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We’re making good progress — but what should come next?

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In March 2024, at the Beacon Philanthropy and Impact Forum, Cath Dovey gave a summary of the key learnings from Beacon’s five-year programme.

Cath Dovey stands at a lectern in front of screen showing a graph about growing philanthropy

I am often asked two questions. One: why do I focus my time on philanthropy? And two: what will it take to grow giving?

The answer to ‘Why philanthropy?’ is simple.

Philanthropy drives social innovation, environmental innovation and sustainable innovation. But its purest intention is to find ways of making the world a better place by supporting those who can drive change.

On the second question, ‘What will it take to grow giving?, I have spent six years looking for answers. And it boils down to one idea, if we want to grow giving, then we need proper systems in place to engage, enable and encourage those with financial resources to give and give well.

We are all part of that system and we can all improve it.

The Beacon Collaborative was set up to begin that process of change.

Our hypothesis was a simple one: that philanthropy would grow if we had a better system supporting it. And that if donors are properly engaged and enabled in their giving journeys then we would see philanthropy increase over time. 

Our 25 activities were intentionally catalytic – delivered with the organisations already active in the philanthropy ecosystem, and aimed at accelerating the development of philanthropy in the UK. This year, we have completed that plan. 

Philanthropy drives social innovation, environmental innovation and sustainable innovation. But its purest intention is to find ways of making the world a better place by supporting those who can drive change.

Here are just a few examples of the remarkable progress we’ve made over the last five years.

A few years ago conversations in the sector identified the key activities and priorities that could transform our landscape for giving.

Appointing a Philanthropy Champion within government

Government is an essential partner in growing  philanthropy. The sector can do a lot, but it cannot influence the national conversation alone, nor can it change our culture of generosity without a strong partnership with government.

There are practical reasons for this: policy and regulatory changes are needed to smooth the path for philanthropy. Many of these changes are minor: a change in tone, a change in emphasis, a tweak here and a nudge there.

With intentional support from government to overcome the points of friction in the system, our sector can stop finding workarounds and start focusing on delivering scalable growth.

Political support will also raise philanthropy up the national agenda, and with that will come greater awareness and media interest – moving philanthropy out of the fringes (where stories are either feel-good or focus on failure) and bring it closer to the mainstream where awareness can grow.

And there are governance reasons that we need political support. If philanthropy is going to have a legitimate place in civil society, then its role and accountability need to be considered and managed at a policy level. Individual donors cannot be left to justify the legitimacy of their contributions.

In simple terms, if we want to change our culture of philanthropy, then we need support from the top.

Engage the FCA to mandate training on philanthropy and impact for wealth advisers

Decisions about giving or investing for impact are fundamentally financial in nature. Individuals who are making those decisions need to know what they can afford to give within the context of their wider commitments and liabilities. And they need support to get their money where it can do most good.

These are wealth decisions, and are set within the context of an individual or a family’s values and objectives. If wealth advisers cannot talk to their clients about their social and environmental impact goals, then they are not fully meeting the wealth needs of their clients.

The issue here is that wealth advice is a highly regulated activity – so much so that wealth management firms will not go beyond the guard-rails of what the regulations say. And so, if philanthropy is not squarely on the regulatory agenda, then it is not on the agenda of boards and management teams sitting in wealth management firms.

So we need, at the very least, a training regime that puts philanthropy and impact on the regulatory agenda. Firms need to be confident that their advisers are trained to provide this kind of advice, and that it is sanctioned by the regulators, and advisers need to feel confident to start these conversations with their clients.

The regulations are starting to move in this direction with the new Sustainability Disclosure Requirements regime.

Encourage government to support match funding and blended finance

Once advisers can engage donors in conversation on philanthropy and impact, the next question is: what are they going to do with their money? What needs to happen to get it where it is needed most?

The remaining two actions address this challenge. I’ll start with match funding and blended finance. These are mechanisms that collectivise funding to meet a clear and targeted need.

In the case of match funding, the offer of a match from government, or other funders, provides a powerful incentive to bring smaller donors together around an identified need.  If your £5,000 is matched to make £10,000 then smaller donors can start to feel they are making a difference.

If that donation can go to a pre-screened, specific charity that is part of a wider programme, then the  individual donor is not only directly engaged, they are confidently engaged in contributing to larger purpose.

