慈善創(chuàng)新為中美之間架設(shè)溝通的橋梁（雙語）
編者按
中美兩國政府之間的貿(mào)易戰(zhàn)愈演愈烈，而與之形成鮮明對比的則是中美兩國慈善家和社會(huì)企業(yè)家之間的合作與發(fā)展。作者在2018年斯坦福大學(xué)慈善公民社會(huì)(Philanthropy and Civil Society，簡稱PACS)與北京的代表團(tuán)進(jìn)行交流。
在談到美國和中國的公民社會(huì)行動(dòng)者如何幫助解決一些全球最緊迫的問題時(shí)，作者了解到，雙方有很多的相似之處。
2018年3月27日至28日，斯坦福PACS與樂平基金會(huì)在北京大學(xué)聯(lián)合舉辦了第七屆研討會(huì)。這場會(huì)議由200名中國慈善家、非營利和社會(huì)企業(yè)領(lǐng)導(dǎo)者、學(xué)生以及學(xué)者參加，他們聽取中美專家關(guān)于慈善領(lǐng)域的挑戰(zhàn)和機(jī)遇。
以下內(nèi)容是研討會(huì)期間出現(xiàn)的最顯著的趨勢：
意識(shí)崛起
新型財(cái)富和慈善法案正在推動(dòng)中國新一輪的慈善浪潮。2004年的中國，億萬富翁只有屈指可數(shù)的三個(gè)人，但在2016年卻猛增到了568人, 全球個(gè)人超高凈值資產(chǎn)超過5000萬美元的人群中，中國也占到了8％。
這些新的中國的百萬富翁和億萬富翁用慈善來幫助解決中國貧困農(nóng)村教育和人口老齡化等社會(huì)問題。
中國在2016年通過的首項(xiàng)慈善法也使慈善捐贈(zèng)變得更加容易，這引起了社會(huì)各界的大量慈善捐贈(zèng)，比如阿里巴巴集團(tuán)聯(lián)合創(chuàng)始人馬云向中國公立醫(yī)院捐贈(zèng)了4400萬美元等。
另外，我們看到來自中國富裕家庭的20多歲和30歲出頭的年輕人有一種強(qiáng)烈的責(zé)任感，他們認(rèn)識(shí)到了回饋社會(huì)的重要性，并且開始著手建立和領(lǐng)導(dǎo)家庭基金會(huì)。
資助拓展
美國和中國的慈善家希望提供的不僅僅是資金，他們在尋求機(jī)會(huì)、付出時(shí)間、運(yùn)用技能和網(wǎng)絡(luò)支持來放大他們財(cái)務(wù)捐助的影響力。
例如，社會(huì)風(fēng)險(xiǎn)合作伙伴組織(Social Venture Partners)給予專業(yè)人士機(jī)會(huì)，讓他們利用自己的專業(yè)技能來支持非營利組織和社會(huì)企業(yè)組織。過去十年中，該組織在美國和中國都蓬勃發(fā)展。
這種捐贈(zèng)趨勢的目的是利用更多資源去實(shí)現(xiàn)更大的社會(huì)價(jià)值。
能力建設(shè)
資助者一定要投資非營利和社會(huì)企業(yè)領(lǐng)導(dǎo)者的能力建設(shè)。
美國與中國非營利部門另一個(gè)相似之處在于，他們都急需資源和人才，并且這兩個(gè)國家都面臨著非營利組織工作人員薪水極低的挑戰(zhàn)，因此很難招到高質(zhì)量的員工。
例如在美國，只有20％的資金可供組織內(nèi)部使用，這意味著非營利組織和社會(huì)企業(yè)領(lǐng)導(dǎo)者無法投資能力培養(yǎng)，從而導(dǎo)致員工缺乏籌款知識(shí)、管理能力和戰(zhàn)略規(guī)劃等基本技能。
社企機(jī)遇
對于中國企業(yè)而言，創(chuàng)造充滿活力的社會(huì)企業(yè)部門是非常有潛力的。
從歷史上看，美國在非營利和營利性部門之間有著根深蒂固的界限，但由于慈善事業(yè)在中國還處于萌芽階段，因此商業(yè)和社會(huì)公益之間的界限相對模糊，這為中國企業(yè)慈善發(fā)展創(chuàng)造了巨大的機(jī)會(huì)。
近幾年，中國社會(huì)企業(yè)運(yùn)動(dòng)不斷發(fā)展，新的社會(huì)企業(yè)涌現(xiàn)出來，比如First response(一家向當(dāng)?shù)鼐用裉峁┬姆螐?fù)蘇等救生技能的共益企業(yè))和Kiaterra(一家專注于監(jiān)測和繪制全球空氣地圖的初創(chuàng)公司)。其中，Kiaterra的數(shù)據(jù)來自他們出售給家庭使用的空氣質(zhì)量監(jiān)測儀。
合作向善
在中國，慈善事業(yè)的集體主義模式正在蓬勃發(fā)展。正如哈佛大學(xué)肯尼迪學(xué)院教授克里斯托弗·馬奎斯(Christopher Marquis)在介紹他的研究時(shí)說道，慈善事業(yè)的聯(lián)合行動(dòng)在中國持續(xù)蓬勃發(fā)展。
美國的私人慈善基金會(huì)通常會(huì)以個(gè)人名字命名，并完全由其控制資產(chǎn)的分配。但在中國，資助者通常會(huì)與同事和朋友共享資源、合作發(fā)展。這種做法是美國慈善家可以向中國同行學(xué)習(xí)的。
事實(shí)上，中國慈善文化創(chuàng)建之路并非一條平坦大道。慈善捐贈(zèng)和非營利性活動(dòng)仍然受到政府的嚴(yán)格監(jiān)控，這無疑會(huì)讓那些可能與政府態(tài)度不吻合的聲音被迫禁言。
參加北京會(huì)議的人們所散發(fā)的熱情證明了中國在慈善領(lǐng)域的領(lǐng)導(dǎo)地位日益增強(qiáng)，而且有可能在兩國慈善團(tuán)體之間架起一座溝通橋梁，使我們所有人都能發(fā)揮潛力最大限度地推動(dòng)慈善事業(yè)。
原題：Philanthropy And Innovation Between China And The United States
來源：Stanford Social Innovation Review
日期：2018年4月17日
Blaring news headlines about a developing trade war between the governments of the United States and China lie in sharp contrast to the emerging partnerships developing between philanthropists and social entrepreneurs from the two countries. As I learned while on a recent delegation from Stanford Center on Philanthropy and Civil Society (PACS) to Beijing there are far more similarities than differences when it comes to how American and Chinese civil society actors are helping solve some of the world’s most pressing problems.
