In these strange times, I have been watching the way funders and philanthropists are responding to the coronavirus pandemic. It is one way to keep some focus on more positive activities amongst the gloom. So, below I have gathered some of what I have seen along with some of the questions this raises as we prepare for the coming months.
UK funders respond collectively and individually
142 funders (to date) have signed up to the funders pledge co-ordinated by London funders. The pledge commits them to:
· Maintaining grant payments if charities have difficulties achieving the outputs or outcomes agreed.
· Being flexible about reporting deadlines.
· Allowing charities to redirect funding such as to help cover sickness, purchase equipment, or deliver services differently, and
· Listening to charities if they want to talk.
Many have issued their separate messages such as The Blagrave Trust: “We’ve written to all our partners to reassure them that we will do what we can to support them at this time. This includes understanding they may need to vary their activities and use our funding in a different way. Our funding is flexible to allow for this. We’re also very willing to flex our timescales around reporting.” And the Clothworkers’ Foundation: “As a capital funder, we wish to be as flexible and supportive as possible during this period. We also understand that your capital project may now face delays, and/or you may not be able to submit reports on time.”
It is great to hear that many funders are contacting their grant holders directly but, where that has not happened, charities should not worry about getting in touch directly and explaining their situation and any specific needs.
Responses are numerous and varied
There are other philanthropic acts happening that address some of the big-picture issues as well as some of the specific daily needs –
· covering the costs of online meeting software e.g. Edward W. Hazen Foundation
· setting up emergency funds e.g. Community Foundation Northern Ireland
· offering advice e.g. Charity Finance Group on insurance, cashflow etc. And there are good resources gathered by Chronicle of Philanthropy such as tips on deciding when to cancel fundraising events and leading teams in stressful times.
· providing direct assistance e.g. the Jack Ma Foundation and Alibaba Foundation donating medical masks, test kits and protective suits to 54 African nations
· collaborating to find and fund treatment e.g. Bill and Melinda Gates Foundation, Wellcome Trust and Mastercard Impact Fund have committed $125million to identifying and rolling out accessible treatments.
There will be many more initiatives to come – just today I have seen Jameson’s donating to the Bartender Emergency Assistance Program.
Think before rushing to give, and reflect on what we can learn
For those new to philanthropy and wondering how best to help, the usual message of “listen to what is needed before you give” applies. So, the Trussell Trust have put out a message asking for money rather than food donations so they can buy what is most needed. Most charities will appreciate unrestricted donations to direct to whatever their priority is right now.
And in the long-term, for those planning their philanthropy who may have been a bit stuck for a focus, this is a great opportunity to understand what you value most. As older people and the vulnerable self-isolate, perhaps you are struck by the importance of social connection? Does getting angry about fake news remind you of the need for independent journalism? The encouraging increase in volunteering and neighbourliness could lead you to wanting to back community hubs such as pubs, libraries and village shops and organisations who support volunteers. Use this time to plan your strategy and then start giving.
Hope for the future
I always look for the silver lining in a crisis, and in this case there is an opportunity to challenge some persistent and unhelpful myths about the voluntary sector – such as overpaid CEOs and ‘wasting’ money on overheads. My hope is that every donor will come through this period understanding why charities need strong leadership, unrestricted reserves and core funding.