There have already been a number of match funding partnerships between government, philanthropy and civil society  – I am thinking particularly of those that were run during Covid.

The next step is to bring these to the widest possible donor base and on a much more consistent basis. As a sector we have been building our collective knowledge, capacity and experience through a number of thematic match funds.

I am thinking of:

  • The Environmental Funders Network pioneering the Green Match Fund, which has raised a total of £9 million across three years.
  • The Childhood Trust has raised £8.2 million over two years through the Big Give powering 100 charities in London to fight child poverty.
  • The Women and Girls Match Fund, thanks to support from the DCMS Tampon Tax fund, achieved a total of £4.1 million which went to 162 women’s charities across the UK.
  • And, the first Arts for Impact Match Fund which goes live in March 2024 with a target of £2.5 million.

These specific match-funding programmes have raised about £20 million over the last three years and will be scaled again this year thanks to an increasing number of philanthropists and funders realising the value of these collective opportunities.

They have connected charities with new supporters, including corporate funders, trusts and foundations, major donors and the general public by providing an easy way to take positive action on specific issues.

Building on this experience, we are ready, as a sector, to run more of these programmes. Partnership with government would not only offer the opportunity to build greater scale, but also to align programmes in a more targeted way against national needs.

Building better data measures on philanthropy

Better data about all aspects of philanthropy and the charity sector will be essential for growing giving and getting that money where it is needed most.

In Beacon’s programme of activity, we focused on one aspect of the larger data conundrum. We sought to answer the question: how much philanthropy is taking place in the UK today?

I was privileged last year to work with Cathy Pharoah, from Bayes Business School and Tom McKenzie from Cologne International Business School, and a working group of experts on philanthropy, economics and data. We took the first steps into this challenge.

We built a test model using extensive survey data that suggests at least
£7.8 billion was given by high-net-worths in 2022 – a new insight into how much the UK’s wealthy are contributing to good causes

Why is this important?

Because if we are serious about growing giving, we need to know how much is given now, and by whom, and the potential for growth. Only with that information can we put the right resources behind the growth effort.

£7.8 billion is a significant contribution. Putting it into context, it is £1.2 billion more than the total income of health charities last year.

It suggests many of the rich are pulling their weight. Let’s celebrate their contribution so that we can encourage others to get started.

We are not stepping out, but we going to step back a little to make sure our future programme of work remains additive to the wider sector. What kind of organisation Beacon needs to be to sustain the progress we have made?

Beacon going forward

Beacon’s work over the last five years has brought different parts of the philanthropy sector together to get under the skin of these challenges and to try to find sector-based solutions.

We launched in 2019 with a workplan and two promises: we would catalyse change and we would be time-limited in our activity. The completion of our workplan this year means we have now completed that original mandate.

So the question we have been asking ourselves at Beacon is, what next?

From next month, we are going to reduce our external activity in order to take stock.

We are going to look at what has changed in the sector, revisit our mission and re-examine what are the critical things that need to be done to drive the next phase growth and development in philanthropy.

But we cannot do this in isolation.

So from April we will be reaching out widely to the philanthropy sector to get their views on how the sector has evolved and where it still has development and capacity gaps that could be usefully filled by Beacon.

We are not stepping out, but we going to step back a little to make sure our future programme of work remains additive to the wider sector. What kind of organisation Beacon needs to be to sustain the progress we have made?

Inevitably, while we go through this exercise it will mean less external activity.

So, as Beacon moves into our new phase, I’d like to thank all those who have supported our mission to grow philanthropy and impact so far. Our funders, our partners, our boards and councils, colleagues and the wider sector.

It has been an incredible journey over the last five years, and I can’t think of a more rewarding experience than working to shape the vision for this sector to drive the future of impact in the UK.

Thank you to everyone who has given their time and support over the last five years to help drive the change and the growth we have seen in our sector. It is testimony to your work that there are now strong foundations to build on.

Scoping the high net worth philanthropy market

Author(s)

Cathy Pharoah, Cath Dovey, Tom McKenzie, Vivek Thaker

Year

2023

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Cath Dovey CBE

Cath Dovey

Co-founder, The Beacon Collaborative

Formerly a co-founder of Scorpio Partnership, the global wealth management strategy and research firm, Cath led the firm’s high-net-worth and strategy research capabilities for two decades. In the field of philanthropy, she headed Scorpio Partnership’s global research work with major donors, family givers and family foundations. Cath chairs Rosa, the UK fund for women and girls, and is a trustee of Philanthropy Impact.

