Policy paper

Our place to give: a plan for growing place-based philanthropy

Published 13 April 2026

Applies to England

Ministerial foreword

Philanthropy is part of the glue that binds communities together. Whether it is the donation of wealth, time, or talent, giving back creates a sense of pride and belonging. 

The UK has a strong arts, cultural, and heritage sector, a proud sporting tradition, a free media, a world-leading education system, an NHS free at the point-of-use, a beautiful and protected natural habitat, and a world-class research environment. This rich and varied landscape of sectors and expertise, combined with our robust regulatory framework, makes the UK one of the best countries in the world to conduct philanthropy.

This government is focussed on delivering a decade of national renewal. Using the principles set out in the Civil Society Covenant, and through transformative programmes like the £5.8 billion Pride in Place programme, which will empower local people to spend funding in their areas on what matters most to them, we are committed to working with communities to drive positive change. 

We cannot achieve this change alone. For too long philanthropy and government have been siloed. A partnership model that adequately recognises the potential of philanthropy to drive positive social impact across the breadth of the UK, is essential to address some of our biggest challenges.

Our vision is to build an ambitious, long-term partnership with philanthropists to deliver tangible and lasting renewal that is both felt and seen within our communities. This will represent a fundamental shift and a genuinely new approach to working together. 

The majority of high-net-worth individuals in the UK already donate to charity^{[footnote 1]} demonstrating a deep-rooted commitment to giving back to this country. Their generosity over time has led to the development of solid foundations for this work. We want to build on these, recognising the significant existing philanthropic contributions and strengthening impact in places that need it most. 

We will make it easier for partnerships to flourish at both the national and regional levels. We will work to foster an environment of mutual respect and trust, ensuring philanthropic voices are brought into the early stages of policy design and implementation, utilising their expertise, insight and experience to tackle some of the most pressing and challenging societal issues across this country. 

This plan presents the first steps we will take during this Parliament towards achieving this vision. It forms one part of the government’s impact economy agenda, which is being driven forward by the new Office for the Impact Economy, which is part of the Cabinet Office.  I would like to once again thank The Social Impact Investment Advisory Group (SIIAG), chaired by Dame Elizabeth Corley, and the over 100 contributors from the impact economy, who have been integral in informing this work to date.

Stephanie Peacock MP, Minister for Sport, Tourism, Civil Society and Youth

Introduction

Giving and philanthropy in the UK

We have a proud legacy as a generous nation, with a strong culture of ‘giving back’. Across the UK, the general public gave an estimated £14 billion in 2025^{[footnote 2]}. This ranged from £2.08 billion towards health causes such as hospices and medical research, to £1.49 billion for charities supporting on children and young people, such as youth clubs and organisations focused on improving wellbeing and education^{[footnote 3]}.

Charitable giving is often immediate and reactive, predominantly driven by short-term or one-off donations. In contrast, philanthropy focuses on long-term, strategic and systemic change to solve the root causes of social issues, and is typically large-scale, structured giving. Philanthropists offer a unique form of funding, as it can be agile, flexible and often has a higher risk tolerance to support innovation. 

The UK provides one of the best environments in which to do this, and in 2024, high-net-worth (HNW) individuals gave an estimated £11.3 billion. This is significant, and as an overall sum, it is on the rise^{[footnote 4]}. 

Our legal and regulatory framework is underpinned by the Charity Commission, a long established independent regulator. The Commission ensures donors can support charities with confidence and it is committed to promoting and raising the visibility of philanthropy to enable and encourage greater giving. Access to flexible and sophisticated financial instruments, and generous incentives and tax relief are also available in the UK, such as gift aid, payroll giving, inheritance tax relief, and corporate tax relief. The government also recently announced VAT relief for businesses that donate goods to charities for onward donation or use in their services. 

Philanthropy is a multifaceted endeavour, and we recognise the vital role of the businesses community in driving social change. Corporate philanthropy refers to voluntary, structured efforts by businesses to support social causes through financial donations, in-kind gifts, employee volunteering, and community partnerships.  Beyond financial contributions, which totalled an estimated £4.26 billion in 2024^{[footnote 5]}, corporate philanthropy acts as a catalyst for local regeneration and community cohesion. By leveraging their expertise, employee volunteering, and structured social responsibility, businesses, from local SMEs to FTSE 100 leaders, serve as anchors that strengthen the social fabric of our communities.

Place-based philanthropy 

Place-based philanthropy is a targeted, long-term approach that directs charitable funding and resources to specific neighbourhoods, cities, or regions to address unique, systemic issues. It empowers local residents by involving them in decision-making and fosters trust between donors and community organisations, building sustainable, collaborative solutions. Initiatives are tailored to specific local needs, rather than using a one-size-fits-all approach, and the approach focuses on leveraging existing strengths and resources within communities. 

Connections to places and communities can evoke strong feelings. These might lead people to want to play a part in strengthening or rebuilding facilities in an area. Giving back to places that helped shape us speaks to a sense of civic responsibility. Some may choose to give to communities they don’t necessarily have a specific connection to, but where there is a need for funding and the impact of a donation will be felt strongly nonetheless. Many philanthropists are already giving generously in a ‘place-based’ way and are using their capital to reach some of the most under-invested areas to break down barriers to opportunity and support communities to thrive.

The opportunity to unlock more philanthropic giving

Current and future trends in philanthropy present a huge opportunity for the government to better support the philanthropists of today and tomorrow who want to adopt a place-based approach. By 2050, it is expected that between £5 trillion to £7 trillion will pass from older to younger generations in the UK. The next generation are expected to be the most significant donors in history and it is anticipated they will likely focus more on lifetime giving, have a stronger emphasis on equity, and take a more hands-on approach beyond purely monetary terms.

Sector research also estimated that in 2023, HNW individuals in the UK donated an estimated 0.4% of their investible assets. It found that if all HNW individuals donated 1% of their investible assets, this would unlock an extra £12 billion going to charities every year. We want to make it easier for philanthropists to give back to communities, those that made them and to the places which need it most, and provide greater opportunities to partner alongside government.

There is more government can do to realise the full potential of place-based philanthropy, and to address regional imbalances in philanthropic investment including: 

• showcasing and supporting place-based giving initiatives to increase donations to local causes and catalyse activities in areas with the greatest need
• promoting and piloting new ways of delivering government funding in partnership with philanthropists to multiply the value and impact of investments going into underserved places
• convening new networks at the local and national level to improve the mechanisms for connection, sharing and learning between civil society, philanthropists, and government to foster stronger partnerships
• encouraging local political leaders to promote and celebrate philanthropy by upskilling their understanding of working with philanthropists and supporting them to run networking and celebratory events to stimulate and recognise local giving

Our plan for growing place-based giving

We have heard from the philanthropy sector that it is difficult for local organisations, particularly those based in more deprived areas, to have the capacity to identify and develop relationships with philanthropists. We also recognise that there is work to be done to demystify the process for philanthropists to engage with the government. 

