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Developing effective partnerships with the corporate sector with Annette Hoskisson

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In this webinar Annette Hoskisson, Director of Resourceful Communities Consulting and Business, and a community partnership specialist discusses how you can develop your business partners into …

In this webinar Annette Hoskisson, Director of Resourceful Communities Consulting and Business, and a community partnership specialist discusses how you can develop your business partners into life-long financial supporters and advocates for your cause.
To view this webinar recording please visit: https://www.blackbaud.com.au/notforprofit-events/webinars/past

Published in: Business, Economy & Finance

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  • 1. CHANGING TRENDS IN BUSINESS AND COMMUNITY PARTNERSHIPS Annette Hoskisson , August 2013
  • 2. 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
  • 3. 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
  • 4. 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”.
  • 5. 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
  • 6. 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
  • 7. 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
  • 8. Three Stages of Business and Community Collaboration
  • 9. 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
  • 10. 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
  • 11. 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?
  • 12. Conservation Volunteers Partnerships  Managers volunteers to work on conservation projects  Focus on real measured outcomes  Relevance to partner  Participation
  • 13. Australian Red Cross Partnerships  Develops partnerships, sponsorships, donations and cause marketing  Seeks to develop long term strategic partnerships  Pool resources to help vulnerable communities
  • 14. Coles has varied local and national partnerships
  • 15. 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
  • 16. 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
  • 17. 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.”
  • 18. Earbus Project - Outcomes and Impact
  • 19. 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
  • 20. 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
  • 21. 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
  • 22. 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
  • 23. For Free Report on Business and Community Partnerships Contact: annette@resourcefulcommunities.com.au www.resourcefulcommunities.com.au Telephone: 1300 296 672