Making Business Partnerships Work for you  Fiona Rawes, Heart of the City Burger Edwards, Cambridge House 14:00 – 15:30
What next? <ul><ul><ul><li>Fiona Rawes, Director, Heart of the City </li></ul></ul></ul><ul><ul><ul><li>Burger Edwards, Di...
Newcomers Contributors Workshops Mentoring Materials Signposting The Newcomers’   Programme Heart of the City Newcomer Pro...
What next? <ul><ul><ul><li>Who we are  </li></ul></ul></ul><ul><ul><ul><li>What are the preoccupations of businesses? </li...
1 2 3 4 5 I’ve had a  lot of  Experience Of 3 rd   Sector/ Corporate partnerships Who are you??? I’ve virtually no experie...
What next? <ul><ul><ul><li>Write down one adjective to describe your experience of corporate community partnerships </li><...
What next? <ul><ul><ul><li>“ a company's positive impact on society and the environment through  </li></ul></ul></ul><ul><...
What next? <ul><ul><ul><li>“ how business takes account of its economic, social and environmental impacts in the way it op...
What next? <ul><ul><ul><li>“ The UK Government approach is to encourage and incentivise the adoption of Corporate Responsi...
What we will cover in workshop 3 What is CR?
What we will cover in workshop 3 What is CCI?: the most visible aspect of CR?
What we will cover in workshop 3 Business benefits of CR Manage Risk –  Environmental Governance etc Recruit and retain ta...
What we will cover in workshop 3 What is CR?
CR cuts across a range of functions IT Human Resources Community affairs Government affairs Facilities  management Busines...
What does this mean? P olitical E conomic S ocial T echnological <ul><ul><li>Leadership is increasingly engaged in the CR ...
1 2 3 4 5 Right now, I’ve never been more optimistic about the role of CR in City life If I’m really honest, I wonder whet...
So what are Mike’s challenges within this context? IT Human Resources Community affairs Government affairs Facilities Busi...
What does this mean? P olitical E conomic S ocial T echnological <ul><ul><li>Leadership engagement </li></ul></ul><ul><ul>...
Understand the public policy agenda the company faces. How  <ul><ul><ul><li>Don’t underestimate their value; they may be e...
Get the right people you know asking the right people in the company for  the right type of support (not just money!). Top...
Understand the public policy agenda the company faces. How  <ul><ul><ul><li>Use the same language the business uses </li><...
Understand the public policy agenda the company faces. How  <ul><ul><ul><li>What can the company offer you beyond money? <...
Understand the public policy agenda the company faces. How  <ul><ul><ul><li>Businesses are interested in collaborations – ...
Understand the public policy agenda the company faces. How  <ul><ul><ul><li>Don’t underestimate the value of your local kn...
Understand the public policy agenda the company faces. How  <ul><ul><ul><li>Don’t spend a disproportionate amount of time ...
Understand the public policy agenda the company faces. How  <ul><ul><ul><li>Keep it pithy </li></ul></ul></ul><ul><li>4,00...
Understand the public policy agenda the company faces. How  <ul><ul><ul><li>Show how your work achieves impact (the compan...
<ul><li>On time </li></ul><ul><li>To budget </li></ul><ul><li>With the right impact </li></ul>Top Tip #10 – Deliver what y...
<ul><li>If you can’t report back beautifully, how can the business expect to? </li></ul>Top Tip #11 – report back beautifu...
Top Tip #12 – don’t be in too much of a rush <ul><li>Interest </li></ul><ul><li>Engagement </li></ul><ul><li>Commitment </...
Making business partnerships work for you.   Chain Reaction – Nov ‘09 Burger Edwards Director: Business and Finance
About Cambridge House……. <ul><li>Law Centre </li></ul><ul><li>Advocacy and Advice </li></ul><ul><li>LINk host </li></ul><u...
Our perspective……………. <ul><li>Longstanding relationship with Macfarlanes </li></ul><ul><li>Core business not property mana...
How did we get started?......... <ul><li>Heart of the City </li></ul><ul><li>City Action </li></ul><ul><li>“ Broker” is ke...
Why Broadgate Estates?................. <ul><li>Broadgate Estates </li></ul><ul><li>Property experts </li></ul><ul><li>Tru...
………………… the initial agreement. <ul><li>4 hours per month </li></ul><ul><ul><li>IT contract advise/guidance </li></ul></ul>...
Where are we at……………….. <ul><li>“ Leveraged” their supply chain </li></ul><ul><li>Part of their business </li></ul><ul><li...
Challenges………….. <ul><li>Engage leadership on both sides </li></ul><ul><ul><ul><li>Highest level of “buy-in” </li></ul></u...
Tips………………………………………. <ul><li>Not about “money” </li></ul><ul><li>Do your homework / research!  </li></ul><ul><li>Long term...
 