This document sets out a plan for how the government will work in partnership with local government, civil society and philanthropists to address barriers and strengthen place-based philanthropy. We are focused on two key outcomes:

• For places: helping local organisations and areas with the greatest funding needs better access philanthropic investment (actions 1 and 2)
• For philanthropists: encouraging more HNW individuals to give back to communities, by making it easier to work with government and places on opportunities to maximise place-based funding (actions 3, 4, 5 and 6)

To deliver these, we will work across three pillars, with six key cross-government actions.

‘Our Place to Give’ plan

Pillar one: Connecting philanthropy with place

• Action one: Delivering a community of practice for place-based giving initiatives

• Action two: Implementing a ‘think philanthropy’ approach to government place-based funding programmes

Pillar two: Establishing better philanthropic partnerships

• Action three: Convening place-based philanthropy ambassadors 

• Action four: Delivering a shared approach across government to partnering with philanthropists 

Pillar three: Unlocking further philanthropic investment

• Action five: Strengthening the provision of philanthropic advice in the financial services sector

• Action six: Motivating a celebratory culture of philanthropic giving

The commitments made are a first step to achieving our long-term vision for place-based philanthropy. This stage focuses on catalysing current place-based activity through endorsement and capability support, and engaging more philanthropists in this approach by creating stronger enabling conditions and offering more direct partnership opportunities with government. The next phase will look to scale place-based philanthropy and ensure its sustainability. 

As civil society and impact economy policy is devolved in the UK, these actions relate only to England, however, we will work with devolved nations to share learnings.  

Development process

The development of this plan has been a collaborative effort. In 2025, the Department for Culture, Media and Sport (DCMS) commissioned Charities Aid Foundation (CAF), the Beacon Collaborative, and New Philanthropy Capital (NPC) to provide recommendations on developing an England place-based strategy, which were developed in consultation with a range of organisations and individuals. At this point in time, the government is only able to take forward a selection of the recommendations. However, the rest will be considered as part of the government’s longer-term approach to growing place-based giving.

We are deeply grateful to CAF, Beacon, and NPC for leading this work, and to all those who participated in workshops and interviews and contributed their time and experience to shape this plan. The collective insights into barriers facing the sector –and the opportunities for growth–have been invaluable. We would also like to thank the organisations who agreed to feature in case studies throughout this document. We look forward to maintaining this spirit of partnership as we move from publication into delivery.

Pillar one: Connecting philanthropy with place

There is regional inequality in philanthropic giving^{[footnote 9]}; for example, data shows that London receives more than a third of funding from the largest philanthropic foundations and four times the value of donations made via Gift Aid compared to the UK average^{[footnote 10]}. We are looking to work with philanthropists and place-based giving (PGB) initiatives across the country to ensure that the impact of giving reaches all places that need it. 

There are many brilliant examples of philanthropists working with places to fund and support projects, people, and opportunities. However, there is more government can do to support the institutions and organisations running PBG initiatives by showcasing the great work they are already doing, and investing in capability building programmes to  help them expand and achieve greater levels of philanthropic investment. National and local governments can also offer a greater number of place-based investment opportunities, such as Pride in Place funding, enabling philanthropists to directly partner with public funding to achieve more together.  

Below are some examples of the different forms place-based giving can take.

Case studies: place-based philanthropy

Community Foundation North East manages the UK’s largest Community Foundation endowment, exceeding £100 million. Building on this legacy, the North East Roots initiative, launched in 2023, connects the region’s global diaspora with local socioeconomic priorities. The programme creates a strategic bridge for international philanthropic capital to flow back into North East England. 

Operating a ‘spend and save’ model, 50% of donations are deployed for immediate grants, with the remaining 50% invested in a permanent endowment. Over 100 high-profile expats are engaged. This has led to the creation of a match-funding partnership with the Sunday for Sammy Trust supporting young people entering technical roles in film, TV, and theatre, and further pledging £50,000 of matched funding from a charity concert, doubling the impact to over £100,000 for child poverty initiatives.

Made in Stoke (MiS) is a donor-led network that harnesses the time, talent, and treasure of the city’s global diaspora to drive local renewal. In 2025, MiS, with Stoke-on-Trent City Council, YMCA, The Spark Group, and Staffordshire Chambers of Commerce, launched the Future Ready Pledge. Nearly 40 businesses signed up to collaborate with youth employment organisations, providing disadvantaged young people with vital work experience, employment pathways, CV support, and preparation for work training. MiS also connects schools and colleges across Staffordshire with inspirational speakers from its diaspora network - from fighter pilots to CEOs - who share their career journeys free of charge. 

Through catalytic giving, MiS grew the Let’s Celebrate Fund from an initial £20,000 donation to £65,000. Distributed to 26 local organisations it fostered community togetherness and local pride. By linking individuals with a deep connection to the area to grassroots needs, MiS creates a strategic bridge for philanthropic capital to flow back into the region.’

Blackpool Pride of Place is a multi-sector collaboration established in 2017 under Business in the Community (BITC). Its Born & Bred Network has over 100 ambassadors, capturing the goodwill of influential individuals - locally and internationally -  who maintain an affinity for Blackpool. Through this network, a pilot fund to tackle Not in Employment, Education or Training (NEET) rates has been established by three philanthropists and a foundation, providing the proof of concept required to scale from a single community to a town-wide approach. 

Blackpool’s Born & Bred Network  is working towards establishing a permanent Blackpool Foundation. Supported by strategic infrastructure and matched funding, this entity would formalise the alumni network and blend philanthropy with other funding streams to secure long-term local resilience.

Bath Women’s Fund (BWF) is a philanthropic giving circle that demonstrates how collective action can effectively direct capital toward localised social challenges. Founded in late 2018, the initiative operates on a democratic ‘pooled funding’ model where members contribute monthly - typically £25 - to award significant annual grants to local organisations supporting women and girls. This model bridges the gap between individual donors and grassroots needs. By 2024, the fund had awarded over £100,000 in grants to 14 local organisations, which grew  to £123,500 in 2025. The circle has grown to 84 active members, each with the ability to directly influence causes by voting on annual funding themes. 

Barking & Dagenham Giving places residents at the heart of local funding, investment and social infrastructure decisions. Operating in one of London’s most chronically underfunded boroughs, receiving just £21.76 in philanthropic funding per resident compared to £168.71 in Camden, the charity shifts decision-making power to those with lived experience. Approximately 1,000 residents have participated to date, with 300 making direct decisions on the allocation of funds. Reflecting the borough’s status as the youngest in the country, resident-led decision-making has directed 33p of every £1 granted toward Children and Young People. The flagship £2 million GROW Investment Fund fund supports purpose-led businesses with a blend of grants, coaching, and social investment.

