How to Develop a Funding Model - Seri Renkin CEO, ten20 Foundation
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How to Develop a Funding Model • Seri Renkin • CEO, ten20 Foundation • Caroline Chernov • Executive Director, ten20 Foundation • Greg Peel • CEO & Managing Director, Bendigo Bank Community Sector Banking • Jane Vadiveloo • Founding CEO, Children’s Ground
Funding Collec-ve Impact Efforts Seri Renkin • Greg Peel CEO, • CEO & Managing Director, ten20 FoundaAon • Bendigo Bank Community Secto Banking Caroline Chernov • Jane Vadiveloo ExecuAve Director, • Founding CEO, ten20 FoundaAon • Children’s Ground
Session Objec-ves 1. Increase awareness of the types of funding and roles for funders in collecAve impact efforts 2. Understand the realiAes of the “state of play” of this type of funding model and approach in Australia 3. Influence mind sets to think differently about leveraging funding resources and community assets to support collaboraAve work
ten20
Founda-on
• A
venture
philanthropy
organisaAon
dedicated
for
10
years
to
transforming
outcomes
for
vulnerable
children
and
their
families
by
funding
and
supporAng
collecAve
impact
iniAaAves
in
20
high
need
communiAes,
with
potenAal
to
work
differently.
• Recognise
need
to
build
the
naAonal
learning
system
and
evidence
base
required
to
scale
new
community
driven
models.
• 4
cri-cal
change
levers
we
mobilise
funds
and
our
own
exper-se
around:
1. Brokering
and
Strategy
2. Community
Leadership
and
Governance
3. Shared
Data
and
Measurement
4. Aggregated
Funding
Models
(including
development
of
community
based
social
finance
products.)
Achieving
Large-‐Scale
Change
through
Collec-ve
Impact
involves
funding
the
capacity
for
communi-es
to
develop
the
condi-ons
for:
1 A
broad
set
of
cross-‐sector
community
partners
who
come
Shared
Vision
&
together
in
an
accountable
way
to
implement
a
community
a
Common
Agenda
vision
and
to
communicate
it
effecAvely
so
as
to
gain
broad
base
support.
2 Groups
of
appropriate
cross-‐sector
pracAAoners
and
individuals
Collabora-ve
Ac-on
&
who
organise
around
specific
selected
outcomes
who
use
data
Con-nuous
Improvement
to
conAnually
idenAfy,
adopt
and
scale
pracAces
that
improve
that
outcome.
3 Data
and
professional
experAse
(hard
and
so\
skills)
used
to
Shared
Measurement
drive
evidence
based
decision
making,
conAnuous
&
Evidence
Based
improvement
and
adapAve
leadership.
Decision
Making
Infrastructure
and
resources
that
are
commi[ed
to
sustain
the
4 work
of
the
collaboraAon
to
improve
idenAfied
outcomes
Backbone
Coordina-on
(includes
mobilising
resources
,
running
partnership
operaAons
&
Sustainability
and
building
strategies
and
products
for
self
reliance
and
financial
sustainability).
Taking
a
Collec-ve
Impact
Approach
Offers
Funders
the
Opportun
to
Amplify
Impact,
Leverage
Funding,
and
Drive
Alignment
• Involves
mulAple
partners
working
towards
long
term,
systemic
change
• Offers
a
holis-c
approach
by
channelling
the
energy
of
various
Amplify
Impact
stakeholders
towards
solving
a
problem
• Provides
opportuniAes
to
influence
the
system
from
within
and
outside
by
coupling
advocacy
with
acAon
• Allows
more
efficient
use
of
funding,
especially
in
Ames
of
scarce
Increase
Efficiency
resources
of
Resources
• Enables
leveraging
of
public
and
private
sources
of
funding
• Opens
channels
for
organizaAons
to
access
addi-onal
funding
against
an
issue
• Reduces
duplica-on
of
services
Drive
Alignment
• Increases
coordinaAon
• Embeds
the
drive
for
sustained
social
change
within
the
community
ShiVing
from
Isolated
Impact
to
Collec-ve
Impact
Requires
a
Different
Approach
on
the
Part
of
Funders
The
current
approach
of
many
funders
is
In
a
collec-ve
impact
context,
funders
shiV
their
less
conducive
to
solving
complex
mindset
to
an
“adap-ve”
approach
more
aligned
problems:
with
complex
issues:
• Funders
develop
internal
foundaAon
• Funders
co-‐create
strategy
with
other
key
strategy
stakeholders
• Funders
pick
and
fund
individual
• Funders
fund
a
long-‐term
process
of
change
grantees,
who
work
separately
and
around
a
specific
problem
in
acAve
collaboraAon
compete
to
produce
results
with
many
organisaAons
within
a
larger
system
• Funders
pre-‐determine
approaches
to
• Funders
must
be
flexible
and
adapAve
to
get
to
get
to
the
desired
outcome
the
intended
outcome
with
stakeholders
• Funders
build
capacity
of
individual
• Funders
build
the
capacity
of
mulAple
organisaAons
organisaAons
to
work
together
• Funders
evaluate
individual
grants
and
• Funders
evaluate
progress
towards
a
social
goal
determine
a[ribuAon
and
degree
of
contribuAon
to
its
soluAon
• Funders
are
held
accountable
to
internal
• Funders
are
held
jointly
accountable
for
stakeholders
(e.g.
