Philanthropy can take ‘leading role’, adopt more innovative approaches during turbulent times
Panellists say there is a need for greater understanding of local communities when it comes to philanthropy, as well as more effective communication
[HONG KONG] As the world deals with more conflicts and heightened geopolitical tensions, philanthropy can take a “leading” role in bridging gaps and adopt more innovative approaches, panellists said at a plenary session on Thursday (Sep 11) at the AVPN Global Conference 2025 in Rosewood Hong Kong.
One panellist, Balthasar Staehelin, personal envoy of the president to China and head of regional delegation for East Asia at the International Committee of the Red Cross, referenced ongoing conflicts in places such as Sudan and Yemen, where local communities want “livelihood, social impact, reliable health and education”.
“We need philanthropy to step in with us in these difficult places, because states have a dwindling capacity to respond to it… In this field, there are so many possibilities to do infrastructure projects and help support these populations with perhaps a blend between returning actors working in these situations, and financing coming from private and philanthropic actors in order to really make an impact,” he noted.
The other panellists were Larry Kramer, president and vice-chancellor of London School of Economics, and Shivani Garg Patel, chief strategy officer of Skoll Foundation. The panel was moderated by Allison Carlson, executive vice-president of news magazine Foreign Policy.
People-centred approach
With continued challenges such as climate change and the Trump administration cutting US foreign aid, the panellists noted the need for greater understanding of local communities when it comes to philanthropy, as well as more effective communication.
For example, Staehelin highlighted a people-centred approach – focusing on empowering affected communities. Engagement at the community level is vital for programme design.
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Kramer added: “The idea of just doing little projects or disconnected projects that seem good has been replaced among philanthropists by really thoughtful efforts to be strategic.
“(Achieving the collaborative effect) requires everybody to be open to being more flexible in terms of how they want to proceed, what their processes are, and the extent to which they are willing to create joint processes and ways of blending different work.”
As more actors emerge in the philanthropic journey – such as private banks – and efforts become more long term, parties need to “become more plural-linguistic across sectors” to be aligned, Staehelin explained.
In an Asian context, funders are prioritising the real-world impact they aim to achieve before allocating capital, observed Patsian Low, chief of markets and deputy chief executive, AVPN, a network of social investors.
“This shift is leading to a longer-term view and more vested commitments, a more deliberate search for strategic partners, and a greater willingness to embrace innovation anchored in clear, measurable outcomes,” she told The Business Times in an interview.
New solutions
Skoll Foundation’s Patel said that there is also a greater need to “re-imagine new models” that will lead in the philanthropic sector. She added: “Social entrepreneurs are critical actors in trying to innovate and disrupt and come up with new solutions. Similarly, on the funding side, we need to re-imagine how we support this kind of innovation and adapt.”
Patel cited Skoll Foundation’s launch of its US$25 million pivot fund in April this year as an example. It offers fast and unrestricted funding, providing relief and flexibility to fill immediate short-term gaps. “Over 80 per cent of those who asked for support from the pivot fund are looking at new funding sources – not only from philanthropic sources, but also the private sector and local government,” she noted.
Meanwhile, in China, enterprises have taken on more responsibilities to give back to the community.
In an interview with BT, Kong Dongmei, founder and chairperson of Dongrun Foundation, said: “Many companies no longer regard social responsibility as an additional task; instead, they have embedded it into corporate strategy and daily operations, forming more systematic and sustainable responsibility practices.
“Beyond donating to support philanthropy, companies now focus on leveraging their own business expertise and resource advantages to carry out targeted initiatives in areas such as education support, environmental protection, rural revitalisation and emergency relief.”
As a result, philanthropic efforts have become more strategic and sustainable.
AVPN’s Low added: “We are also seeing a rising interest from businesses to join networks, connect to other social investors, like corporate and private philanthropy, for investment-related solutions and blended finance.”
Role of technology
Patel said that artificial intelligence and technology can be used to develop consolidated online portals to operate as “connected knowledge spaces” that enable sharing.
There is a multiplier effect, as sharing and greater communication enables more parties to get involved.
“Many companies and foundations not only initiate their own projects but also empower more small and medium-sized philanthropic organisations through open platforms, helping them improve digital capabilities and share resource networks,” Kong added.
She foresees more strategic collaboration to drive philanthropic efforts – not only among different parties but also across borders.
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