Commit 98a9dea1 authored by Klara Skinner's avatar Klara Skinner
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Print refinement

parent cd417289
......@@ -9,7 +9,7 @@ The Shuttleworth Foundation funds those who are not only brave enough to reimagi
This has become our way of life. Practising philanthropy as a vision, not an intervention, means we question every rule, examine every outcome and discard any process that no longer serves our core mission.
We are the long game – looking beyond today’s politics and daily headlines and the technology trends of the moment to those things that are more fundamental, more systemic. Reactionary funding is shortsighted. We are interested in ripple effects that are felt for decades. These are building blocks, not photo ops. We refuse to shortchange our future.
We are the long game – looking beyond today’s politics and daily headlines and the technology trends of the moment to those things that are more funda­mental, more systemic. Reactionary funding is shortsighted. We are interested in ripple effects that are felt for decades. These are building blocks, not photo ops. We refuse to shortchange our future.
In practice this means we have moved away from giving grants and creating arbitrary metrics for change. We no longer accept project proposals, nor do we drive ideas internally. We have moved towards partnership; towards a shared vision for how change can be effected across domains.
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......@@ -13,7 +13,7 @@ Mark Shuttleworth, technology entrepreneur and second-ever space tourist, had es
It was a huge opportunity: reimagine philanthropy.
We were given the challenge based on what we had learnt the year before. The philosophy of open source resonated with us beyond software. Open knowledge, policies and practices had the potential to stimulate change and broaden horizons.
We were given the challenge based on what we had learnt the year before. The philosophy of open source resonated with us beyond software. Open knowledge, policies and practices had the potential to stimulate change and broaden horizons.
Helen had known Mark socially for years while working in the traditional philanthropic sector. Karien had seen him give a talk to school children in a shopping mall soon after he came back from space. Jason had volunteered with the Foundation, installing Linux computer labs in schools. Each entry point was different, but the attraction was the same. We had a genuine sense of opportunity: to use levers for change differently, to make the world better, and to do so systemically.
......@@ -26,7 +26,7 @@ For two weeks, we locked ourselves in a small room in the Cape Town office and c
- Openness resists boundaries – we must work internationally.
- Individuals make change – we must support people, not projects.
This sparked a process of gradual but deliberate change. By 2010, the new structures were in place, and our guiding principles had taken a more detailed shape:
This sparked a process of gradual but deliberate change. By 2010, the new structures were in place, and our guiding principles had taken a more detailed shape:
- Support ideas where they work best, rather than relocate fellows to South Africa.
- Focus on action-based initiatives to test theories in the real world.
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......@@ -9,4 +9,5 @@ Individuals carry their knowledge and experience with them throughout their live
Projects and organisations come and go. Many ideas do not result in successful outcomes on the first try. This is why we fund people, not projects.
Certain individuals are willing to take a risk for the greater good; they remain tenacious, and as long as we believe in them, and they have the strength to get up and try again, we are confident they will eventually turn their dream into reality.
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Certain individuals are willing to take a risk for the greater good; they remain tenacious, and as long as we believe in them, and they have the strength to get up and try again, we are confident they will eventually turn their dream into reality.
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......@@ -13,8 +13,8 @@ Although good does come from this model, inevitably the funder assumes an unders
At the Shuttleworth Foundation, we believe the central idea of empowering social change isn’t just funding it, but broadly redistributing power. We structure our relationship with fellows as a partnership, so they have the power to implement, test and refine their ideas, not ours. We back them to make the right decisions based on their world view and experiences. This is a deliberate process of empowerment, helping fellows gain confidence, think bigger and build towards their vision.
A relationship of mutual trust and respect needs to be built between funders and those they fund. This is often an uncomfortable process, and not always welcomed by either party, but it is important to have the tough conversations, with honesty and care. It is these very conversations that enable growth, increased resilience and the kind of power we need to effect change.