Board)
achievement
of
goals
developed
as
part
of
effort
• Funders
work
independently
and
don’t
• Funders
acAvely
coordinate
their
acAon
and
always
coordinate
their
acAons
with
share
lessons
learned
other
funders
ShiVing
from
Isolated
Impact
to
Collec-ve
Impact
Requires
a
Different
Approach
by
Communi-es
• Leverage
and
uAlise
what
resources
and
assets
you
already
have
before
you
seek
more
• Demonstrate
the
Business
Case
for
Change
(nothing
fluffy)
• Design
a
mixed
funding
model
built
on
strong
relaAonships
with
significant
investors
who
have
a
deep
concern
for
and
connecAon
with
a
parAcular
community
and/or
the
issues
faced
• Design
a
collecAve
Investment
approach
where
all
funders
support
the
shared
agenda
and
investment
is
a[ributed
to
key
milestones,
outcomes
and
impacts
-‐
not
individual
components
of
the
work
• Engage
funders
as
partners
in
the
overall
iniAaAve
with
a
variety
of
important
roles
to
play,
over
a
long
period
of
Ame.
• CommuniAes
need
to
idenAfy
and
leverage
all
potenAal
funding
sources
AND
human
resources
Funders
Can
Engage
in
Collec-ve
Impact
Efforts
in
a
Number
of
Ways
Sample
Funder
Role
Descrip-on
Examples
Catalyst
• Funder
iniAates
collecAve
impact
Fairley
FoundaAon,
strategy
as
champion,
financier,
and
convener,
potenAally
playing
Shepparton,
VIC
a
key
role
in
a[racAng
resources
throughout
the
effort
Backbone
OrganisaAon
• Funder
organises
and
Children’s
Ground,
NT
coordinates
the
acAons
of
cross-‐
sector
stakeholders
to
advance
collecAve
impact
effort
ParAcipant
• Funder
acAvely
parAcipates
in
Today
Tomorrow
collecAve
impact
effort,
and
aligns
funding
and
measurement
FoundaAon,
Benalla
to
the
effort
Funders
can
play
a
wide
range
of
roles
in
Collect
Impact
efforts,
even
within
these
categories
There
are
different
funding
and
support
needs
from
Start
up
to
Scale
$ CAPITALSOURCES
Family
Giving Circles Foundations/ Government
(Fed, State, Institutions
Philanthropic PAFs
Local) VC/Private
Foundations Corporate Corporate CSR/ Equity Firms
Foundations HNWs/ Shared Value
UHNWs Programs
Risk
$ CAPITAL TYPES
Philanthropy Impact Investing
Grant Social Impact Bonds /
Soft Debt Pay For Success
DEVELOPMENT
CYCLE
Stage Blueprint/ Validate/ Prepare/ Scale /
of Deal Exploring Emerging Initiating Sustaining
Type of
Non Profit Venture Social Enterprise Collaboration
Deal
Type of Social Social and Economic Economic
ReturnFunder
Ac-vi-es
Can
Take
a
Number
of
Diverse
Forms
Over
the
Course
of
a
Collec-ve
Impact
Effort
• IllustraKey
Success
Factors
for
Effec-ve
Funder
Engagement
Include
Ins-tu-onal
Adaptability,
Culture
ShiVs,
and
Long-‐Term
Orienta-on
• Flexibility
to
work
outside
of
tradiAonal
grant
cycles
and
established
internal
processes
InsAtuAonal
• Ability
to
be
nimble
in
pursuing
opportuniAes
as
they
arise,
without
being
prescripAve
Adaptability
about
the
outcome
• Willingness
to
learn
new
skills
sets
required
–
including
partnering,
facilitaAon,
communicaAon,
community
engagement,
and
convening
• Comfort
with
uncertainty
and
adaptability
required
to
engage
with
community
and
stakeholders
Culture
Shi\
• Awareness
of
shi\
in
power
dynamic
among
funders,
grantees,
and
other
stakeholders
• Openness
to
funding
infrastructure,
which
is
o\en
seen
as
less
a[racAve
than
funding
direct
services
or
intervenAons
• Commitment
to
achieving
progress
on
a
specific
issue,
regardless
of
a[ribuAon
vs.
