Creating the right structure to facilitate positive change.

Australian not-for-profit organisations (NFPs) need to better collaborate with strategic partners, the corporate sector and government to tap into the full potential of philanthropy in fostering social change, according to a new report released by The Trust Company.

Produced in partnership with the Melbourne Business School, Engaged Philanthropy in practice at The Trust Company – Building Momentum explores the impact produced by NFP grantees since the Trust Company launched its Engaged Philanthropy grant model in 2011.

The Trust Company distributes $3.5 million from its portfolio of 17 discretionary charitable trusts to select Australian charities in the areas of socially inclusive education, positive ageing, living with disability, and social sector enterprise, capacity building and innovation. Charities involved in the program include The National Stroke Foundation and The Florey Institute of Neuroscience and Mental Health.

The Trust Company’s Head of Philanthropy & Community, Simon Lewis, said the focus for the program is building a framework through the Theory of Change approach, which enhances the strategic impact of grants made by benefactors through The Trust Company as trustee.

“Unlike the traditional philanthropy model, the pool of resources available to strategic partners in this program is not limited to monetary grants – it invests in the capacity, skills development and strategic rigour within the organisation.

“It’s about creating the right structure to facilitate positive change and create accountability in the system,” he said.

Melbourne Business School’s Asia Pacific Social Impact Leadership Centre’s Trust Company Fellow, Liz Gillies, believes the Engaged Philanthropy platform sits on the strategic end of the gift giving spectrum and goes a step further by providing multi-year grants and support.

“Accountability of social impact has never been more important. This report highlights the fact philanthropy is an important catalyst, and it’s critical that NFPs collaborate with all sectors in bringing about positive, sustainable social outcomes,” she said.

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Survey results an important tool for super funds looking to boost member engagement.

Results from the 2013 Net Promoter Score Survey, developed as a joint initiative of the Fund Executives Association (FEAL), Customer Service Benchmarking Australia (CSBA) and Melbourne Business School (MBS) were yesterday described as an important tool for super funds looking to boost member engagement and more closely align fund management with member participation needs.

The Net Promoter Score Survey (the Survey), now entering its sixth year, is designed to benchmark customer satisfaction by assigning each participant a net promoter score (NPS). The NPS is a metric derived from survey responses to the question “how likely are you to recommend” and is a widely used measure of customer loyalty around the world.

Pat Heaslip, Research Director of CSBA, said that this year over 30 superannuation funds from around Australia were involved in the Survey.

“We interviewed 200 super fund members from within each of the funds,” she explained, “which equates to over 6000 interviews. This gave us a real insight into what drives customer satisfaction. In addition, we interviewed 50 employers from 11 funds to assess their satisfaction in dealing with superannuation funds. ”

Joanna Davison, acting CEO of FEAL, explained that in Australia, a positive NPS is seen as a great result for any industry.

“On that basis the results for the super funds involved in the survey were excellent”, she said “in that the overall NPS remained positive among members.”

For those super funds which participated in the Survey, results were then analysed at a workshop held at Melbourne Business School and facilitated by a specialist in the field, Associate Professor Don O’Sullivan.

Ms. Heaslip said that participants were united in their praise of the benefits they received from participation in the Survey and subsequent workshop.

“A number described the program as well-rounded and thorough,” she said, “and others said that the insights it offered around member engagement and satisfaction were extremely valuable and applicable to future strategy and planning initiatives.”

Ms Davison concluded by saying that for super funds looking to measure and improve member satisfaction and retention, the Survey is a great, cost-effective initiative.

“It has become the recognised industry benchmark,” she explained “and as a result, a number of Boards and CEOs now require a benchmarked NPS in their regular reporting.”

FEAL and CSBA are both committed to this Survey and its long term success as the industry’s benchmark. We would encourage all super funds to participate next year.”

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