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A relationship of mutual trust and respect needs to be built between funders and those they fund. This is often an uncomfortable process, and not always welcomed by either party, but it is important to have the tough conversations, with honesty and care. It is these very conversations that enable growth, increased resilience and the kind of power we need to effect change.
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Funders must have trust in those they fund, and vice versa. It is central to a fellow learning and evolving over time, and to their contribution to collective power as well as their own. Everyone – funder and fellow – needs to be able to make mistakes, iterate and learn, but this only works if we all commit to authentic engagement, learning and evolving in a bilateral manner. Trust, based on sharing knowledge of what works and what doesn’t, creates bonds forged and reinforced over time.
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......@@ -12,6 +12,7 @@ Not having money does not equate to ignorance.
Unencumbered by misconceptions of how funding “should” happen, the fellowship is a programme that shows true and sustained change by focussing on people, not just donating to their projects. It’s about creating the conditions that allow fellows to experiment, and even fail, as they grow towards long-term success. Every process is built to be something useful for the fellow, assuming a lifelong partnership.
Hundreds of applications from potential fellows arrive each cycle. We review every one of those applications individually and spend a month interviewing applicants, whittling them down to a shortlist. It’s a long process, handled with care.
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Chosen applicants receive an invitation to talk and, if agreement is found, to figure out the final terms of engagement. In earlier days, they would see a 24-page, arduous contract full of legal jargon and specific definitions. Now they get a simple letter of agreement that defines the proposed working and personal relationship in human terms. Making the letter friendly and lightweight was an idea inspired by the agreement Arthur Attwell created when assembling a team for Paperight, the project at the core of his fellowship. The goal was to reduce apprehension and inspire excitement about the fellowship, rather than starting the relationship with an anxious legal negotiation.
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......@@ -24,6 +24,7 @@ There are many legal forms, governed by boards of trustees, used to house and im
Good boards provide strategic direction, support the organisation’s leaders and help to explore difficult questions the team might face. The Foundation joins the fellow’s decision-making board for the structure they choose. We bring expertise and experience, and in turn we learn from a new group of leaders, often in a field we are less familiar with. We remain a part of the board as long as we can add value, often long after the funding has ended. Our learnings are fed back into the fellowship.
Fellows also support each other. Esra’a Al Shafei transitioned from current fellow in September 2015, just as Astra Taylor joined. Esra’a got to know Astra and discovered their shared vision and values. Astra now serves on Esra’a’s board.
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### Flash Grants
......@@ -50,6 +51,7 @@ As our funding model evolved into the current fellowship structure, Mark became
Mark and his organisation, Siyavula, taught us a great deal about openness and building a sustainable enterprise. The textbooks he created during the fellowship are open by default and still at the heart of the Siyavula offering. However, the income stream has grown out of a product – practice software – built upon the open content, but not open itself. Is that still making the world a better place through openness? We believe so. The open textbooks remain available and accessible to all, helping learners get to grips with the core curriculum. The practice software follows sound educational principles, adding value on top of the books at a reasonable price, for learners to cement their learning.
The Foundation remains a shareholder in Siyavula, and Karien remains a member of the board of directors. We hope to achieve true sustainability together, while continuing to learn from Mark and his team for some time to come.
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### …Always a fellow
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......@@ -130,7 +130,7 @@ As individuals we should all be able to share our thoughts and feelings, actions
{% include feature-image
images='pmr.jpg'
reference='Peter Murray-Rust quote'
caption='“The fellowship has totally changed my life – and it’s still one of the biggest things in my life. It’s my heartbeat, a guiding light, and gives me an environment that fuels me, and I can pay back into. The Gatherings are so important to do this.”'
caption='“The fellowship has totally changed my life – and it’s still one of the biggest things in my life. It’s my heartbeat, a guiding light, and gives me an envir­onment that fuels me, and I can pay back into. The Gatherings are so important to do this.”'
description='“The fellowship has totally changed my life – and it’s still one of the biggest things in my life. It’s my heartbeat, a guiding light, and gives me an environment that fuels me, and I can pay back into. The Gatherings are so important to do this.”'
