Developing NGO Partnerships in China

How to Develop an NGO Partnership in China

Develop long term capacity within the various actors (NGO, MNC, academic, gov’t, and citizen) to create stable/ sustainable solutions
Provide a platform where civil sector professionals can share best practices
Conduct research, study problems, assess program, & create partnerships
Work with social entrepreneurs and NGO leaders to develop capacity
On campus research, develop student leaders, clubs, mentorships, internships
Established in 2004, Hands On China’s mission is connecting people – both locals and foreigners in Shanghai who want to become involved as volunteers in community activities with local charities who need assistance.
Coordinates volunteer opportunities for active professionals, according to their availability and personal interests
Support project partners with direct donations, fundraising planning and execution, community project design/implementation
Design and manage a variety of community relations programs for private sector partners in Shanghai – CorpWorks!
About Me www.collectiveresponsibility.org
Developed the project based class Sustainability and Responsible Leadership
To institutionally support society by leveraging its students, faculty, alumni
Improve student awareness of the social and environmental challenges in China
Teams will conduct research, develop external partner, & present business plan

Organizational Trends
Globalized Programming:
Era of centralized / disengaged programming:
Partnerships chosen at global level
Partnerships reflected global issues of interest
Little local ownership
Programs that were chosen were at a global level and, regardless of program effectiveness, isolated local offices from programs.
Localized Programming
Era of decentralized/ engaged programming:
Entrance of locally chosen program partners
Alignment of issues at the regional level that tie to global level
High local ownership / engagement
Global firms (and their foundations) began developing capacity internally to locally source project partners as a means to create more stable programs that have greater buy in locally
www.collectiveresponsibility.org Global HQ International NGO China HQ BU China Foundation BU BU BU Program Partner Program Partner Program Partner Global Corning BU BU BU BU Local Organization Local Partner Local Partner Local Partner China HQ

Local Trends
Pre 5.12 Giving:
Era of Philanthropy on Demand :
Quid Pro Quo Giving
Holiday giving
Clear rules about giving: How much to give, who to give it to, when, who would be in attendance, and which camera to smile at
Post 5.12 Giving
Era of Engaged Philanthropy :
Citizen involvement embraced
Accountability and transparency required
Rules about giving had changed as the expectations surrounding philanthropy had changed
www.collectiveresponsibility.org

Changing Partnerships www.collectiveresponsibility.org

Corporate Barriers to Impact
Developing strategy
Firms are still having a hard time developing a clear strategy
Product of China’s changing economic importance/ strategy
Dynamics of environment
Increased scrutiny/ pressure from externals
Changing role of the media
Abundance of Choice
The range of NGOs that can be partnered with has growth, but many NGOs are largely unknown or untested
Lingering traditions that complicate processes and reduce visibility
Localization of programming
Firms are having to build capacity internally in China to develop and manage partnerships
CSR managers come from PR/ HR backgrounds
Developing partnerships
Developing something “real” vs. ending up another logo on wall
6) Regulatory environment
Will the charity law ever be passed???

Partner Barriers to Impact
Internal Barriers
Organizational focus
Program instability
Knowledge base
Overcoming idealism
Program management capacity
Fundraising / operating costs
Marketing & communications
Transparency
External Barriers
Programs Acquisition
Partner Acquisition
Government relations/ licensing
Branding / program size
Stable funding
Organizational support
Fundraise Fundraise Spend Spend Spend www.collectiveresponsibility.org

Having an Impact
Move past awareness to knowledge
Understand the issues that are important to key stakeholders (government, employee, and citizen)
Understand the role that your firm plays as a stakeholder within the community within that issue.
Develop a focus around a clear strategy
Align focus and strategy around a single topic, or a few topics (at most), and develop a strategy that will lead to the highest measure of impact.
Align segmented (international, national and grassroots) programs and partnerships
Identify, and work with, partners who align with strategy and have greatest opportunity for impact
Longer term programming is preferred
Equitable financial arrangements that keep partner engaged
Look beyond the donation. Look for depth of partnerships
NGOs need more than money.
Corporations have more to give than money
Stop Trying to Compete. Engage
Look to develop programs (innovative or not) that work
Good programs will brand themselves

Good Programs Brand Themselves
Programs don’t have to be sexy
Programs don’t have to be innovative
Programs don’t have to win awards
Need to align core values
Need to be long term
Need to be communicated effectively

“ In the end, environmental, social and economic sustainability cannot be separated. A sustainable planet must include a sustainable human civilization – resilient human systems that respect the complicated relationships among poverty, human rights, economic development, environmental health, and human success” - Institute for the Future, 2008
Richard Brubaker
Founder and Managing Director, Collective Responsibility
Founder and Executive Volunteer, HandsOn China
Adjunct Professor, Sustainability and Responsible Leadership, CEIBS
[email_address]

Developing NGO Partnerships in China

by Collective Responsibility on Nov 18, 2010

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Developing NGO Partnerships in China — Presentation Transcript