> Who we are
Firetree Philanthropy is led by Nicky Wilkinson, supported by a team that brings a range of experiences. Learn more about the Firetree team.
> How we work
All of our team have worked for and run non-profits, some still do. From a funding perspective, this is essential to keeping us grounded in the realities of what it actually takes to run organisations like this, where you're often juggling multiple roles and priorities.
​We aim to be a partnership funder, rather than a transactional one. Regular feedback from our partners helps us to know how we're doing towards this goal.
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​Our approach, and we as an organisation, are a dynamic and evolving work in progress.
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Guided by our values, our approach is built around a series of operational principles which are summarised below, with more detail further down.
> We know change is not straightforward​
Real, lasting change takes time, involves setbacks, and looks different in every context. We try to build this understanding into how we work. We prioritise conversations and visits over lengthy paper reports. For us, this is a far better way to support partners, understand the context, and develop real mutual trust and accountability. It also means partners can spend their time where it matters most. We stand by partners when things are hard and uncertain, not just when things are going well.
We don't impose metrics or measurement frameworks on the organisations we work with. We are much more interested in what organisations are learning for themselves.
We are comfortable with experimentation, especially in earlier-stage organisations, as long as there is a genuine culture of learning, reflection and adaptation. We appreciate innovation, but not for the sake of it. Partners innovate constantly, but usually in quiet, iterative and often undervalued ways.
> We source new partners through existing partners and advisors, including those with lived experience.
We find and source partners through our existing partners and a network of advisors, including social workers, practitioners, and people with lived experience of these issues. We trust these networks to point us towards the organisations doing meaningful work that we might not otherwise reach.
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We recognise the tension created by not offering open calls. To counter this, as much as possible, we are intentional about who we listen to, prioritising referrals from grassroots groups and people with lived experience.
> We give flexible grants
Unless there is a specific reason not to, our funding is flexible. The organisations we partner with understand their communities better than we do and should have the freedom to respond to what is actually needed on the ground, which frequently changes over time.
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Organisational costs, salaries, staff care, learning: all of this is part of doing good work, and we fund it. We are also comfortable being a sole or majority funder, particularly in the early stages of an organisation, if that is what is needed. We want to understand the full picture of what a partner is trying to do, and support them in doing it well.
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We are selective and go deep rather than wide. We are also conscious that we don't want to be a funder that takes a long time to commit. In some cases, after initial due diligence, we are happy to give initial 'spark' grants to get a partnership started and see how we work together, and in some cases, we have provided emergency and bridging funding too.
> We ask, listen and aim to always keep learning
We work hard to understand the contexts our partners operate in. When we're not sure, we ask. Then we listen. We actively seek feedback on how we can be better partners, and we take it seriously, including when it is uncomfortable. We share what we learn openly, including our own mistakes.
> We can commit other resources, where needed and asked for
Where partners seek it, we are happy to be closely involved, to support teams in thinking through challenges and making connections, where we can. This can include supporting capacity building of teams and organisations, and the strengthening of organisational systems.
> We believe in the value of collaboration and networks, where possible.
Where possible, we work to connect values-aligned partners working on similar issues, to build solidarity, share resources, and learn from one another. We don't push this, but where partners are open to it, we are happy to help facilitate those connections. We also run a curated peer-learning programme that brings partners together to learn from each other's expertise and experience.
> We have a deliberately small but expert governance board, supported by a strong network of staff & advisors.
We have a deliberately small but expert governance board, supported by a strong network of staff and advisors. This is intentional: it allows us to be more nimble. We are able to take on new partners throughout the year, rather than having fixed board meeting dates.
> We can commit over time
Where a partnership is values-aligned and going well, we’re committed to funding for the long-term. Building genuine trust and partnership takes time. We’re privileged to have worked with some of our partners for over 15 years.
Contact us
Please note that as a very small team, we source partners through our existing partners, networks and advisors and are, sadly, not able to consider unsolicited funding proposals.