Beacon co-founder Cath Dovey awarded a CBE in New Year Honours List 2024

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We are delighted that Beacon Collaborative co-founder Cath Dovey has been awarded a CBE for services to philanthropy, women and girls, the arts and the economy, in this year’s New Years Honours List.

Here Cath writes about the motivations that have guided and shaped her career.

Cath Dovey CBE

I am honoured to have been awarded a CBE in the Kings New Year Honours List for services to philanthropy, women and girls, the arts and the economy.

Throughout my life I have been motivated by issues of equality, knowing how fortunate I was in my own early years and believing the pathway to progress comes from harnessing the talents and resources of all in service of the common good.

For more than 20 years, I co-founded and built an international strategy consultancy focused on the issues of responsible wealth management, ensuring the voices and values of individuals were heard by the financial and professional services community.

As thought leaders with a global reach, our work highlighted that stewarding wealth with purpose, not privilege, was the principal goal for those who had made or inherited fortunes that exceeded societal norms.

A special opportunity to support the common good

Moving from entrepreneurship to social entrepreneurship, since 2016 I have been working to grow philanthropy and impact-led activity among the UK’s wealthy population by ensuring donors and social investors are fully supported on their impact journeys.

As a former chair and serving trustee of Philanthropy Impact, and as co-founder of the Beacon Collaborative, much of my works focuses on building the UK’s capacity to connect individual wealth with communities, and with social and environmental need.

Philanthropy is a unique form of capital that can work alongside the public and private sector to support and enable civil society.

Community groups, arts and culture venues, charities, educational establishments, health and welfare organisations: this is civil society, the beating heart of our communities. It supports those who are unwell or overlooked and creates common ground where we can live, learn and laugh together.

With purpose and humility, those with financial means have a special opportunity to support this common good.

Pursuing equality for women and girls

I have been honoured to serve as the chair of Rosa for the last six years. The UK’s fund for women and girls works to ensure women and girls can live lives that are safe, healthy and equal.

All steps toward gender equality over the last two hundred years have been achieved by women who have fought for, won and sustained progress through collective effort.

The UK needs specialist women’s organisations, yet there remains a persistent lack of funding for women’s and girls’ rights – particularly for those from black and minoritised communities.

Rosa works to redress these imbalances by drawing in and distributing funds to women’s and girls’ organisations, and supporting them to raise their voices in pursuit of equality.

Charities show such resilience in a challenging climate

It is also my privilege to serve as a trustee of First Star UK, which seeks to improve the lives of looked-after young people by ensuring they have the academic, life skills and adult support to transition successfully to higher education and adulthood.

As a trustee of frontline charities and of those working to build the capacity to drive change, I have witnessed the extraordinary challenges faced by the charity sector in the current economic climate.

I am humbled by the skill, care and resilience of the professionals in each of these organisations. I would like to express my gratitude to them for their commitment to the individuals and communities they serve.

It is wonderful to be recognised in this way, but I feel incredibly lucky and proud to work alongside many talented professionals who are committed to social change.

Beacon releases two reports mapping the path to growth

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In a week when Beacon was involved in the launch of two reports, a pertinent comment from one of Beacon’s close friends came to mind: “Do we need all these reports being produced by the philanthropy and social investment sectors? Is this a good use of philanthropic resource? Don’t we really need more action?”

These are fair points, especially as the mission of many of the organisations producing these reports is “to increase philanthropy and social investment by….doing something”.

While one could dismiss it as a post-Covid flurry, however, I would argue there is something more significant happening here. 

R&D matters

In 2019, the public and private sectors in the UK spent £38.5 billion on research and development, or 1.7% of GDP. 

R&D is usually defined as “…creative and systematic work undertaken in order to increase the stock of knowledge – including knowledge of humankind, culture and society – and to devise new applications of available knowledge.”

Furthering humankind might be in the definition, but this is no philanthropic act. R&D drives innovation and it drives value – so much so, the government has set a target that 2.4% of total GDP should be spent on R&D by 2027. 