The Cambridge Pledge Foundation is a donor-led initiative ensuring the region’s economic success benefits the entire community: pledgers commit a percentage of personal proceeds from liquidity events (e.g IPOs), integrating philanthropy in the business lifecycle. The pledge will tackle inequality by supporting the prevention through impact investments and complimentary grants. Alongside partners like the Cambridge City Council, the Cambridge Building Society, and national investors, the Pledge has invested in Greater Cambridge Impact, a £10 million, 10-year impact investing vehicle tackling homelessness and inequality. This collaborative approach ensures the ‘Cambridge Phenomenon’ delivers inclusive growth, using patient capital to tackle persistent disadvantages.

Action 1: Delivering a community of practice for place-based giving initiatives

Why this matters

According to the sector, a common challenge philanthropists face when giving outside of London is knowing how to use their money most effectively. PBG initiatives present a helpful solution to this challenge. They provide a way for philanthropists to easily and effectively invest in local priorities. Through using their local knowledge, PBG initiatives can help philanthropists understand exactly what needs funding and where. As these initiatives are led locally, they also give donors confidence that their money supports authentic, meaningful solutions. The brokerage that PBG initiatives provide helps even modest donations have a significant impact.  

These initiatives vary widely by region, depending on local history, economic needs, and the involvement of other organisations. Community Foundations, place-based organisations that welcome donations in a multitude of ways from local individuals or businesses, often play a vital role as trusted fund managers and local experts. Mayoral Strategic Authorities (MSAs) and local authorities increasingly act as strategic convenors, aligning philanthropic capital with regional growth missions. Regional ‘anchor’ organisations, such as youth clubs, sports teams, higher-education providers and culture organisations are often key enablers. Some might be volunteer led, whilst others second in staff from local organisations. Depending on the place, the PBG initiative might be more focused on crowding in philanthropic donations, whilst others are better suited to targeting corporate partnerships. 

Evidence has shown that there is no ‘one size fits all’ approach for PBG initiatives and that successful models must consider local context^{[footnote 11]}. We are therefore not seeking to impose a strict definition of PBG initiatives. Rather, for the purposes of this work, we are suggesting that they fit the following criteria: 

• define their goals around improving a specific place
• work with local voices to use local knowledge to identify opportunities or problems that philanthropy could address
• attract donations by using their position and trusted local connections to encourage investment that benefits the people who live there.

Case study: Partnership between philanthropy and local government 

The Rigby Foundation envisions young people, from less advantaged backgrounds in and around  Birmingham, succeeding academically and securing meaningful employment. Its strategy aligns with the Mayor’s plans to boost youth employment; focusing on academic progress, essential skills, employability, post-school decision making, and mental health.

Through the Foundation’s Inspiring Futures program - a £3 million partnership developed in consultation with the West Midlands Combined Authority (WMCA) and Birmingham City Council - 10 local schools and colleges are paired with leading charities for three years. In its first three months (Autumn 2025), the initiative engaged over 1,300 students, in activities including tutoring, employability skill and wellbeing.
Furthermore, the Foundation supports the Cradle to Career initiative in the West Midlands. With a £6.3 million commitment from WMCA and further supported by The Rigby Foundation, National Lottery and others, Cradle to Career, delivered by the charity Right to Succeed, co- empowers residents and leaders to define community change. By localising family support and boosting literacy and school attendance, the partnership ensures those in the most left behind communities can access high-quality education and training post-16.

Case studies: Anchor organisations 

Newcastle University is a civic anchor institution, leveraging its global alumni network to attract philanthropic capital. The university functions as a strategic gateway and facilitator for donors - including individuals, businesses, and foundations - who maintain a strong affinity for the region that shaped their professional success.

For example, Sir Terry Farrell, world-renowned architect-planner and alumnus, donated a foundational gift of £1 million, alongside  his extensive practice archive, to build the Farrell Centre. His philanthropy catalysed the £4.6 million project, developing a free, local public resource. 

By partnering with the Community Foundation North East, the university helps global donations flow into high-impact local priorities, such as educational outreach in disadvantaged wards. Through these initiatives, the university moves beyond its traditional educational remit to act as a primary driver for inclusive, place-led investment that strengthens the social and cultural fabric of the city.

Northamptonshire Community Foundation (NCF) acts as a vital facilitator for the county, managing a £20 million endowment to secure long-term social resilience. In 2024/25, NCF awarded £1.11 million in grants, contributing to over £24 million distributed since 2001. This investment carries a significant civic footprint, with 3 in 20 local residents directly impacted - exemplified by NCF’s ability to direct £110,000 toward isolated rural communities 

A key model is the 50 Families project, where NCF steered Food4Heroes funding to tackle health inequalities. Moving beyond short-term aid, NCF partnered with the University of Northampton and grassroots providers to foster sustainable behavior change. Evaluation showed 82% of parents reported improved wellbeing, rating their health as average, or better, alongside significant gains in cooking confidence and social connectivity. This evidence-led approach demonstrates a scalable model for unlocking philanthropic capital to build lasting household and community resilience.

Delivery

PBG initiatives are already doing vital work at the local level, but access to shared best practice and expert support differs widely across the country. Improving the mechanisms for initiatives to share learnings and get the right level of support will help to strengthen the impact of philanthropy, especially outside of London and the South East.  

The Department for Culture, Media and Sport (DCMS) will work with a third party to  establish a Community of Practice (CoP) that existing PBG initiatives will be invited to join. A Community of Practice (CoP) is a group who share a common interest and come together to learn from each other, share knowledge, and improve their skills through regular interaction.  This will be supported by £1 million of funding over the three years. Further details about how this funding will be used will be set out in due course, but our expectation is that the CoP will: 

• map and publish a list of PBG initiatives in England on GOV.UK that will be kept under review as part of the CoP 
• provide better and more sustained coordination of existing PBG initiatives by convening leaders on a regular basis to share information, discuss problems and deepen knowledge and expertise
• deliver workshops that facilitate collective learning and develop resources to disseminate best practices
• champion PBG initiatives as a proven way of delivering impactful philanthropic investment into communities
• identify partnership opportunities for PGB initiatives to work with philanthropists and government where appropriate

The government will adopt the learning and best practice gathered from the CoP into future policy development. Through the CoP, we will also seek to improve data on where philanthropic funding goes, and develop a robust approach to evaluate the impact of PBG initiatives. This will allow us to better understand their effectiveness and champion their successes.

Case study: Sharing knowledge across PBG initiatives 

London’s Giving, is a network of PBG initiatives that bring together local people, businesses, and organisations to strengthen neighbourhoods across the capital. The model focuses on pooling local time, skills, and connections to enable communities to turn shared aspirations into meaningful action. Originating from a single model in Islington 15 years ago, the movement has expanded to over 25 initiatives across the capital, demonstrating a scalable approach to civic renewal.

