4
Chief Executive’s Report 2013 saw the departure of Esmée Fairbairn’s Chief Executive, the inestimable Dawn Austwick. Her closing words in last year’s annual report clearly articulated concerns shared across the charitable sector: ‘greater demand, pressure on funds and a new landscape to navigate’. One year on, this analysis continues to resonate and frame the discussions on the role that Esmée Fairbairn and other independent funders can and should play in the future. 2014 sees the end of our current strategic plan. In June 2013, we commissioned a study on the impact of this new landscape and the resulting implications for the Foundation as we design our future strategy from 2015. The study showed that although only 25% of cuts planned to statutory services have been made, they are disproportionately affecting certain geographical areas, marginalised communities and specific sector
The Camden Future First Network
activities. And, while the media concentrates on the effects the cuts have had on the social fabric of our nation, we know from our broader portfolio of grants, that the arts and environment sectors face a similarly austere future. The trying economic climate has also made the investment context for our endowment difficult and volatile. We, like many other foundations, are tackling these realities to make sure that we can be here for the now as Manasamitra
well as ensuring that we will be here for the future. We are now signatories to the United Nations Principles for Responsible Investment and will be working with our advisers and fund managers on how best to implement them across our investment portfolio. Since the financial crisis began, our grant-making and social investment have increased from £28.7 million in 2009 to £38.8 million 2013. The rate of applications in 2013 has remained steady from 2012. Many of our grants are for three years or longer, and our funding is focused on core costs, with the aspiration that this will enable organisations to thrive and succeed in the long term despite the prevailing challenges. Organisations that typify our approach are ClientEarth, pivotal in beginning to re-shape the EU’s new Common Fisheries Policy; National Literacy Trust, delivering a co-ordinated, locally-led approach to supporting disadvantaged people’s literacy needs; and UpRising, developing youth leadership programmes to strengthen youth representation in communities.