If the philanthropy sector were going toe-to-toe with the public and private sectors, even on current spend there would be £85 million spent per year on R&D to support the estimated £5 billion of philanthropic value annually contributed to public benefit organisations. 

Now there’s a thought. 

While the philanthropy and social investment sectors have an excellent track record on bootstrapping innovation, it is hard not to think of Henry Kissinger’s most famous plagiarism: “If you don’t know where you are going, every road will get you nowhere.”

Research identifies opportunity, it de-risks action and it enables progress to be measured.  

If there is a common goal, there must also be one agreed critical path

In the absence of deep R&D budgets, the philanthropy and social investment sectors have become adept at sharing.

Knowledge, ideas and insights have been shared and woven through a number of recent reports, in many cases intentionally, as different organisations build on earlier work. 

If each iteration drives cohesion around a common agenda, this is not duplication but an increasingly refined analysis of the critical path toward a shared goal.

If each organisation brings a different perspective and a fresh set of insights, this enriches the map and helps to chart the best route through tricky terrain. 

Without advocacy, we are nowhere

Philanthropy occupies a space that sits between the public and private spheres. It, therefore, relies on actions from both sides in order to thrive.

Philanthropy and social investment will only grow when policymakers are clear about their role in the public agenda and when regulators provide a targeted framework, thus enabling private sector players, as well as the charity, philanthropy and social investment sectors themselves, to professionalise their support for end donors and investors. 

This value chain isn’t functioning well in the UK.

In the absence of a clear narrative on the role of philanthropy and social investment from the government, and with regulators unable to provide targeted guidance for socially-driven action, private sector providers are left in the unsustainable position of trying to drive donor engagement through meaningful experiences in an incoherent marketplace.

To grow philanthropy and social investment, we need policies from the government that can enable the work of the sector.

Policymakers are more likely to champion the needs of the philanthropy and social investment sectors if they can offer refined, evidence-based, and agreed proposals. This kind of high-quality advocacy requires a shared platform of research. 

Unlocking private assets for public benefit

With this preamble, it will come as no surprise that the reports we launched last week included vital contributions from partners across the philanthropy and social investment sectors. 

Unlocking Private Assets for Impact is a summary of the work of the 12-month Individual Impact Investing Commission, which was co-led by the Beacon Collaborative and Big Society Capital.

Eleven commissioners, representing investors, impact investment firms and sector organisations, shone a forensic light on the barriers that prevent more private individuals from putting their capital to work in impact investment opportunities. 

The report puts the needs of high-net-worth investors in the context of the wider growth and development of the impact investing sector. It concludes that private capital flows are being choked at source due to a lack of effective intermediation between opportunities and investors.

This partly reflects the lack of maturity in the impact investment marketplace, and partly the lack of responsiveness among wealth advisers to support their clients to invest across the values-based spectrum. 

It makes 12 recommendations, supported by a detailed action plan, showing how different actors within the sector can contribute to change. 

During the same week, the All-Party Parliamentary Group held its second meeting in Westminster to launch Unleashing the Potential of Philanthropy and Social Investment.

The report offers a 10-point plan setting out how government can help the philanthropy and social investment sectors to be more effective.

This action plan is based on insights and recommendations from organisations across both sectors. It highlights the essential role that government needs to play in order to enable more private capital to flow toward social impact.

Outlining a common agenda, highlighting innovation and advocating for government support, these reports aim to encourage all those with the capacity to drive change to play their part in unlocking more private assets for public benefit in the UK.  

We, therefore, invite any colleagues to take forward the ideas outlined in these reports and to share with us actions they are already undertaking on these themes.

At its best, philanthropy is a shared endeavour. Growing philanthropy too will be an act of partnership, driven by a common goal and shared understanding.

Unlocking private assets for impact

Author(s)

The Beacon Collaborative, The Individual Impact Investing Commission (IIIC)

Year

2022

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Unleashing the potential of philanthropy and social investment

Author(s)

The All Party Parliamentary Group on Philanthropy and Social Investment

Year

2022

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Beacon launch trio of reports on growing giving in the UK

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New research shows British philanthropy is strengthening, but the needs created by the COVID-19 crisis highlight the potential for philanthropy to do more.

Given the overwhelming scale of the COVID-19 crisis, government cannot tackle all the extra social problems created alone. Charities are providing critical support to help communities, and vulnerable people across society, cope. Philanthropy is in a unique position to respond in a way that complements and supports the government.