They operate on the principle that residents and businesses are best positioned to identify and solve local challenges. These initiatives address diverse priorities – from youth activities to strengthening community connection – by directing resources to grassroots groups often overlooked by national funders. Since 2018, the network has distributed more than £38 million to hyperlocal organisations.

In 2025, London’s Giving became part of Funders Together, a national cross-sector infrastructure body for the funding sector. This integration provides a platform for sustainable growth and ensures that London’s lessons learned  inform place-based philanthropy across the whole of the UK.

Action 2: Implementing a ‘think philanthropy’ approach to government place-based funding programmes

Why this matters

A ‘think philanthropy’ approach in government means adopting a strategic and collaborative method to service delivery. Government departments and public bodies seek to actively work with philanthropy to address complex challenges. Instead of seeing philanthropy solely as a source of funding, this approach treats philanthropy as a partner in innovation, policy development, and service delivery, often using private capital to amplify the impact on the ground. By taking a ‘think philanthropy’ approach, we are delivering on the Civil Society Covenant’s commitment to work strategically with civil society to drive innovation and test new ideas.

One element of a ‘think philanthropy approach’ is the strategic use of match funding. In simplest terms, match funding is when the government identifies partners - such as philanthropists, foundations or corporates - who share common goals for investment into a specific organisation or place. The outcomes and goals of these initiatives are co-designed, with government and funders working together to ensure their combined investment addresses local needs effectively.  

When these partners agree to match public investment with a donation, the impact is transformed: £100,000 of public investment becomes £200,000 for a community. It can provide a strong incentive to drive local giving, with matched donations being on average 2.5 times higher than unmatched donations. The offer of match funding also increases the probability that those solicited then go on to donate^{[footnote 12]}.

Government is investing huge amounts of funding into places to improve people’s lives, including £5.8 billion over the next decade via the government’s flagship Pride in Place Programme. This presents an opportunity to work in new ways with philanthropists looking to give in a place-based way.  

We recognise that there are barriers which prevent philanthropists from effectively partnering with government including: 

• a lack of coherent strategy and coordination across departments
• pathways to partnership are unclear to external partners interested in engaging with government
• limited skills, capacity, and understanding within government departments, beyond specialist teams, and the wider public sector on how to work with philanthropy
• insufficient and disconnected knowledge across policy, innovation, enterprise and capital, which prevents the scaling of proven models and best practices^{[footnote 13]}

Philanthropists have emphasised the importance and strength in involving them in co-design at an early stage to learn from their innovative on-the-ground experience, and ensure the alignment of mutual objectives and the design of viable funding structures. There are also local barriers because support systems for building effective partnerships are limited and fragmented. Many places lack the resources and capacity to build and maintain the relationships needed to attract and manage philanthropic funding.

Case study: A ‘think philanthropy’ approach in action

Arts Council England (ACE) invests public funding in cultural organisations, museums and libraries of a range of scales and art forms, which stimulates philanthropy in towns and cities across England.

ACE supported Beacon Collaborative to develop a blueprint for place-based cultural philanthropy learning from philanthropic network Made in Stoke. Since 2023, ACE quadrupled the number of National Portfolio Organisations (NPO) in Stoke-on-Trent, which is now home to eight NPO’s, supported by £2.3 million in annual investment.

ACE funding for Figurative Philanthropy for Arts and Culture, has supported Made in Stoke and the Stoke Creates Cultural Compact to nurture a group of arts philanthropists in Stoke-on-Trent to develop sustainable local contributions. A £100,000 grant to the Stoke Creates provided capacity and match-funding, enabling participation in the Big Give’s Arts for Impact campaign. This year ACE pledged £200,000 to the campaign, to ensure that public investment continues to act as a spark for donor generosity across England.

Case study: The power of match funding

The Big Give is one of the UK’s leading digital match-funding platforms, providing a scalable model for incentivising local giving and multiplying the impact of philanthropic capital. By partnering with national match-funding infrastructure, individual philanthropists and foundations can geographically ring-fence their donations to support charities embedded in specific regions.

In 2025,  the Vardy Foundation, established by North East-born business leader Sir Peter Vardy, provided £101,000 in match funds to create a geographically restricted allocation within the national Christmas Challenge campaign. The fund raised a total of £479,000 for 15 North East charities, achieving a 4.7x multiplier through public donations and Gift Aid.

The presence of a dedicated regional fund drove significant growth in the North East compared to 2024, with an 100% increase in the number of donations to local charities – far exceeding the 27% increase seen nationally.

This model has since been replicated across other regions, including Hampshire, Wiltshire, and Merseyside, providing a proven mechanism for unlocking local philanthropy and strengthening the profile of regional charities.

Delivery

A different way of working is required to establish this ‘think philanthropy’ approach. Government will work with philanthropists, trusts and foundations who have the expertise in this space, to co-design models that learn from what is already working on the ground, rather than reinvention. We will treat the sector as a strategic partner, working with an ambition of building sustainable relationships.

Investing in infrastructure

To support successful partnerships on the ground, we recognise the need to strengthen local systems so organisations can use investments well. The government is already providing funding to support local civil society infrastructure and build the skills and capacity to work with the impact economy, including philanthropy. A number of these programmes are at the early stages of development. We will continue to explore how the funding may also be used to support local philanthropic infrastructure alongside broader civil society infrastructure. This includes the following programmes:

• The Pride in Place Programme, funded by MHCLG, is putting up to £5.8 billion into 284 neighbourhoods across the country over the next decade. In every place, Neighbourhood Boards made up of local people will come up with a plan for the future of their place, backed with up to £20m in funding and support. Communities will decide how to invest this funding. They could choose to open a new youth centre, take ownership of their local pub or kickstart a community-led service to support families with the cost of living – local people know best what change they want to see. MHCLG is exploring how impact partnerships could help crowd more investment and philanthropic capital into places, so that communities can keep driving change well beyond the next decade. To get this right, MHCLG recognises the importance of capacity building so that places have the confidence and skills to navigate and build partnerships across the Impact Economy, including with philanthropists.
• The £500 million Better Futures Fund (BFF), delivered by DCMS, is a ten-year initiative designed to support up to 200,000 children and their families by convening central and local government, VCSE organisations, investors, and philanthropists, to deliver targeted, place-based solutions to complex social problems by funding Social Outcome Partnerships (SOPs). The BFF will be supported by a dedicated capacity and capability building programme, running throughout the ten years of the Fund. Aimed primarily at potential applicants to the BFF, it will increase the diversity and number of organisations equipped to effectively design and manage SOPs. The capacity and capability support offer is currently under development  and aims to start delivering towards the end of 2026. It will include working with philanthropists and foundations on how they can support the delivery of the BFF and how organisations can engage most effectively with philanthropists to secure their involvement.  DCMS is committed to working with philanthropists, civil society and philanthropy sector bodies in the coming months to define the capacity and capability needs for the BFF and how the offer can best support these. 
• Building on the government’s Civil Society Covenant, the Local Covenant Partnerships Fund (LCP), delivered by DCMS, is a new £11.5 million funding package, providing support for 15 local authority areas across England to develop and implement new ‘local covenant partnership’ agreements. This will support civil society organisations, local authorities, public service providers and, where relevant, impact economy actors, to work collaboratively to tackle local policy priorities. The aim of the fund will be to foster long-term, place orientated  partnerships within collaborative support and funding approaches that result in more inclusive, targeted, preventative support for communities, as well as leading to more efficient public services. A key objective of this fund is to improve the evidence base and wider understanding on what works in partnership development, as well as to facilitate ongoing peer learning between local LCP and wider areas to drive legacy and momentum for partnership working. 
• The £175 million Community Wealth Fund (CWF), delivered by The National Lottery Community Fund (TNLCF), will provide targeted investment to neighbourhoods of high deprivation and low social capital across England. These communities will receive between £1 million and £2.5 million over ten years, to spend on what their community needs most, as identified by residents. TNLCF will provide comprehensive wrap-around support to empower residents and develop the capacity, capability, and partnerships needed to make decisions about their futures. This support will be tailored to the unique characteristics of each community, allowing residents to develop the tools and skills needed to deliver their community-led plans. It also intends to give these neighbourhoods and communities the best chance at attracting additional investment, either through the private sector, philanthropy, or other government programmes.

We also recognise the role that public bodies can play in their sectors and in the funding landscape. In DCMS, we will bring together the six National Lottery distributors in England - Arts Council England, The National Lottery Community Fund, The National Lottery Heritage Fund, Sport England, UK Sport, and the British Film Institute - to explore how their funding and work can help grow place-based philanthropy.

Developing a pipeline of co-investment opportunities

The new Office for the Impact Economy, based in the Cabinet Office acts as a single front door to provide a clear route into the centre of government for the impact economy sector, aiming to make public funding more effective. It will work with all levels of  government to increase their capacity and capability to work with the impact economy and philanthropy. As part of this, strategies will be explored to encourage the government to take a ‘think philanthropy’ approach when government funding is deployed. The office will also facilitate partnership-working between government and the impact economy sector on flagship projects, delivering early proof-of-concept and embedding new approaches across government. 

From 2026/27, there are four key large-scale programmes that the government is looking to partner with philanthropy on to support change in specific places. These areas provide a clear way for philanthropists to co-fund where there are shared priorities:

Pride in Place, funded by MHCLG 

• Neighbourhood Boards will give local people the power to decide how their £20 million in funding is spent, putting communities in charge of the future of their neighbourhoods. Each Board must work with the wider community to develop a Pride in Place Plan, setting out a vision for their area and their plan to make it happen over the next ten years and beyond.
• Pride in Place funding should sow the seeds for longer-term transformation, whether that means taking ownership of assets to ensure they benefit local people and bring in revenue, crowding in philanthropic funding or leveraging in social investment. Neighbourhood Boards are encouraged to explore opportunities to attract and combine new and existing private, public, and philanthropic funding streams, to leave a lasting legacy in each area.
• MHCLG are exploring how to create clearer routes for major funders and investors to partner with Pride in Place areas, helping to build long-term relationships, support local plans and unlock further funding from philanthropy and social investors and business.

Best Start Family Hubs, delivered by DfE 

• The government is investing over £500 million in Best Start Family Hubs (BSFHs) to deliver on its Best Start in Life ambitions and support every local authority to improve outcomes for babies, children and families. To maximise the impact of this investment, we are looking to strengthen partnerships across sectors,  working with public services, voluntary and community organisations, and wider system partners to address longstanding challenges around data, funding and integration.  DfE will also explore opportunities to work with the Impact Economy including philanthropy, impact investors, charities, social enterprises and purpose‑driven businesses to bring innovative approaches and additional resources that can enhance the sustainability and effectiveness of BSFHs.

Better Futures Fund, delivered by DCMS 

• The £500 million Better Futures Fund (BFF) will fund projects that support the government’s ambitions to tackle poverty amongst children, young people and their families. The Fund will also aim to raise up to a further £500 million through match-funding from local government, social investors, and philanthropists, bringing total funding available for outcomes up to approx. £1 billion. This is a core objective of the BFF, designed to maximise its impact.

Neighbourhood Health Services, delivered by DHSC 

• These services will bring NHS care closer to home and provide better support for people with complex conditions, keeping them well and avoiding unnecessary hospital trips. 
• A range of organisations and partners across public services will need to work together differently to provide early interventions that meet people’s needs holistically and in a more person-centred way. Achieving our vision will rely critically on strong partnership working between health, local government and the voluntary, community, faith and social enterprise sector.
• Philanthropy, social investment and purpose driven business already contribute to this ecosystem and the provision of neighbourhood health. DHSC and OIE will work to develop the capability, capacity and pipelines required for a wider range of places to become investment ready and to create the conditions for new impact partnership models to emerge and existing models to be replicated.
• This will be integral to how we create a health and care system working in partnership and joined up with a full range of public services and other partners that delivers more preventative, local, personalised and digitally enabled care.

Case study: Collaboration with government funding 

Our Future is dedicated to backing the people who love a place to create the future they want. They work alongside local leaders to build the necessary infrastructure and support to drive sustainable, community-led regeneration. At the same time, they collaborate with government, businesses, and national funders to ensure they support these locally-driven efforts.

In Grimsby, this began by bringing together leaders from every sector who believe in the town. This led to a town-wide conversation involving over 1,100 people and 56,000 votes to define a ten-year shared vision. Facilitated by Our Future, citizens of Grimsby with the support of North East Lincolnshire Council and the Greater Grimsby Board have decided to put the £20 million allocation from government’s Pride in Place programme into a Grimsby Fund – led by the people of the town, for the people of the town. This locally led fund will be designed to hold and grow funding, attracting additional philanthropic capital and social investment to enable sustainable citizen-led change. Our Future is leading the way in doing things differently.

If you would like to express interest in working with the government on these live opportunities or an early conversation about the potential for shared interest in specific regions or places, then please contact: impacteconomyoffice@cabinetoffice.gov.uk.

We will only process your data in order to respond to enquiries. For more information on how we collect, hold, use or process your personal data, view the DCMS personal information charter.

Pillar two: Establishing better philanthropic partnerships

Giving by high-net-worth (HNW) individuals is growing. Estimates put the average annual growth rate in giving by HNW individuals at 18%. When adjusted for inflation, this outpaces both inflation and global financial market returns over the last five years. The pool of HNW individuals giving is growing too, with 98% of HNW respondents in one survey reporting that they gave to charitable causes in 2024. HNW individuals give in a multitude of ways, including, one-off or recurring direct cash donations to specific organisations; channelling funds via community foundations or giving circles; creation of their own trust and foundation; or financial vehicles like donor advised funds. 

