Do More Than Give: The six practices of donors who change the world

By: 

Dr Beth Breeze

publications editor

Do More Than Give

Leslie R. Crutchfield, John V. Kania and Mark R. Kramer
San Francisco: Jossey-Bass, 2011. 2250pp. Hardback ISBN 978-0-470-89144-5 £19.99 www.josseybass.com

 In the UK, where encouraging people to give remains an uphill struggle, the idea of getting people to do more than give seems like something we should worry about once we’ve finished climbing the current mountain. Yet here at Philanthropy UK we know there are plenty of donors on our shores who aspire to be better philanthropists, and who want to learn about the tools and approaches that can help them to achieve more through their giving.

This book describes and illustrates one such approach: ‘catalytic philanthropy’ which, according to the grandstanding in the subtitle, can help donors to ‘change the world’. More modest language within, describes the aim of the book : “to highlight effective problem-solving philanthropy and to provide a roadmap for all donors who aspire to maximize the impact of their charitable resources”.

The idea of catalytic philanthropy involves two premises: firstly that donors have something valuable to contribute beyond their money (“clout, connections, business know-how, and political savvy”), and that contemporary donors must take into account the complexities and interdependencies that exist in the world today. The authors assert that, “more donors must move from traditional giving practices to embrace catalytic philanthropy”. But the central tenet advanced by Crutchfield, Kania and Kramer – that donors need to do more than write cheques if they want to achieve meaningful change in a complex world – is not substantively different to those advocating strategic philanthropy, high engagement philanthropy and so on.

All the current crop of ‘how to do philanthropy’ books argue that there are more and less effective ways of being generous, and that those following the blueprint set out in any given book can consider themselves the ‘best’ type of philanthropist. The judgmental nature of these books is illustrated by the use of pejorative words for anyone who doesn’t follow their plan. For example, in this book the ‘passive grantmaker’ is unflatteringly compared to the ‘proactive problem solver’, whilst ‘traditional’ foundations that do not practice catalytic philanthropy are said to simply “sprinkle their gifts” and be seeking “public relations cover”. Meanwhile, ‘small donors’ who convert to being catalytic are assured they will achieve “more impact than some billionaires who rank above them in sheer giving”.

Whilst it may well be true that taking a catalytic/strategic/highly engaged approach can help donors to “punch above their weight”, it would be a shame if the donor who wanted, or was able, only to give money, felt their contribution was in any way devalued. Charities need money, they have salaries and bills to pay, and no fundraiser I have ever met would be anything other than entirely grateful for a donation made without anything extra offered!

 However, this book has an essentially positive message, that “donors can make lasting and systemic change in today’s complex social sector ecosystem, and they are most successful when they do more than give”. The authors provide clear advice on how to become a catalytic donor, with lists of practical suggestions aimed at both new and experienced donors.

Guidance on how to choose one cause that will become the focus of both donations and non-financial activity is the topic of an early chapter. Focusing philanthropic activity on the one area where the donor believes they can do the greatest good is difficult, given the avalanche of requests that most wealthy people receive on a regular basis. It is acknowledged that most donors will also want to set aside money to respond to requests from the communities they belong to, and to honor the commitments that arise from personal and professional relationships. However, the authors urge that the vast majority of cash, time and effort ought to go to an important issue “that matters deeply” to the donor because only those with a ‘total commitment’ can be truly catalytic.

The rest of the book is concerned with the six ‘essential’ practices. Firstly, donors must be willing to advocate for change (as well as funding frontline services) by lobbying, raising awareness and educating the public. Secondly, they should harness the power of business as an engine of change. Thirdly, non-profit peer networks should be supported, according to the old adage that ‘anything can be accomplished if you don’t care who gets the credit’. Fourthly, philanthropists should view recipients as participants in the problem-solving process. Fifthly, donors should become influential leaders by seeking opportunities to encourage other key players in the private and public sectors to advance their cause. Finally, evaluation and learning should be used to revise future strategy rather than simply to assess past progress.

A whole chapter is devoted to explaining and illustrating each of these six practices, with examples drawn from across the globe. For example, practice two: ‘blending profit with purpose’ draws on the innovative experiences of the UK based Shell Foundation, which has contributed to economic growth and job creation in sub-Saharan Africa by providing support to small and medium enterprises based in that part of the world.

 The book concludes by reiterating that social change requires the engagement and alignment of many players, that the answers to social problems lie with the people concerned, and that solving social problems takes far longer than the usual one to three year funding cycles.

Philanthropists willing to be generous, patient and committed for the long-term would be well advised to consider the ideas set out in this book, but with no hard evidence that catalytic philanthropy is ‘better’ than other approaches; it is probably wisest to consider it alongside those offering similar recipes for success.