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Lessons from an Ambitious Experiment LESSONS from an AMBITIOUS EXPERIMENT AMBITIOUS an from LESSONS THREATS: GLOBAL and PHILANTHROPY

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Lessons from an Ambitious Experiment LESSONS from an AMBITIOUS EXPERIMENT AMBITIOUS an from LESSONS THREATS: GLOBAL and PHILANTHROPY Philanthropy and Global Threats Lessons From an Ambitious Experiment LESSONS FROM AN AMBITIOUS EXPERIMENT AMBITIOUS AN FROM LESSONS PHILANTHROPY AND GLOBAL THREATS: THREATS: GLOBAL AND PHILANTHROPY I A Note from Skoll Global Threats Fund n 2008, Jeff Skoll set out to test whether a limited-life organization with $100 million and a band of driven and skillful “threat-ologists” could make progress against five of the gravest threats to humanity—climate change, pandemics, water security, nuclear proliferation, Iand conflict in the Middle East. After spending down the original $100 million gift, the SGTF experiment is now coming to an end. However, Jeff Skoll’s philanthropy and commitment to global threats will continue. The work is being reorganized, spun out, and unified with Jeff’s core philanthropic enterprise, the Skoll Foundation. Over the past eight years, we had the privilege of collaborating with changemakers around the world who are working relentlessly on the frontlines of global threats: farmers in Thailand creating innovative local systems for disease detection; climate advocates and social scientists in the U.S. developing savvy evidence-driven climate campaigns; high-ranking military and intelligence leaders, technologists, and climate scientists planning for the future of water security; experts in nuclear disarmament, technology, and media creating novel approaches to combating nuclear threats; and so many more. We are humbled by the results and progress made in Skoll Global Threats Fund’s short history. Of course, not everything worked as planned. We experimented a lot and learned a great deal along the way. As SGTF reaches its conclusion, we are taking time to step back and reflect on the opportunity we’ve had to help address many of the biggest threats of our time. We asked SGTF learning and evaluation director Diana Scearce to lead a series of reflective conversations with staff, board, grantees, partners, and former team members and capture insights surfaced, culminating in this report. In Philanthropy and Global Threats: Lessons From an Ambitious Experiment, we share highlights from our experience—what worked, what didn’t work, and what we learned about philanthropy’s role in reducing global threats. We are thankful for the individual and collective intelligence of all those who engaged in this report. The list is long and any effort to name contributors would be incomplete. And, of course, we are grateful for Jeff's immense generosity and bold vision in establishing the organization. The SGTF experience will inform Jeff Skoll’s future work on global threats, and we hope other philanthropies will benefit as well. Tackling global threats is a daunting and at times high-wire endeavor that requires comfort not just with risk but with failure, but that is nothing compared LESSONS FROM AN AMBITIOUS EXPERIMENT AMBITIOUS AN FROM LESSONS to the risk of inaction. What if the proliferation of nuclear weapons, pandemic diseases, and the EXPERIMENT AMBITIOUS AN FROM LESSONS warming of the planet all continue unchecked? Inaction is unimaginable. We invite others to take the leap and join in the vital work of safeguarding humanity and helping create a world of peace and prosperity. PHILANTHROPY AND GLOBAL THREATS: THREATS: GLOBAL AND PHILANTHROPY Annie Maxwell Larry Brilliant, MD THREATS: GLOBAL AND PHILANTHROPY PRESIDENT, SKOLL GLOBAL THREATS FUND CHAIRMAN, SKOLL GLOBAL THREATS FUND 1 2 In 2009, Jeff committed $100 million to address global threats through a new experimental Skoll organization. SGTF was created as a skunk works — an exploratory shop focused on specific Why Global global threats that would complement the endowed parent organization, the Skoll Foundation, which focuses on social entrepreneurs working toward equilibrium change on the world’s most pressing problems. With leadership from top category experts, SGTF’s mandate was to act with urgency and deliver near-term results. SGTF was intended to break the mold of a Threats traditional foundation focused on supporting the work of nonprofits with grant awards by instead employing the full range of “keys on the keyboard”: convenings; thought leadership; hands-on engagement in creating and leading new projects (e.g., tools, platforms, networks); collaboration with Jeff Skoll’s other social impact enterprises, as well as donors, governments, What I’ve been aiming at all these years and other stakeholders; and, of course, grants. This meant that the organization’s significant is to try and address these big social expenditures included both grant dollars and programmatic operating costs, not