The increase in individual giving presents an opportunity for the government to engage strategically with philanthropists, particularly where there are shared goals. This requires a new way of working on both sides, with the ability to flex as partnerships develop. Shared learnings and better cooperation will present new opportunities on both sides.

Case study: Partnerships between government and philanthropy

The DCMS/Wolfson Museum and Galleries Improvement Fund has awarded over £50 million to more than 440 capital projects which have improved the display, care, and accessibility of significant collections across England since 2002. The Wolfson Foundation was established in 1955, with Sir Isaac Wolfson, his wife, Edith, and their son, Leonard acting as original trustees; Sir Isaac’s granddaughter, Dame Janet Wolfson de Botton, has been Chairman since 2010. Financed equally by DCMS and the Wolfson Foundation, the fund demonstrates what can be achieved when public funds are matched with private philanthropy. 

More recently, the UK government partnered with The King’s Trust and the Elba Hope Foundation, founded by Idris and Sabrina Elba, providing £500,000 of matched funding to unlock creative careers for young people. As a result of this funding, 400 more young people aged 16 to 30 will access free places in the Creative Futures programme across Greater Manchester, Birmingham, Leeds, Liverpool, Newcastle, Bristol and the South West, and the South Coast.

In January 2025, the government established the Social Impact Investment Advisory Group (SIIAG). It was set up with an intention of ensuring that government has the infrastructure it needs to properly harness the power of the Impact Economy. Following the publication of the SIIAG’s final report in November 2025, the Office for the Impact Economy was established to provide a central point of contact into government for organisations and individuals. 

Action 3: Convening place-based philanthropy ambassadors

Why this matters 

There is trailblazing work happening in regions across the country, such as the work of Steve Morgan in Liverpool and Roger De Haan in Folkestone, where philanthropists are investing in and working alongside communities. We also know that a key lever to encourage potential philanthropists to engage in giving for the first time is seeing the work of their peers. 

There is more work to be done to improve partnership working between government departments and individual philanthropists, including on shaping and designing programmes which address co-defined shared goals. It is also necessary to establish a formal feedback loop between philanthropists and government, so that tangible feedback can be fed upwards and addressed.

Delivery 

We will formally convene a group of philanthropists and high-profile representatives from the philanthropy sector with experience of place-based giving to form an initial group of ambassadors covering each region in England. This will bring experts together to share their insights and help broker new links with government and support the development of new partnerships with national and regional government. As a starting point, we will ask this group to engage with government on their experiences of match-funding at a national and local level. We will set out further details in due course, including a terms of reference for the group.

Ambassadors will also help to educate and inform the government, through providing an in-depth understanding of how philanthropists think and what shapes them. This will help achieve the ambition set out in Action 2 (Implementing a ‘think philanthropy’ approach), as well as further establishing a partnership model of working. We will make sure this complements and does not duplicate ongoing work within the sector, by continuing to engage with current convening groups for philanthropists and working with the Office for the Impact Economy to gather learnings from existing philanthropic partnerships with MSAs.

Case studies: Philanthropists driving ambitious change 

Creative Folkestone is an example of how long-term, place-based philanthropy can transform a town’s economic and social trajectory. Established in 2002 with foundational support from the Roger De Haan Charitable Trust, the charity was designed to tackle high levels of deprivation and low educational attainment through the transformative power of the arts.

The Trust has since invested over £50 million to acquire and refurbish nearly 90 buildings, creating the Creative Quarter: a hub for over 600 creatives and businesses. This unique model uses rental income from the property portfolio to fund the charity’s core costs, ensuring long-term sustainability. The philanthropic seed capital has successfully leveraged an additional £24 million in grants from public and private donors. The 2025 Folkestone Triennial alone attracted over 270,000 visitors and generated more than £14 million for the local economy, while the event also created 163 jobs.

The Steve Morgan Foundation has ignited a bold, innovative approach to place-based change through the Cradle to Career (C2C) programme. Developed in partnership with SHINE, UBSOptimus Foundation, the National Lottery Community Fund, Wirral LA and the Liverpool City Region Combined Authority, and delivered by Right to Succeed, the programme is redefining what disruptive, community driven philanthropy can achieve. The Steve Morgan Foundation has committed £12.4 million to date to driving this transformation.

The impact in North Birkenhead, where C2C began, is significant. Schools have closed a

15‑month reading age gap across all 8 to 16-year-olds. Uptake of the 30‑hour early years offer has surged - transforming the community from the lowest participation rate in the borough to the highest. And the number of children facing decisions about entering the care system has collapsed from 7 to 8 cases per week to 7 to 8 per year. These breakthroughs are powered by the agility of philanthropic capital working hand‑in‑hand with the authority and reach of the public sector. Since launch, C2C has systematically improved outcomes for children, young people and families. By pooling resources, expertise and ambition, the partnership initiated by the Steve Morgan Foundation shows what becomes possible when philanthropy lights the fuse and regional authorities drive the engine: communities shift from surviving to genuinely thriving.

The transformation in North Birkenhead is now inspiring wider change. Backed by Metro

Mayor Steve Rotheram, Cradle to Career has been rolled out to five more left‑behind communities across the Liverpool City Region - showing that meaningful, long‑term place-based change is not just possible, but replicable.

Action 4: Delivering a shared approach across government to partnering with philanthropists 

Why this matters

There is an increased interest across government to engage with philanthropy; while this presents opportunities for collaboration, it also risks philanthropists being on the receiving end of disconnected approaches and duplicated efforts. Without a joined-up approach, this could also miss opportunities to share learning, good practice and align  policy streams to amplify impact.

Delivery

DCMS will work with the Office for the Impact Economy and other government departments to develop a shared approach to place-based impact partnerships (which includes place focused philanthropy), and work with departments on their approaches and opportunities to partner with philanthropists as well as an overarching approach to capturing learning and outcomes. This shared approach will be based on principles, not prescription, as we recognise that there will be a much-needed diversity of approach to how the government works with philanthropy. 

The Office for the Impact Economy will make it easier for anyone looking to give back to their communities to get funding and action into the right place at the right time. This will include:

• mapping partnership opportunities to better visualise places for interested philanthropists
• developing capability and capacity in regional and local authorities to partner with philanthropists and impact capital more widely, and to develop the social infrastructure to better absorb place focused impact partnership policy initiatives 
• working with DCMS to develop improved connections between philanthropists and government departments at earlier phases of policy formation through the office’s ‘front door’ function 

The office aims to develop impact partnerships in places across all pillars of impact capital. Therefore DCMS will work with the office to ensure that the philanthropy-focused Community of Practice (CoP) and regional ambassadors will link into this wider offer.