Over the last few years, official statistics show that individual giving by wealthy people in the UK is increasing. Taking together HMRC data on giving by those with an income over £250,000, data on contributions to donor-advised funds and the Sunday Times Giving List suggest that among the wealthy, overall giving increased from £4.86 billion in 2017 to £5.88 billion in 2018; a 21% increase.

This growth of over £1 billion in philanthropic giving is, of course, worth celebrating. However, the global situation has changed dramatically since the research in these reports was undertaken. Estimates from the NCVO now place the loss in income for charities due to the COVID-19 pandemic at around £4 billion over the next 12 weeks.

Today The Beacon Collaborative partners release three reports focused on how to grow high-net-worth giving in the UK and improve the quality of giving. The steps that can be taken to harness more private money for public good are laid out in these reports and they are increasingly relevant for rapidly building a more effective philanthropic sector. Now, more than ever, it is clear that philanthropy and government must act as complimentary parts of the relief and rebuild effort – supporting crucial causes that needed help before the crisis, and will need more after.

These reports, delayed from their initial release due to the pandemic, provide valuable insights into the philanthropic landscape in the UK today. They demonstrate ways in which philanthropists can collaborate with all stakeholders to achieve more, which, during the current crisis, is more relevant and needed than ever. Following the guidance and advice in these reports will lead the philanthropic sector towards an impactful solution to the challenges we currently face and prepare for longer-term interventions for all causes.

The reaction of British philanthropists to this crisis has already demonstrated how philanthropy is able to act with nimbly and with flexibility to support civil society. However, if it is to help meet the significant shortfall in charitable funding then individuals cannot work in isolation.

The three reports launched today by the Beacon Collaborative and its partners are:

The Beacon Collaborative is an alliance of partners across the philanthropy sector with the collective goal to support a cultural change in giving among the wealthy in the UK, adding at least £2 billion a year more in high-net worth giving. This crisis demands a united, collaborative approach between philanthropists, government and civil society to solving our most pressing challenges. Now is the time to work to embed philanthropy at the heart of this fight.

An additional £2 billion in giving every year would be equal to the income of Cancer Research, Oxfam, the British Red Cross, Macmillan, the RNLI, the RSPCC and the NSPCC combined annually. The enormous difference that this would make to those most in need and the general welfare of the population is higher than the purely financial value. Blending quantitative research, best practice examples and systemic improvements, the Beacon Collaborative partners are seeking to provide donors with the resources they need to ensure their giving is impactful and rewarding.

Matthew Bowcock, Founder of Beacon Collaborative, said:

“We believe that philanthropists can and want to be part of the solution. We are today releasing reports which demonstrate not only that there is untapped giving in UK by wealthy individuals, but also how the philanthropy and fundraising sectors can work together to encourage donors to get the most out of this rewarding way of life.

Almost all wealthy people engage in charitable giving, but they need to be supported to do more. They want to be seen as partners to the organisations they support and fundraising organisations can find ways to engage them as peers. Networks are particularly important to make sure philanthropists are not working in isolation and have access to the knowledge and best practice they need to increase their impact. Indeed, as a society we need to understand and promote philanthropy in its true context; not as the contribution of one individual, but as an outcome of strategic partnerships and collaboration.

This has never been more crucial than at this time of national need. It’s time for philanthropists to do their bit, quickly and effectively, and these findings give guidance on how to do that in the most potent way.

Philanthropists have a role to play in relief and rebuilding from this crisis but also must consider the underlying issues and ensure that the charity sector is supported as a whole so that it is still there when we need it afterwards.

This research is a springboard for the Beacon Collaborative’s next steps to strengthen the philanthropy sector and maintain the upward trend in giving by wealthy individuals in the UK.”

The Beacon Collaborative is funded by Arts Council England, City Bridge Trust, Hazelhurst Trust, Pears Foundation and Reekimlane Foundation. These organisations share the goal to achieve resilience and sustainability for the non-profit sector in an era when private donations are becoming an increasingly important source of capital for civil society.

