The Institute for Voluntary Action Research (IVAR) has been working with London Funders and the Propel partners (funders and equity infrastructure organisations) as a Learning Partner. We’ve been involved in discussions about Propel’s delivery, leading into the first wave of grant applications. Part of our role is to discuss and synthesise what we are learning together about the vision and core components of Propel to help inform how the fund and its principles are put into practice. In this time, we have identified six areas that will be important to pay attention to in the coming months, based on initial conversations with the Propel partners and incorporating wider learning from IVAR’s Open and Trusting Grant-making initiative.
1. Systemic change
The Propel programme aims to engage with the whole system around an issue –tackling root causes and not just symptoms. This is not just about improving systems, but building a shared understanding of how systems can change long-term.
When we spoke to partners about their understanding of ‘systemic change’, in general and in relation to the ambitions of Propel, the responses we got were varied. Whilst Propel has provided an initial articulation of systemic change (and how the initiative hopes to see this brought to life through the funded work), they are rightly wary of wanting to provide a definition so narrow that it deters valid applications and removes the space to learn about different approaches to systemic change.
Propel partners will need to hold their nerve and enable applicants to determine what they mean and understand by systemic change. An example of how this might translate into what Propel looks for in applications includes:
- An ambition to contribute to a scale of change that is ‘not just business as usual’
- Sees collaboration and being ‘equity led’ as the means for bringing about change
- Appreciates the complexity and uncertainty of this work.
Propel has a clear set of guiding principles which all funder partners are committed to – be bold; think and act systemically; be flexible; share power; take an equitable and non-partisan approach; think long-term; and be jointly accountable.
2. Governance
Propel has a clear set of guiding principles which all funder partners are committed to – be bold; think and act systemically; be flexible; share power; take an equitable and non-partisan approach; think long-term; and be jointly accountable. However, maintaining accountability to a set of collective principles can be challenging when, alongside this, funders are navigating their own drivers and ‘bottom lines’.
Propel partners are in the process of discussing and deciding upon a governance model that they can all agree to that would ensure the funding, relationships, and work carried out through Propel stay true to the founding principles.
3. Alignment of funding practices and behaviours
Having a governance model in place is key to fostering alignment between funders and other partners, but putting this into action, through the alignment of practices and behaviours, requires another level of commitment and compromise from funder partners. While this may be challenging, the benefits to grantees will be significant. A clear and consistent message we hear from charities on how to improve the funding experience is to get the basics right. For example, for funders to only ask for information that they really need and definitely will use.
If Propel funders can align their practices, to come up with a common approach to their processes that gets these basics right, it will go a long way to enacting the underlying principles of the fund and ensuring grantees are able to make the best use of their limited time and resources. Propel partners are in the process of identifying specific areas of practice where they can design and test common approaches to improve grantee experiences, e.g. grant reporting. Part of this work will include surfacing and addressing potential tensions between servicing organisational agendas and habits with the collective purpose and culture of Propel.
A clear and consistent message we hear from charities on how to improve the funding experience is to get the basics right. For example, for funders to only ask for information that they really need and definitely will use.
4. Language and communications
It can be easy to assume that once Propel is established, the focus, purpose and parameters of collaboration are fully understood by partners. However, with collaborations that are as complex as Propel and still in their formation stage, consistency and clarity of messaging are key.
This is not necessarily about being overly prescriptive about language and terminology, but about making the thinking and conversations about language visible to all. To this end, the collaboration has developed a style guide to ensure consistency and clarity on key messages across Propel partners. This will continue to develop as the collaboration grows.
5. Spaces and resources for learning
For any new collaboration, opportunities and spaces to reflect and adapt will be key to success.
As part of IVAR’s learning partnership work, our aim is to establish a network for peer support and learning for Propel partners and grantees where they can share and learn together at pivotal junctures throughout the programme.
6. Building on (but not being constrained by) what has come before
It’s important to recognise that Propel is not starting from scratch. The programme is a product of previous funder collaborations such as the London Community Response Fund; work on pan-London transformation; and existing systemic change work within the three programme strands.
This asset (across funders and equity partners) of previous positive experiences of collaboration, delivery and thinking will need to be drawn on appropriately to ensure Propel is learning from and building on existing insight into what works and why.
If Propel funders can align their practices, to come up with a common approach to their processes that gets these basics right, it will go a long way to enacting the underlying principles of the fund.
In the coming months, as Propel sees the first grantees joining the programme, we will see how some of the mechanisms it has put into place to address challenges start to play out in practice. However, it will also be important for Propel partners to try not to seek quick solutions to some of these ongoing tensions; instead, encourage the surfacing of tensions and sit with them in spaces that allow for healthy debate and discussion amongst Propel partners and grantees.
To state the obvious, this kind of work is not easy, but it is where the potential for achieving genuine and long-lasting positive change can lie if the temptation to default to ‘known’ behaviours and practices is resisted.
Katie Turner is Head of Research at The Institute for Voluntary Action Research (IVAR). IVAR works with charities, foundations and public agencies to strengthen communities across the UK through action research: https://www.ivar.org.uk/
