We joined forces with Louise Armstrong to provide two, half-a-day, training sessions to funder managers at City Bridge Trust. We are honoured to be able to support the team and their innovative new funding scheme: The Anchor Programme, which provides up to 10-year core funding for second-tier or infrastructure organisations.
The focus of the sessions was to empower funding managers to assess applications for systemic change and to prepare for managing the grants over the next 7-10 years. We did so by:
1. Investigating the root causes of systemic issues to help assess funding applications in ways that can maximise the potential for transformational change
We used as an example a recent evaluation we conducted for the Paul Hamlyn Foundation, where we identified a series of cross-cutting and sector-specific issues that get in the way of social justice, equity, diversity and inclusiveness in the UK.
For each systemic root cause we discussed, funding managers were encouraged to think of examples they might see in an application that would indicate an organisation is focused on addressing a systemic root cause or issue.
Participants were encouraged to use this approach as one of their assessment criteria. There was an appetite to engage with a wider range of systemic issues on areas they fund. Funders could periodically identify and review strategic systemic root issues that could inform funding practice across the organisation.
2. We advocated for funding models that are more relational in nature, flexible and that provide non-monetary support
We walked the team through an example of how an organisation can use their core funding over 10 years to support different ways of working while maintaining the focus on addressing systemic root causes.
A key principle we tried to socialise is that when working over long periods it is less useful to try and pin down the whole operational and budget plan. Instead, regular spaces for joint reflection, learning and review are needed to ensure strategic focus and accountability.
But we also talked about the need to be more relational when providing long-term, core funding. Breaking with traditional power dynamics inherent in funding does not mean blind trust but a redefinition of the role of the funder. We argue that the role of a funder is to be a critical friend, respecting the grantee’s expertise, independence and voice, while providing strategic advice and constructive challenge as needed – moving beyond traditional monitoring and evaluation practice too.
Non-monetary support needs funders to identify where in the lifecycle an organisation is and the different types of support they need. But is also about supporting equity, diversity and inclusiveness journeys, particularly for white-led organisations. We talk in more detail about this in this blog.
3. We dealt with how it feels to work in more systemic ways
A lot of what we discussed during the sessions is the personal experience of working in new and more systemic ways. While it is exciting it can also feel overwhelming.
Therefore, a big part of our training focused on normalising these feelings and on resisting the idea that there are is a perfect practice or solution. But we also talked about feeling more comfortable having difficult conversations and being kinder to oneself during the process while supporting one another and the cohort of grantees.
Get in touch if you are interested and would like us to support you and your organisation too!
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