Philanthropy in the Arctic: Good Intentions or Good Works?

There may be no better phrase to describe the past century of southern intervention in the Canadian Arctic than the maxim “the road to hell is paved with good intentions.” As philanthropic, charitable, and non-governmental organizations seek to address development challenges in the region unmet or abandoned by the public sector, it is well worth asking whether their good intentions are redressing past injustices or perpetuating them.

Ideological and paternalistic

To be sure, the history is spotty. Ask Northerners what they think of when they think of outside charitable or non-governmental actors, and Greenpeace will probably come to mind. In 1976, Greenpeace Canada began a campaign to expose and end the commercial hunting of marine mammals, in particular the seal hunt. The campaign effectively destroyed the market for seal pelts, resulting in severe socio-economic ramifications for Indigenous and non-Indigenous hunters. It also vilified their traditions and livelihoods, casting them as murderers of innocent, cherubic seal pups.

Greenpeace apologized for their role in this debacle in1985 and adopted a policy in 2014 in support of Indigenous rights to a subsistence lifestyle and the right to sustainable development. But not everyone is ready to forgive and forget. Nunavut MP Leona Aglukkaq, in a 2014 speech to the Inuit Circumpolar Council, iterated that “these groups do not base these campaigns on facts or science, but instead on what they view to be a moral high ground. The ironic part is that from their moral high ground, they completely disregard the rights and traditions of entire groups of people.”

Actions speak louder than words. Many Arctic inhabitants are critical of Greenpeace’s popular #SavetheArctic campaign, which has been a boon to the organization’s fundraising efforts. But to the skeptical, the entire premise of #SavetheArctic implies, variously, that: a) the people of the Arctic need external actors to save them; b) the Arctic environment needs saving and the people don’t matter; and c) the people of the Arctic are either incapable or unwilling to protect their own environment. It can be galling.

Greenpeace is the most prominent, but certainly not the only, example of a Southern organization pursuing ideological ends at the expense, intended or not, of local interests. As new groups with philanthropic mandates have sought to engage in the Arctic, they may have been surprised and dismayed by the mistrust and suspicion they’ve been greeted with. But given recent history, it’s justified. Philanthropy in the Arctic seems too often to be motivated by either condescension or paternalism.

Free philanthropy school sets sights on nonprofit sector

In the first initiative of its kind globally, Saudi Arabia’s Al Dabbagh Group is seeking to tackle one of the biggest challenges facing non-government organisations (NGOs) globally: human capacity.

The group has set up Philanthropy University, a free online education platform aimed at supporting the NGO community worldwide. The university, which is receiving on average 1,000 sign ups per day, offers courses designed to build skills and knowledge to address NGOs’ most pressing needs and topics of interest.

“The initiative addresses a very urgent issue. The world is full of challenges, ranging from health to children, the environment; you name it, and this is a product of lack of adequate policies, governance, and a private sector lacking the will to address social concerns,” said Amr Al Dabbagh, chairman and CEO of Al Dabbagh Group.

“This massive vacuum has been filled by millions of NGOs supporting billions of people worldwide. They face the challenge of capacity and how they scale, measure their impact, and sustain their work and offering. Philanthropy University fills that vacuum and offers a global free online platform to support NGOs worldwide with their capacity building.”

The university offers courses on scalability, fundraising, capacity gap and strategic impact, among others. It has collaborated with UC Berkeley Haas and employed “the crème de la crème of faculty members” from different universities and institutions, said Al Dabbagh.

Among its faculty members is Paul Brest, who chairs the curriculum committee at Philanthropy University, is former president of the William and Flora Hewlett Foundation and is the Dean Emeritus at Stanford Law School. Brest is teaching a course titled Essentials of Non-Profit Strategy.

The courses, also known as MOOCs, or massive open online courses, start in September, with seven options to choose from. The university plans to add more each year, adjusting them to meet NGOs requirements. There is no cap on the number of enrollees.

“Our finish line is to impact NGOs supporting 100 million people by 2020,” said Al Dabbagh.

Participants have joined from more than 100 countries, with big representation from India, China, and Africa. Half of them between the age group of 24 and 34, and an equal split between female and male participation. The university is reaching out to homegrown NGOs that require assistance; however, any individual can sign up for the courses.

“We’ve been supporting local NGOs dealing with homegrown challenges and problems. We are bringing our value proposition and UC Berkeley Haas to the doorstep of local NGOs whether small, medium or large,” he said.

The Al Dabbagh Group is a family business operating under three principles – giving, earning and sustaining. Its UK-based Stars Foundation supports NGOs in countries with the highest under-five mortality rate, and helps disadvantaged children in areas of protection, education, health and WASH (water and sanitation).

Its initiatives include the annual Philanthropreneurship Forum, which debates the next generation of best practices in philanthropy.

On financing, Al Dabbagh said the group represented the founding investors, but will welcome other co-investors in the future. He declined to mention the size of the investment, but said it was significant.

“We are strategic philanthropists. We are not chequebook philanthropists. We like to talk about impact rather than how much the cheque value and the dollar sign are, and this is something that I have been advocating,” he said.

“We hear lots of talk about how much x, y and z are putting on the table in terms of endowments and donations, but very little talk about impact and how they are measuring the impact of their dollar.”

Al-Dabbagh Group, headquartered in Jeddah, was founded by former Saudi Minister of Agriculture Sheikh Abdullah Al-Dabbagh in 1962. It employs more than 13,000 people across 57 companies in more than 60 countries. It has business interests in areas of food, housing, petroleum, auto services and packaging. The family’s philosophy of giving started with the founder and has become part of its modus operandi.

“Since 1962 when my father started the family business, for every dollar we’ve been distributing as dividend, we matched it with a philanthropic dollar. This is a tradition that we have religiously followed over the last 50 years,” said Al Dabbagh.

“I think that’s what differentiates our giving from giving practices of other family businesses. The founder decided not to make an endowment and then for the next generation to not practice giving… He wanted every single member of the future generations to practice giving.”