Pillar 3: Unlocking further philanthropic investment

To maximise the impact of this plan, steps are crucial to unlock new giving across the country. If we do not increase overall levels of philanthropy, there is a risk that other actions will merely redistribute existing donations, drawing philanthropy away from London and the South East. While this would achieve some degree of redistribution, we can achieve far more by increasing the overall pool of philanthropic capital available. The government has a key role to play in establishing  a supportive and enabling environment to unlock greater levels of new philanthropic giving.

Action 5: Strengthening the provision of philanthropic advice in the financial services sector

Why this matters

Financial and wealth advisors speaking to HNW individuals about the possibility of philanthropy, can lead to more philanthropists and investors engaging with giving, bigger donations, and enable more strategic philanthropic and social impact investments^{[footnote 16]}. We acknowledge efforts already being made in the philanthropic sector to deliver training for advisors and ensure availability of Continuing Professional Development (CPD) accreditation. 

However, the financial services sector currently suffers from a lack of standardised competency and confidence among wealth advisors in providing structured philanthropic advice to their clients. Barclays has reported that 81% of HNW individuals want proactive philanthropy advice, but only a third have experienced their advisers raising philanthropy proactively^{[footnote 17]}. This means that conversations about giving are often missed with those who may be interested in giving in a place-based way or supporting underserved communities^{[footnote 18]}. Research highlights the commercial benefits to firms who provide philanthropic advice, particularly regarding younger generations who are more likely to procure advice from firms who also offer charitable giving advice^{[footnote 19]}.

Case Study: Philanthropy and financial services 

C. Hoare & Co., the UK’s oldest privately owned bank, demonstrates how a financial institution can act as a catalyst for positive social impact and unlock greater levels of philanthropic giving. Philanthropy is embedded throughout the bank’s offering, through its donor advised fund, employee giving, and the support provided to customers as part of the relationship banking model.

In 2011, C. Hoare & Co. became the first UK bank to establish its own donor advised fund, the Master Charitable Trust. The fund has since grown to £420 million, supporting 188 individuals, families and businesses with their charitable giving. Over the past year, the fund has granted £140 million to charities. The Master Charitable Trust also houses the family’s long-standing philanthropic tradition: partners of the bank contribute approximately 10% of the bank’s profits each year to charity.

The bank’s commitment to philanthropy is also reflected with colleagues. Nearly 70% participate in the Give As You Earn scheme, and the bank double matches employee contributions – resulting in £506,000 raised last year.

This philosophy extends to customers, for whom philanthropy forms an important part of a long-term, trusted relationship. To support this, the bank provides mandatory in-house philanthropy training for all relationship managers, strengthening their understanding of both the bank’s offering and the wider charitable landscape

Delivery

We understand that modernising wealth advice on philanthropy is one of the top asks from the sector, and there have been calls for the Financial Conduct Authority (FCA) to require wealth advisers to undertake training advice on philanthropic giving. This was underscored by recommendations from the Social Impact Investment Advisory Group. The government is supportive of more consistent provision of philanthropic advice and its inclusion in wealth planning where appropriate. Advice and training on philanthropy falls outside of the FCA’s remit from Parliament and bringing advice on philanthropy into the scope of FCA regulation would increase costs and administrative burdens for providers. We have therefore concluded that FCA regulation and mandating philanthropy training for wealth advisors is not the right vehicle to deliver this change. 

However, DCMS, in partnership with the Office for the Impact Economy, will establish a joint working group with representatives from key financial services and philanthropy organisations to further explore this issue. The group will work to better understand current barriers, improve data and evidence, and assess options for expanding access to philanthropic advice. It will also identify how government and industry can best support this work.

Both the professional philanthropy sector and financial services sector are predominantly centred in London, so as part of this work we will explore how to improve regional disparities in the provision of advice on philanthropic giving.

Action 6: Motivating a celebratory culture of philanthropic giving 

Why this matters

Compared to other countries, philanthropy is often not as celebrated and championed as it should be in the UK. Many don’t discuss their giving, and this lack of openness represents a significant missed opportunity. And those doing incredible work across the country are not getting the recognition they deserve. 

Research indicates that 34% of HNW donors have felt inspired to give by someone else’s giving story, and 26% would find it useful to hear from those who have achieved serious impact.^{[footnote 20]} In other words, when philanthropy and its associated positive outcomes are championed, it can lead to more giving.

Delivery

We want to build a strong culture of giving. Government can do more to highlight and celebrate what philanthropy achieves and the change it creates. This will encourage more people to give and bring government, civil society, and communities closer to philanthropy. 

To ensure we are promoting philanthropy across every part of the country, we are launching a new toolkit for Members of Parliament (MPs) alongside this plan. MPs are champions of the constituencies they represent, and can take a leading role in supporting a positive environment for philanthropy and convening activities in their local areas. 

Through the establishment of the place-based philanthropy ambassadors, we will shine a spotlight on successes across the regions and recognise trailblazing philanthropists. 

We want to visibly celebrate impactful contributions to inspire greater philanthropic giving and others to give. This will include: 

• creating opportunities across government to highlight cases of PBG initiatives and their impact  
• continuing to recognise those who have made a significant contribution to local areas and supporting communities including through the Honours recognition system. Beyond just donations, this should recognise individuals who have also given their time and talent and also celebrate community champions, volunteers and grassroots fundraisers who are vital to the success of place-based giving initiatives.
• proactively partnering with existing celebratory events across national and local government and externally, to integrate place-based philanthropic achievements into public narratives

Implementation and next steps

Throughout this plan, we have emphasised the importance of partnership and collaboration to achieving our objectives. It should serve as  a call to action for the entire philanthropic sector to join us in partnership to maximise the impact of place-based philanthropy. In line with the Civil Society Covenant, we commit to a partnership that respects the independence of philanthropic capital while harnessing our combined power to deliver real change for communities on the frontline.^{[footnote 21]}

As we implement this plan, we will embed three principles in our work: 

1. The government will not, and should not, seek to dictate how philanthropists choose to pursue their giving, and the causes they support (sometimes known as the principle of additionality). 

2. Philanthropy can play a complementary role to public money, but is not a substitute for state funding. 

3. We recognise that local and on-the-ground partners are best placed to  make decisions about their own communities.

To ensure accountability, DCMS will update on its progress in delivering this plan to the Impact Economy Inter-Ministerial Board. DCMS will also use the board to work with other government departments and highlight opportunities for departments to support the objectives and outcomes of the plan.  

In addition to the above, to support future work in this area, we will look for opportunities to improve and encourage better data collection on place-based philanthropy, as we recognise poor data is a barrier to fully understanding the current philanthropy landscape. 