On March 27-28, Stanford PACS co-hosted its seventh annual conference at the Stanford Center at Peking University with the Leping Foundation—one of the largest funders of social entrepreneurs and a leader of philanthropic education in China—bringing together an audience of more than 200 Chinese philanthropists, nonprofit and social enterprise leaders, students and academics, to hear from Chinese and American experts about challenges and opportunities in the field. The following are some of the most prominent trends that emerged from our two days together:
1. New wealth and a new Chinese charity law are powering a new wave of philanthropy in China. With the number of Chinese billionaires soaring from three in 2004 to 568 in 2016, and with 8 percent of the world’s super-high-net-worth individuals (those with more than $50 million in assets), these new Chinese millionaires and billionaires are using philanthropy to try to help solve China’s social ills, such as poor rural education and an aging population. China’s first-ever charity law passed in 2016 has made philanthropic giving easier, unleashing large philanthropic gifts, such as Alibaba Group co-founder Jack Ma’s $44 million gift to public hospitals in China. In particular, many young people in their 20’s and early-30’s from wealthy Chinese families have a strong sense of the importance of giving back and are building and leading family foundations.
2. Philanthropists in both the United States and China want to give more than just money. Donors in both countries seek opportunities to enhance their financial contributions with donations of time, skills, and access to their networks. For example, Social Venture Partners—an organization that connects professionals with opportunities to use their professional skills to support nonprofits and social enterprises—has been thriving in both the United States and China over the past decade. This trend toward giving more than just money is an opportunity to harness even more resources for the greater good.
3. Funders must invest in capacity building for nonprofit and social enterprise leaders. Another common thread between the United States and China’s nonprofit sectors is that they are starved for resources and talent. Both countries face the challenge that nonprofit staff are severely underpaid, thus making it hard to recruit high-quality employees. In the United States for example, only 20 percent of funding is unrestricted, which means nonprofit and social enterprise leaders are unable to invest in building capacity and are starved for basic skills such as management training, fundraising knowledge, and strategic planning support. To combat this challenge, as Jennifer Wei, organizational effectiveness officer at the William and Flora Hewlett Foundation taught in her workshop, it is critical that foundations lead the way in funding nonprofit capacity building.
4. China has an opportunity to create a vigorous social enterprise sector. Whereas historically the United States has strongly entrenched boundaries between the nonprofit and for-profit sectors, because philanthropy is still nascent in China, there is an immense opportunity to blur the lines between business and social good. As a result, there is a growing social enterprise movement in China, with a wave of new social businesses emerging, such as First Respond—a B Corporation empowering local citizens with life-saving skills like CPR—and Kiaterra, a startup focused on monitoring and mapping the world’s air using data from an air quality monitor they sell for home-use.
5. A collectivist model of philanthropy is flourishing in China. Finally, as Harvard Kennedy School visiting professor Christopher Marquis noted in presenting his research, networked models of philanthropy continue to thrive in China. Unlike in the United States where wealthy individuals often create a private foundation with their name on it and take full control over distribution of the assets, in China funders often collaborate with colleagues and friends to pool resources for good. This approach is one that US philanthropists could learn from their Chinese peers.
Indeed, the path toward creating a culture of philanthropy in China isn’t lined with roses. Philanthropic giving and nonprofit activities are still heavily monitored by the government, undoubtedly having a chilling effect on initiatives that could be perceived as misaligned with or critical of the government, such as human rights. But the passion and energy of those who participated in the Beijing conference is evidence of growing leadership in the field of philanthropy in China, and the potential for cross-border bridges between philanthropic communities so that we can all maximize the potential of our philanthropic initiatives.