contribuAon
Long-‐term
• Understanding
of
Amespan
required
for
systemic
change,
making
a
long-‐term
OrientaAon
commitment
• Comfort
with
measuring
progress
using
interim
milestones
and
process
measures
Children’s Ground
Funding
Model
Gundjeihmi
Aboriginal
CorporaAon
(GAC)
are
a
core
funder
of
Children’s
Ground
in
Kakadu/
West
Arnhem.
This
is
a
unique
model
where
community
members
lead
the
program
for
local
change
in
educaAon,
wellbeing
and
economic
reform
whilst
also
supporAng
cultural
integrity.
Key
Funding
Areas
Core
Governance
Early
Young
Early
Childhood
and
Infrastructure
childhood
People
Adulthood
to
develop
Children's
Ground
at
Scale
• Early
childhood
through
to
adult:
educaAon
&
Quality
learning
and
development
development
• physical,
emoAonal,
social,
cogniAve,
creaAve,
Family
&
academic,
cultural
Community
• Maternal
&
family
health
Learning
Health,
Mental
Health
and
Wellbeing
• Suicide
&
violence
PrevenAon,
Grief
&
trauma
• NutriAon
Centres
• Alcohol,
gambling,
and
other
drug
prevenAon
• A\er
school/holiday
programs
• Music,
CreaAve
Arts
&
Sport
Sport,
RecreaAon
and
CreaAve
Arts
• Homework
&
RecreaAon
In
Home
• IT
and
MulAmedia
• Safe
community
Place
Family
&
Community
Centres
• Adult
&
intergeneraAonal
educaAon
• Referral
In
community
• Enterprise
Development
• Local
employment
Local
Economic
Development
• Local
Business
&
organisaAons
engaged
in
learning
and
skills
• Local
Community
Research
Research
and
EvaluaAon
• Longitudinal
Study
Bendigo Bank
Bendigo
Bank/CSB
–
leading
the
way
in
collecAve
impact
investment
• Community
Sector
Bank
Community
Bank
Strategy
• Sector
driven
collecAve
impact
• Community
driven
collecAve
impact
model
model
• Shared
value
• Common
agenda
• Help
communiAes
address
social
• Shared
success
with
community
issues
at
same
Ame
as
economic
and
end
users
value
• CollecAve
investment
model
with
• Create
sustainable
local
jobs
-‐
1400
non
for
profit
sector
• Rebuild
social
capital
with
around
$60
million
in
community
grants
in
13
years
• Part
of
bank’s
core
business
to
fund
community
capacity
to
create
condiAons
for
scalable
social
change
Shared
Value
–
Community
Banking
for
21St
Century
• Common
understanding
of
the
social/economic
issues
facing
1.
Common
Agenda
communiAes
from
loss
of
core
banking
services
• Shared
vision
between
Bendigo
and
its
communiAes
• Focus
on
performance
and
sustainability
of
community
banks
Shared
• Shared
accountability
and
responsibility
for
delivery
of
banking
2.
Measurement
services
to
communiAes
Mutually
Reinforcing
• Coordina-on
through
joint
plan
of
acAon
to
deliver
core
financial
3.
AcAviAes
services
to
regional
and
rural
communiAes
ConAnuous
• Consistent
and
open
communica-on
to
meet
community
needs
and
4.
community
of
pracAce
to
share
learnings
CommunicaAon
• Focus
on
building
trust
with
community
partners
5.
CoordinaAon
• Bendigo
provided
set
of
funcAons
and
resources
(financial
license,
Support
(The
Glue)
tools,
capabiliAes)
as
a
backbone
organisa-on
to
support
community
banks
Community
Sector
Banking
-‐
Out
of
the
Box
Blended
Capital
SoluAons
Demand
for
Social
Finance
Example
of
blended
structures:
Increasing
PotenAal
to
harness
and
leverage
• Shared
equity
capacity
of
non
for
profit
sector
for
social
impact
• Home
purchase
plans
• Social
enterprise
planning
1. How could you or your organisaAon think differently about leveraging funding resources and community assets to support collaboraAve work? Learning 2. What challenges do you anAcipate? 3. What addiAonal support/skills do you need?
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