Strategy and Governance

Strategy and Governance is one of the six Stronger Foundations working groups. Its principal purpose is to examine, discuss and debate challenging questions about foundation practice related to its theme. On this page you can find snapshots of each meeting to date, including content, reading materials and outputs. The group's work will contribute significantly to the raw material gathered through the initiative as a whole, from which ACF will create a variety of products, including a 'rapporteur's report' summarising the breadth of discussions and evidence gathered.
 
The group is comprised of senior foundation representatives drawn from across ACF's membership, who will meet 7 times over an 18 month period. The meetings, which will vary in format depending on the topic and desired content, will include presentation of evidence (by experts from within and beyond the foundation sector), small group discussions, whole group exercises and visits. The group's full terms of reference can be found here.
 
The members of the group are: Jerry Wright, Wates Family Charities (group chair); Sheila Jane Malley, trustee of Co-op Foundation and Rosa (and ACF trustee); Steph Taylor, Charities Aid Foundation; Ellie Stout, Rothschild Foundation; Tina Gwynne-Evans, Bupa UK Foundation; Sara van der Pas, Wellcome Trust; Jo Wells, Blagrave Trust; Emily Harrison, Asda Foundation; John McCrohan, Masonic Charitable Foundation; Cherry Bushell, Wakefield and Tetley Trust; Quentin Elston, Mr.Willats' Charity; Lucy Bushill-Matthews, National Zakat Foundation; Pierre M Espinasse, The Kennedy Trust for Rheumatology Research; Debbie Lye, Spirit of 2012 Trust; Katie Le Quesne, chair of Lloyds Bank Foundation for the Channel Islands
 
 
 

Meeting Snapshots

Meeting #1 (December 2018) - Introduction meeting
 
The group held its first meeting, exploring the many ways that strategy and governance can be interpreted in a foundation context. Charity governance has been an issue in the spotlight in recent years. Many foundations are increasing their efforts to strengthen the resilience of the boards of charities they fund, and considering how their own governance structures can deliver best practice and demonstrate their missions. 
 
The foundation sector is comprised of members with a huge variety of governance structures. These include boards mostly or entirely comprised of members of the founder's family, staff from the private corporation that resources the foundation, and others with significant representation from the communities they serve. 
 
When thinking about governance, the group highlighted the importance of regulatory compliance, having a blend of key skills and diversity, the relationship to the staff team, the role of power, investment decisions, and the setting of strategy. The group considered how strategy can be both informed by the governance of the foundation, and determine how the board is recruited, comprised and operated. Its strategy can be a way to communicate the foundation's mission and set out its goals, as well as provide a mechanism for the foundation to be held to account. It can enable a foundation to be proactive, as well as be better prepared for responsive action.
 
Following this meeting, ACF will work with the group's chair, Jerry Wright (Director of the Wates Family Charities), to develop a work programme for the group, and engage with potential external contributors, including grantees, academic and practitioner experts and critical friends. 
 
Meeting #2 (February 2019) - Stick or twist?
 
The group’s second session looked at the merits and limitations of long-term strategies. For how long should a foundation pursue a long-term strategy? How can it identify that it might be the right time to stop or change course? How can it remain agile and open to unexpected opportunities?
 
Brad K Smith, President of the US-based Foundation Center, joined via video link to share his observations of how foundation strategies have played out in the USA. Brad recently wrote a provocative piece about how conservative foundations have had a significant impact in the USA by providing long-term unrestricted funding for organisations that share their beliefs; their efforts culminated in the appointment of Brett Kavanaugh as a Supreme Court Judge, whose influence could shape US foundations for decades to come. Brad also posited that collaboration is hindered by foundations sticking to their strategies, which can often be rigid and inward-looking.
 

Sparked by Brad’s input, the group had a lively discussion about the impact of the individual leaders, the importance of legacy, and the nuances of framing issues taking ideology into consideration. These factors, and others, can influence whether foundations focus more on the long-term or the short-term, or whether they can navigate a strategy that encompasses both consistency and flexibility.
 
The group identified a number of advantages for foundations and those they fund to taking a long-term strategy, such as it allows for expertise, mistakes, and collaboration. But there were also limitations, including the need (both regulatory and reputational) to demonstrate impact, the churn of staff and trustees, and the risks of it going wrong.
 
Ultimately, the group noted that one of the foundation model’s greatest assets is its ability to both stick and twist – to take the long view, supersede political and economic turbulence, invest in riskier long-shots and to be live to emergent opportunities, flexible in delivery, responsive to critique and ready to change.
 
 

Further reading

Below you will find a suggested reading list, which the working group identified and considered as part of its deliberations. If you would like to send suggestions to us, please do by emailing Max@acf.org.uk

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