source='Peter Murray-Rust (2014–2016)'
text-position='bottom right'
......@@ -176,7 +176,7 @@ Adam’s fellowship gave him an opportunity to put many of his long-held ideas a
### 35. Astra Taylor 2015–2018
Astra Taylor joined the fellowship to empower people to take control of their financial data, and shift public thinking about the nature of debt. With The Debt Collective, she has mobilised thousands of people to defend their rights, exposed predatory lending practices, and pierced a hole in the bureaucratic systems that protect profits over people. Astra and her community have won relief for student debtors worth over a billion dollars – giving an astonishing social return on our investment – and forced policy change at government level.
Astra Taylor joined the fellowship to empower people to take control of their financial data, and shift public thinking about the nature of debt. With The Debt Collective, she has mobilised thousands of people to defend their rights, exposed predatory lending practices, and pierced a hole in the bureaucratic systems that protect profits over people. Astra and her community have won relief for student debtors worth over a billion dollars – giving an astonishing social return on our investment – and forced policy change at government level.
### 36. Waldo Jaquith 2015–2016
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......@@ -63,7 +63,9 @@ Deliberately, the form uses clean, simple questions that carve a narrative and a
12. Where will you be based during the fellowship?\\
*Base country, base city*
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{:start="13"}
13. Where will you implement your idea?
□ Same as above\\
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......@@ -3,12 +3,14 @@ title: "The agreement letter"
---
## **ii** The agreement letter
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The agreement letter is what fellows receive just after we let them know they have been selected. As far as possible, the letter uses clean, straightforward language, and sets out the commitments and values upon which the fellowship will be based.
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> Dear New Fellow,
>
> This agreement sets out how we will work together over the coming year. Once you’re happy with this document, please confirm you wish to proceed, and we will load it into our digital signature management system for signing. At that point, it will become effective as our mutual agreement.
> This agreement sets out how we will work together over the coming year. Once you’re happy with this document, please confirm you wish to pro­ceed, and we will load it into our digital signature management system for signing. At that point, it will become effective as our mutual agree­ment.
>
> Included in this agreement is a specification sheet, which details the data pertaining to your specific fellowship, a fellowship overview, which describes what we hope to achieve together, and our broad philosophy and theory of change, which outlines how we behave in the world. Also included are the governing provisions that will protect both of us going forward.
>
......@@ -43,7 +45,7 @@ The agreement letter is what fellows receive just after we let them know they ha
> *Success*
> Once you have joined this fellowship, you will always be considered a Shuttleworth Fellow. You will be part of our community and will have a voice. We hope you will grow and learn with us, and other Shuttleworth Fellows, to build a network of comrades who understand that the world should, and can, be better by being open.
>
> Measuring your impact in the world will be hard. While many models for measuring impact exist, in truth most of them only evaluate implementation, which is bound to be complex, will not adhere to your implementation timelines and will often extend way beyond your control. Instead, we think of success in terms of your on-going contribution to change.
> Measuring your impact in the world will be hard. While many models for measuring impact exist, in truth most of them only evaluate implement­ation, which is bound to be complex, will not adhere to your implement­ation timelines and will often extend way beyond your control. Instead, we think of success in terms of your on-going contribution to change.
>
> For us, the highest level of success at the end of a fellowship year is that we know more than we did at the beginning, and that that knowledge has allowed you, us and others to shift thinking. This can only happen through experimentation and iteration, and when that knowledge is available to others to learn from and build upon. In the long term, we hope that you go on to influence positive social change in your field way beyond the duration of this year.
>
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......@@ -14,6 +14,7 @@ The history of open knowledge resource organisations – from open software thro
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Such experience goes against what many founders start out trying to achieve. They fund something to be open, only to turn around after the acquittals have been sent to find the project has now sold its intellectual property to someone else.
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This raises an important question: how do we ensure that the founder’s commitment to openness and society endures when circumstances change? The Shuttleworth Foundation solution is the Open Lock.
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