual and collective impact of PSOs in each country.
This research shows how Philanthropy Support Organisations (PSOs) contribute to long-term social change by examining their purposes, functions, and impact. While the full research report is long, we have prepared this 'sneak peek', so that you can see the main takeaways easily.The research shows how to build a robust Philanthropy Support Ecosystem (PSE) to unlock the potential of philanthropy. It uses a suite of tools and approaches adaptable to different countries. Results will enable domestic foundations and donors, existing PSO leaders and other stakeholders to build the ecosystem they want.
The guide shows how a philanthropy support ecosystem can be built. It uses a suite of tools and approaches that can be adapted by people in different countries to build the system that they want, by mapping relationships between organisations and sorting out who does what in order to lift up philanthropy. It is designed to allow for creativity and invention. The goal is to inspire the field by suggesting ways in which its work can be enhanced, rather than providing hard and fast rules. Although specific steps are suggested, these do not imply a rigid process that needs to be followed. Action depends on the context and the particular needs of the philanthropic sector.
It is vital to be clear about the terms used in the philanthropy support ecosystem (PSE). Many words in philanthropy have imprecise meanings that lead to different understandings. In this study, we seek to build a standard terminology of PSE terms and PSO organisations so that findings may be intelligible, both within the PSE and outside it.
How to Build the Philanthropy Support Ecosystem (PSE) Working it out Together: Engaging Philanthropy Actors in Mapping and Strengthening their own EcosystemSeptember 8, 2021
This document offers a step-by-step guide on how to build the PSE. A four-stage process is suggested to map the PSE:1. Develop a team of people to undertake the work and to set objectives.2. Adapt the method to local circumstances by assembling key reports and talking to people with a good knowledge of the sector.3. Map the organisations and functions of the PSE and assess the relationships between them.4. Develop the vision for the PSE and decide on practical measures on how to pursue it.This should be treated as an outline guide to be used creatively, depending on local context. The process will depend on the resources available, which include time as well as money. This should be seen as a creative and organic process of development, rather than a fixed and mechanical project. The guide gives an organisational framework, as compared to a blueprint.
Measuring the added value of the PSE is an integral feature of strengthening it. Measurement involves using five-point scales to assess the attainment of the 4Cs – capacity, capability, connection, and credibility. A variety of statistical methods are suggested to accomplish this. The results in this document will enable people to decide what action to take to enhance the PSE in their country.
This publication is a collection of four articles developd with the collaboration of the communicators involved in the organizations associated to the Brazilian Philanthropy Network for Social Justice (Network). These pieces are the result of collective interviews held in mid-2020 with the aim of mapping and reviewing the communication challenges faced by community philanthropy and philanthropy for social justice, as well as highlighting the communication strategies developed by community and issue-oriented funds comprising the Network.
This study examines the path trailed by civil society and Brazilian philanthropy since the 1980s, which is crucial to the understanding of the dynamics and trends that support one of the theses developed throughout this work: civil society as a strategic element in the consolidation process of Brazilian democracy. Civil society organizations (CSOs) faced, in recent years, numerous reputation attacks and challenges concerning their political and financial sustainability. Faced with the Covid-19 crisis, they sought not only to oppose the prevailing denial and necropolitics through the construction of political agendas and networking, but also to produce responses based on the development of a set of practices and experiences founded on self-management and community organization. From a study of multiple cases, conducted with institutions selected according to the established criteria, it was determined that the CSOs were capable of building agendas, narratives, languages and forms of production and organization based on self-management, experiences based on a social dynamic where work and politics tend to coincide, as part of a process involving, at the same time, the organization of activism and production. They found independent ways to provide innovative responses to the crisis, coordinating actors, territories and communities, initiatives and resources, and searching for solutions involving everything from the distribution of food baskets to conducting information and humanitarian aid campaigns, in addition to conceiving innovative activism and resistance strategies, in the face of an adverse scenario.
There is a growing trend in Asia of governments and the private sector coming together to address social needs, and our latest study spotlights these "public-private partnerships for social good." With 88% of top business leaders in Asia believing such partnerships will become even more common over the next five years, it is more important than ever to understand what they are and how they work. This study conducted an in-depth analysis of 20 notable PPPs for social good spanning 11 Asian economies and 9 sectors to find out. The report showcases why this trend is taking root, what best-in-class PPPs for social good look like, and how they maximize impact.Read on to learn more about the 6 strategies that enable public-private partnerships for social good to achieve greater impact, how they can prepare for sustainability, and how they can navigate risks.
Looking back at what we were able to achieve together as a global network, as a community of changemakers and thought leaders in philanthropy in 2019, seems like a world away. Although nothing could have prepared us for what would unfold in 2020, retrospectively, it feels like what we did in 2019 and the strategic directions we decided to pursue were the right ones. They've put us in a position to play an even more important role in a new global landscape where international coordination, advocacy, bridge-building and ecosystems strengthening for sustainable civil society resourcing has never been needed as much.
Value. Voice. Collective Impact. Philanthropy networks, their leaders, members and funders alike, are looking to build a future in which these core elements are reflected in their work. How can networks define and realize new value propositions and amplify voice in a way that is responsive to members yet also shapes the field? What role can tech and data solutions play in enhancing value? What strategies in advocacy and thought leadership can elevate the voice and visibility of the sector? How can philanthropy support networks go beyond focusing solely on organizational impact to creating more collective impact across the sector? This guide combines thoughtful concepts, frameworks and practical approaches that all philanthropy networks can use to prepare their organisations for the next decade.
This collection of impact case studies illustrates how Philanthropy Support Organizations (PSOs) have implemented successful strategies to promote an enabling environment for civil society and philanthropy to thrive. Through eight cases from different countries, WINGS is bringing to the spotlight experiences that often remain behind the scenes. The publication also features specialized articles from the International Center for Not-for-Profit Law (ICNL), Forus and CIVICUS. Despite the challenges of shrinking space or lack of conducive fiscal environment, PSOs are creative and have tremendous positive impact on the field in response to these challenges. In this sense, this report is both a source of inspiration and a call to action.
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