unlike an operating foundation. Jeff recruited physician and entrepreneur Larry Brilliant, then leading issues in the world. But in the last five Google’s philanthropic enterprises, to be SGTF’s founding president. years or so, certain issues have emerged SGTF’s decision to look at global threats as a unique category of threat, sharing certain very clearly that, if we don’t get ahead of characteristics, drivers, and, potentially, solutions, was the organization’s most defining them soon, all of the other things we’re characteristic. A 2014 strategic review by BCG strongly endorsed the multi-threat focus, calling out SGTF’s unusual position in the landscape of threat organizations (most of which worked 1 trying to do…won’t really matter.” on single threats) and the potential for leveraging learning across these threat areas. Early on, SGTF recognized common solution types and related capabilities emerging across the — JEFF SKOLL, 2009 threats, in particular the potential for novel networks, applying technology in new ways, and policy innovation to fuel progress on global threats. ack in 2008, Jeff Skoll’s philanthropic to 10 years, it might be game over,” Jeff and principled investing efforts— later reflected.2 Five issues struck him as While SGTF maintains that this “cross cutting” approach to addressing global threats is a through the Skoll Foundation, particularly threatening: climate change, powerful concept worthy of future consideration, the organization was not able to fully Capricorn Investment Group, and Middle East conflict, nuclear weapons, test it while also establishing its work in each of the threats and getting started as a new BParticipant Media—were well established and pandemics, and water security.3 So he organization. It proved too much to take on at once while still delivering on the organization’s creating social impact. But Jeff was growing decided to complement his existing social mandate for near-term results. Over time and with the benefit of wise counsel from its board increasingly worried that much of this work impact portfolio with intensely focused and and advisors, SGTF narrowed its work to strategic interventions specific to individual threats: could be undone by the destabilizing force time-bound work that could help change increasing the speed of disease outbreak detection; building U.S. leadership on climate of global threats. “It seemed to me that the near-term trajectory of these threats. LESSONS FROM AN AMBITIOUS EXPERIMENT AMBITIOUS AN FROM LESSONS and clean energy by equipping advocates to run more powerful campaigns; addressing the EXPERIMENT AMBITIOUS AN FROM LESSONS there were a few key issues in the world From that idea, the Skoll Global Threats Fund cascading effects of water and climate shocks; and reducing nuclear risks through both policy that were moving so quickly that if we didn’t (SGTF) was born. and helping bring novel ideas and new players into the nuclear nonproliferation sector. make a difference in them in the next five PHILANTHROPY AND GLOBAL THREATS: THREATS: GLOBAL AND PHILANTHROPY THREATS: GLOBAL AND PHILANTHROPY 3 4 SGTF’s Definition of a Global Threat Having the potential to kill or debilitate very large numbers of people 4 or cause significant economic or social dislocation or paralysis, SGTF by the Numbers in the near term and throughout the world. A Look Back at SGTF Grants Awarded by SGTF: 5 2008 $100M Early work to conceptualize new philanthropy working on threats to humanity 2009-2010 Global threats organization Grantees incorporated, Larry Brilliant 207 joins as president and core SGTF team hired 2009-2011 Experimental grantmaking carried out and operational systems established 2012 Countries served Five-year pandemics 58 and climate initiatives approved by board LESSONS FROM AN AMBITIOUS EXPERIMENT AMBITIOUS AN FROM LESSONS 2014 EXPERIMENT AMBITIOUS AN FROM LESSONS Annie Maxwell becomes Programmatic 6 president, succeeding Larry Brilliant after his retirement operating costs: $26M 2018 Climate Advocacy Lab becomes a standalone project, Ending Pandemics launches as an independent entity, peace and security work SGTF team members folds into the Skoll Foundation, 22 in 2017 PHILANTHROPY AND GLOBAL THREATS: THREATS: GLOBAL AND PHILANTHROPY and SGTF closes THREATS: GLOBAL AND PHILANTHROPY 5 6 THE THREATS: STRATEGIES AND ILLUSTRATIVE RESULTS THE THREATS: STRATEGIES AND ILLUSTRATIVE RESULTS / PANDEMICS In 2014, partnered with Chiang Mai University to convene an Epihack in Thailand that gave life to Participatory One Health Disease Detection (PODD)—a platform and program enabling trained volunteers on the ground to report potential outbreaks easily with a mobile app. In its first four PANDEMICS months, volunteers reported more animal disease cases than had been reported in the entire province the prior year. Catalyzed the creation of the Ending Pandemics Collective (EPC), a group of philanthropic leaders
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