Philanthropy leadership has a pivotal part to play in ensuring that giving practices bring about sustainable equity, justice and opportunity. In its 2023 Annual Review of South African Philanthropy, the Independent Philanthropy Association South Africa (IPASA) takes an introspective look at leadership in this space. The review draws on case studies, insights and practical guidance from respected leaders to foster a deeper understanding of the subject and examines how philanthropy can create better social value.
Highlights from IPASA’s 2023 review include a deeper look at the need for collaboration and how innovation can further philanthropic efforts. It also includes insights from industry leaders encouraging self-reflection to improve philanthropy’s contribution to society.
Collaborative philanthropy fosters greater impact
Philanthropic organisations are increasingly recognising the value of collaborative projects and investment and acknowledging that no single entity can achieve sustainable impact alone. Collaboration offers the opportunity to pool resources, share expertise, and access diverse funding pipelines through networked approaches.
African philanthropy is following in the footsteps of global-scale collaboratives such as the END Fund, Co-Impact, and The Audacious Project, which leverage their combined resources and ambition to drive systemic change. Similar African-led initiatives, such as the African Visionary Fund, are expected to surge in the next five years, addressing funding imbalances and empowering local organisations.
“Philanthropic organisations are increasingly recognising the value of collaborative projects and investment and acknowledging that no single entity can achieve sustainable impact alone.”
In South Africa, collaborative models have enabled expertise and fund sharing between foundations and philanthropic organisations for more than ten years. Collaborations such as the globally unique Solidarity Fund, which pooled $265million in funding from over 350 000 individuals and organisations, demonstrates the potential of multi-sector cooperation. Such endeavours have the power to drive large-scale, meaningful change.
Harness innovation to enhance philanthropic efforts
Innovative thinking and technology can make valuable contributions to philanthropic projects.
System orchestrators – organisations that can help philanthropic organisations to identify, navigate and influence complex systems – are of increasing value to philanthropic efforts and investment. They can understand stakeholder, institution and sector interconnections and align these to create meaningful societal change. The IPASA review includes an article, Innovative leadership in philanthropy, that urges philanthropic organisations to support projects that disrupt conventional thinking and work towards evolved systems that support social transformation.
This way of thinking is especially useful in the face of rapid technological advancements. The article Visionary Philanthropy examines the role that philanthropy can play in leading and supporting a digital future that prioritises humanity and the planet. It paints a picture in which community-led technology and artificial intelligence (AI) tools deliver scalable solutions to global challenges, and in which human values shape technological and social innovation.
“Investing in leadership and management skills would also contribute to a much-needed culture of innovation and commitment to continuous learning.”
To achieve this, philanthropic efforts would need to restore community trust through active engagement and partnership. They must also close the digital divide to ensure universal participation in technology creation and foster a global network of changemakers to drive technological and social progress.
Perspectives on philanthropy leadership
The IPASA publication includes a series of articles that examine some of the major considerations for leaders in philanthropy.
- Philanthropic capital needs to take real risks in a country in crisis explores the pressure philanthropy finds itself under as government services in South Africa fail to respond to social needs. Philanthropy is being compelled to explore innovative funding methods and leverage partnerships to access additional financial, organisational, and human resources. This also means that it has an opportunity to reevaluate its role and relationship with risk.
- Journeying towards trust-based philanthropy examines the trust-based philanthropy movement. The article suggests that the movement offers a framework for funders to cultivate healing, justice and equity.
- Drawing on the example of the health sector, Robust and resilient health systems require effective public leadership and management highlights how leadership skills are overlooked in philanthropy. The article calls for increased investment in these skills to deliver better programme planning, implementation, monitoring and evaluation. Investing in leadership and management skills would also contribute to a much-needed culture of innovation and commitment to continuous learning.
- A healthy democracy forms the foundation on which other developmental interventions can thrive. The article Philanthropy’s leadership role in building democratic justice, governance and transparency calls for philanthropy to play an active role in strengthening democracy to achieve long-term systemic change.
- The global climate crisis may be the defining moral issue of the 21st century. Equity in crisis – Unravelling the intersections of social justice and climate change considers the role philanthropic organisations can play in addressing climate change and promoting social justice.
- The impacts of climate change place many funders’ missions at risk. Unlocking the potential of philanthropy to catalyse change and support the transition to sustainable societies calls on philanthropy to invest in climate change action as a priority.
The IPASA review includes the latest research on philanthropy in South Africa. Additional articles offer a wealth of strategic and practical guidance to philanthropy leaders, organisational leadership and developing leaders.
