Date post: | 22-Nov-2014 |
Category: |
Business |
Upload: | blackbaud-pacific |
View: | 842 times |
Download: | 0 times |
CHANGING TRENDS IN BUSINESS
AND COMMUNITY PARTNERSHIPS
Annette Hoskisson , August 2013
Resourceful Communities Services
Develop Strategic Business and Community
Partnerships
Outcomes based measurement frameworks and
training
Independent evaluation of partnerships
Social Return on Investment Analysis - SROI
What will be covered in this webinar
Changing trends in Business-NFP partnerships
Opportunities for cross-sector collaboration
What business’ are looking for in a partnership
Common mistakes made by NFP’s when partnering
with business
How NFP’s should manage the partnership
relationship
How NFP’s can leverage the relationship
Definition of a Business and Community
Partnership
“ One or more businesses and one or more community
organisations, having common goals, agree to work
together to share and leverage the strengths,
resources, talents and knowledge in ways that benefit
both business and the community”.
Business and Community Partnerships in
Australia
20% of businesses in
Australia engage in
partnerships with a NFP
80% of NFP’s partner
with government
60% NFP’s partner with
other NFP organisations
50% NFP’s partner
with business
Changing trends in business and
Community Partnerships
Many businesses have moved away from a
concept of philanthropy “cheque over the
fence’ giving” .
Focus on a business case for partnering and
strategic community investment
Linked to strategy of larger public companies
Higher expectations of partnerships
Advantages of Business and Community
Partnerships
Business
Business can
demonstrate
Corporate Social
Responsibility (CSR)
Improved staff morale
Enhance public profile
NFP’s
Improved access to
finances, knowledge,
people
Corporate support
confidence in
organisation
Increased innovation
Three Stages of Business and
Community Collaboration
The Partnership Continuum
Philanthropic Transactional Integrative
Donations of money or
goods
Level of engagement low
Cause often peripheral to
business
Little or no staff
involvement
Infrequent interaction
Little strategic value for
either party
Greater resources, e.g.
employee volunteering ,
money skills, time
Moderate engagement
Greater linkage - specific
project
Some staff involvement
Greater interaction
Value for both parties
Greater resources, e.g.
Money skills expertise
High engagement
Significant
alignment/alliances
Some staff involvement
High interaction
Aligned to Strategies
The Smith Family Example
Description of Partnership What's provided Future Direction
BASF – Chemical Company
BASF have a global
commitment to sustainability
Wanted to create long
term relationships with a
few organisations
Naming rights for BASF
Science for Life Program
Financial support for 15
Science for Life Scholarship
Philanthropic moving to
Transactional
Employee volunteering
Graduates employed by
BASF
AMP Foundation Capacity Building –
Investment in Youth
Employment and Training
Growth capital for Learning
for Life Program
Integrative – high dollars,
high levels of engagement
Both parties need to be clear about what
they want out of the partnering relationship
Common Ground,
Shared Vision and
Values
What is each party
prepared to commit?
Is it a short or long
term investment?
Conservation Volunteers Partnerships
Managers volunteers to
work on conservation
projects
Focus on real measured
outcomes
Relevance to partner
Participation
Australian Red Cross Partnerships
Develops partnerships,
sponsorships, donations
and cause marketing
Seeks to develop long
term strategic
partnerships
Pool resources to help
vulnerable communities
Coles has varied local and national
partnerships
How can you identify potential business
partners
Look to partner with organisations whose values/mission meets your values and mission
Through current networks and board members
Knowing which businesses operate in your local area
Review media to identify prospective partners
Opportunities for cross sector
collaboration
Help solve a problem, leverage resources,
advocate, CSR – mandated that will invest back into
Community Development
Bill and Melinda Gates Foundation - Polio Eradication
Chevron Earbus Program – Middle Ear Health
BHP Billiton – Malaria and HIV Eradication
Collective Impact Approach becoming
considered more in Australia
“ Collective Impact is a cross-sectoral approach to
tackling complex, systemic social challenges. It
recognises that one organisation, sector, or
government working in isolation cannot solve
complex social issues alone and that large-scale
social change requires broad cross-sector
collaboration and coordination.”
Earbus Project - Outcomes and Impact
What business are looking for from
NFP/community partnerships
Looking to work collaboratively to solve a problem
- Integrated Partnering
Brand alignment
Service provision
Work with a professional organisation that has the
capacity and resources to deliver
Common mistakes made by partnering
organisations
Don't appreciate they are in a commercial
relationship - strategic outcome required for
investment
Do not have internal capacity/resources to mange
the relationship effectively
Become too dependent on business funding
Activity and outputs focused not outcomes focused
Not measuring and reporting on outcomes
How NGO’s can leverage relationship
Having business partners breeds confidence – may
attract more funding
Can link into corporate networks/suppliers to get
behind project or cause
Employee Matched Giving Programs
Things other than money – resources, expertise
Enter Community/Business Awards
Top 5 Tips for managing the
partnership relationship
1. Treat as business relationship - Develop contracts and MOU’s, KPI’s, Outcomes
2. Use your existing network and contacts e.g. board members for initial introductions - Present to Senior Management where possible
3. Research your organisation targeting – know their business drivers, vision, values
4. Don't wait till end of agreement to renegotiate.
5. Don't think too small - ask for the money you need, rather than what you think the business will give
For Free Report on Business and
Community Partnerships
Contact:
www.resourcefulcommunities.com.au
Telephone: 1300 296 672