There are a range of external partners we hope to work with as we move to delivery: 

Philanthropists

This plan focuses on individual philanthropists, including (but not limited to) high-net-worth, ultra high-net-worth individuals, and their trusts and foundations. We do recognise that there are multiple other forms of philanthropy, including the role of corporations, international philanthropists, and the volunteering of time and talent (e.g. being a trustee or offering services for free). As we move towards delivery, we will collaborate with a diverse range of external partners to ensure our actions are inclusive and scalable. 

Places and anchor institution

We will work with the key civil society organisations which make up PBG initiatives. This will look different depending on the place, but could include Community Foundations, universities, sports and youth clubs, culture organisations and local civil society infrastructure. 

Local and regional government

Local government, including Mayoral Strategic Authorities, can play a key role in ensuring successful PBG initiatives, either by providing funding, making connections with philanthropists, or celebrating and championing their work. 

Members of Parliament (MPs)

MPs represent all areas of the country, and can be powerful convenors for those who want to give back. DCMS will provide a toolkit on best practices to support MPs with their engagement on GOV.UK.

Funders

There are a range of funders which engage and work with place-based philanthropy, and more which can be done to encourage other funders to follow suit. This will include government ALBs where appropriate.

Businesses

Corporate philanthropy plays an important role in the philanthropic ecosystem, and there is huge scope to increase their participation in philanthropy. Businesses, ranging from small to larger scale, can offer sponsorship, match fund employee donations, advertise payroll giving for local causes, and provide their resources and expertise for free to civil society organisations which support local communities. Through delivery of this plan, we will consider the role business can play, for example as part of our Community of Practice, due to the role local businesses often play in supporting place-based giving initiatives. Many philanthropists are also often business leaders across a variety of sectors. As part of our work with our ambassador group, we will ensure this group in their work with government considers the role of corporate philanthropy, and how to encourage their peers  to think about the role their corporations can play.

To ensure that these six deliverables are sustainable, achieve their desired objectives, and are implemented in partnership with the sector, we will sequence them accordingly over the course of this Parliament. Our first phase over the next six months will focus on the  delivery of pillar one, in particular appointing a delivery partner to establish the Community of Practice (CoP), and taking a ‘think philanthropy’ approach to priority projects and programmes. 

We are choosing to focus on pillar one first as we want to support those places and philanthropists which are already engaged. Providing additional capability support via the CoP and ‘think philanthropy’ approach will allow us to make an impact on the ground quickly, learn from what is already happening to inform wider government work and set the direction for the rest of this plan.

Key terms: Glossary and acronyms

Term	Definition
ACE	Arts Council England
ALB	Arms Length Body: A non-ministerial organisation, such as a regulator or executive agency, that delivers public services or provides independent advice on behalf of the government while remaining operationally independent from its sponsoring department
BFF	Better Futures Fund
Charitable giving	Is often immediate and reactive, predominantly driven by short-term or one-off donations.
Charity Commission	The independent registrar and regulator of charities in England and Wales that ensures public trust by maintaining the register of charities and enforcing compliance with charity law
Civil society	Civil society includes charities, social enterprises, co-operatives, trade unions, faith organisations, informal community groups, philanthropists, and social investors
Civil society covenant	A set of principles designed to foster a new model of partnership between government and civil society. It is a reciprocal agreement based on respect, trust, promotion, transparency, and the protection of the sector’s independent right to advocate.
CO	Cabinet Office
Community Foundation	A place-based organisation which welcomes donations in a multitude of ways from individuals or businesses in the local area. It then provides funding and support to other charitable organisations or individuals in need of financial support for a variety of causes
CoP	Community of Practice. A group who share a common interest and come together to learn from each other, share knowledge, and improve their skills through regular interaction.
Corporate Philanthropy	Refers to voluntary, structured efforts by businesses to support social causes through financial donations, in-kind gifts, employee volunteering, and community partnerships
DCMS	Department for Culture, Media and Sport
DfE	Department for Education
DHSC	Department for Health and Social Care
FCA	Financial Conduct Authority: The UK’s independent financial services regulator
Gift Aid	A UK government tax incentive that allows charities to reclaim basic rate tax on donations from UK taxpayers. It increases the value of donations by 25% - meaning an extra 25p for every £1 donated - at no extra cost to the donor
HMT	HM Treasury
HNW individuals	High-net-worth individuals. Individuals with investible assets over £1 million
Impact economy	Where businesses, social investors and philanthropists use their expertise, resources and investment to drive positive results in communities
Match funding	A financing arrangement where a primary funder, such as the government or a philanthropist, pledges to provide a specific amount of capital on the condition that an equal or proportionate amount is raised from other sources.
MHCLG	Ministry of Housing, Communities and Local Government
MP	Member of Parliament
MSA	Mayoral Strategic Authority
Office for the Impact Economy	Based within the Cabinet Office to enable the government to work more strategically and effectively with the impact economy so that every pound of public funding works harder, and impact capital and purpose-driven business are harnessed and grown in support of national renewal.
PBG initiative	Place-Based Giving Initiative
Philanthropy	The strategic and voluntary contribution of capital (time, expertise, or wealth) for the public good. Often associated with HNW individuals, it encompasses intentional and strategic high-value giving aimed at creating long-term social impact.
Place-based	A strategic approach that targets the specific needs and opportunities of a defined geographical area, ensuring that investment and policy are shaped by the unique identity and authenticity of that location
Place-based philanthropy	Targeted, long-term approach that directs charitable funding and resources to specific neighbourhoods, cities, or regions to address unique, systemic issues.
SIIAG	Social Impact Investment Advisory Group
SOP	Social Outcome Partnership

1. Barclays (2025), The Modern Philanthropist; CAF (2025) High Value Giving ↩

2. CAF (2026), UK Giving Report ↩

3. CAF (2026), UK Giving Report ↩

4. Barclays (2025), The Modern Philanthropist ↩

5. CAF (2025), Corporate Giving Report ↩

6. Centre for Social Justice (2025), Supercharging philanthropy ↩

7. Onward (2024), Giving Back Better ↩

8. Charities Aid Foundation (2020), Growing Place-based giving: End of Programme report to DCMS ↩

9. The Big Give, Charities Trust, RBS (2016) A Great Match ↩

10. Social Impact Investment Advisory Group (2025) Final Report of the Social Impact Investment Advisory Group ↩

11. Public First (2026) Wealth Advice & Philanthropy: The benefit to charity and advice firms ↩

12. Barclays (2025), How are Modern Philanthropists making a difference? ↩

13. PBE (2024), Mission Give ↩

14. Charities Aid Foundation (2024), Advising the giving generation; Pro Bono Economics (2022) Giving advice: The case for the FCA to act on philanthropy ↩

15. CAF (2025), High Value Giving ↩

16. UK government (2025), PM set to reshape how Government works with communities to tackle Britain’s biggest challenges ↩