Sir Nicholas Serota, Chair, Arts Council England emphasised the importance of Beacon’s work:

“Philanthropy is crucial for the cultural sector – it enables work that otherwise would not be possible, and helps to strengthen bonds between organisations and the communities they serve. By investing in this research we hope to develop a better understanding of what encourages people to give and stimulate more effective fundraising across the cultural and creative sectors as well as other charitable sectors.”

The partners that work with the Beacon Collaborative include the Association of Charitable Foundations, Barclays Private Bank, Big Society Capital, Charities Aid Foundation, EY, The Institute of Fundraising, New Philanthropy Capital, Philanthropy Impact, The Philanthropy Workshop and UK Community Foundations.

Emma Turner, Director of Philanthropy Services, Barclays Private Bank spoke of the launch:

“We are delighted to partner with the Beacon Collaborative to support individuals and organisations overcome major barriers to giving. The reports launched today offer an insightful view into the world of philanthropy and we believe they will help deliver real, positive change in the sector.”

Key findings from the research

Collaborating for a Cause:

  • A network should take a long-term system-wide perspective that considers the root causes of a problem, the various actors working on the issue, and the barriers and opportunities for change.
  • A network should support and increase collective impact. It should encourage the diffusion of ideas and learning and increase its resilience and adaptive capacity by ensuring equal voices to all and participation from a variety of stakeholders.
  • To create a network, founding members should consider: o What is the network’s core purpose? How can we align members around the cause? How do we stay relevant?
  • Who are the stakeholders that are needed to achieve impact?
  • How can we understand the network’s impact and improve the activities?
  • How can members be enabled to increase the effectiveness of their giving and achieving greater impact on the cause?

Katie Boswell, NPC Associate Director (Strategy & Leadership), author of the report said:

“Cause-related networks offer unique opportunities for impactful giving. By independently bringing philanthropists together around one goal, they motivate people to give more and better, strengthening people’s capabilities and creating opportunities to give. Our research found that networks are most effective when they are inclusive, trusted, and embedded in the issue they seek to solve.”

The Giving Experience:

  • Many wealthy individuals are motivated by a sense of belonging and shared purpose. They want to be part of the effort to achieve positive change. Fundraisers need to include them as partners and peers, building relationships based on mutual respect.
  • Fundraisers need to continue to encourage entry-level giving and welcome new donors to the table, recognising that trust is a complex issue built up over time and multiple interactions.
  • Fundraisers also need to recognise that wealthy people are not a homogenous group. Donor segmentation offers a powerful tool to support fundraising organisations to meet the needs of different groups of donors in more systematic and efficient ways.
  • Fundraising organisations needs to be supported by the wider context. The negative public discourse on giving and the limited availability of wealthy advice to support major donors equally contribute to a weak environment for giving among the wealthy population.

Cath Dovey, co-founder of the Beacon Collaborative and author of the report said:

“In an era of rising demand, more fundraising organisation are recognising the importance of private donations for their organisational resilience. Private capital often has fewer constraints than other sources of funding and can be less sensitive to political and economic transitions.

This research shows that wealthy people in the UK want to engage as partners and peers to support positive social and environmental outcomes. Fundraisers have a vital role to play in supporting them on that journey.”

Giving Voice to Philanthropy:

  • The value of philanthropy is not just in the contributions of one individual but, rather, in the outcomes of strategic partnerships and collaboration.
  • A network of influencers able to communicate the impact of philanthropy on communities today and its potential for the future will increase the positive image of philanthropy.
  • Coordinated educational programmes are required for philanthropists, wealth advisers, fundraisers, and leaders of civil society organisations.
  • Peer to peer networks for philanthropists are invaluable in enabling philanthropists to learn directly from the experience of others.

Andrew Watt of Third Sector Strategy, researcher and lead author of the report said:

“Talk of philanthropists inevitably defaults to one dimension – numbers of zeros; the size of gifts, rather than what philanthropic partnerships actually achieve.

With this report, we hand the voice to the philanthropists; describing what motivates them, what they feel about what they do – most particularly, what they think remains to be achieved, the tools they need and the road map to arrive there.

Philanthropists come from across our communities and in today’s world are from backgrounds as varied as the beneficiaries they serve. Their heritage, connections and experience are as important to the success of the projects they support as the financial investment they make in them.

The recommendations we make are intended to outline the platform philanthropists and their community partners say they need for success.”

Download Collaborating for a Cause

Download Giving Experience

Download Giving Voice to Philanthropy