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Making Business Partnerships Work for You - Chain Reaction 2009

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  • Introduction – What HotC is - helping SME and larger companies within the Square mile set up CSR programmes - - but what is CSR????? Go on to explain using slides
  • What motivates businesses to get started Good understanding of SMEs What the pressures will be How Community Partners are best equipped to help Who else is key
  • Introduction – What HotC is - helping SME and larger companies within the Square mile set up CSR programmes - - but what is CSR????? Go on to explain using slides
  • A downturn is unlikely to negatively impact companies current CR commitments given that they have spent a lot of money building trust – and will be unwilling to lose their established competitive edge CSR projects with no obvious benefit for the business may be dropped but companies with integrated CSR are unlikely to change
  • Introduction – What HotC is - helping SME and larger companies within the Square mile set up CSR programmes - - but what is CSR????? Go on to explain using slides
  • Introduction – What HotC is - helping SME and larger companies within the Square mile set up CSR programmes - - but what is CSR????? Go on to explain using slides
  • Quickly go through slide – Questions companies should ask themselves – as many will already be doing this but no co-ordination. – That’s where we come in.
  • The areas that fall into CSR – some you will be familiar with and some not. Some engage across the board some concentrate on particular area.
  • Not just about doing good – senior managers will want to know what is in it for us? Many now can’t afford not to enter into CSR.
  • Quickly go through slide – Questions companies should ask themselves – as many will already be doing this but no co-ordination. – That’s where we come in.
  • So what does this mean Scene setting – need to prune this slide as some not relevant to this presentation – More about how CSR has become important in terms of positioning, government, staff – graduates particularly for larger firms – expect it and will ask about it at interview. Smaller firms also involved just don’t talk about it in the same terms.
  • A downturn is unlikely to negatively impact companies current CR commitments given that they have spent a lot of money building trust – and will be unwilling to lose their established competitive edge CSR projects with no obvious benefit for the business may be dropped but companies with integrated CSR are unlikely to change
  • So what does this mean Scene setting – need to prune this slide as some not relevant to this presentation – More about how CSR has become important in terms of positioning, government, staff – graduates particularly for larger firms – expect it and will ask about it at interview. Smaller firms also involved just don’t talk about it in the same terms.
  • Introduction – only a few seconds
  • Max time 2 minutes Delivering services to: Only to give a feeling of the organisation Importance - the LANDLORD We looked at the needs of the organisation not the users/ beneficiaries per se.
  • Max time 2 – 3 minutes Long relationship. Debt advice service Property matters solicitor. Annual cheque – that’s it. BE own perspective……get the best to do it! Get the best to make your business their business! Might be a word or two about the personal experience.
  • Absolutely crucial – BROKER role!
  • Research! research! research! Pitched for Broadgate Estates. Look at the match. Hard not to get involved.
  • Burger 2 minutes How good the Broadgate Estates – Cambridge House match is. The CH challenge for Broadgate Estate staff and the relevance of their experience What CH can bring to the table – camp site, branding, 14 London boroughs, personal skills development.
  • Burger 2 minutes How good the Broadgate Estates – Cambridge House match is. The CH challenge for Broadgate Estate staff and the relevance of their experience What CH can bring to the table – camp site, branding, 14 London boroughs, personal skills development.
  • Making Business Partnerships Work for You - Chain Reaction 2009

    1. 2. Making Business Partnerships Work for you Fiona Rawes, Heart of the City Burger Edwards, Cambridge House 14:00 – 15:30
    2. 3. What next? <ul><ul><ul><li>Fiona Rawes, Director, Heart of the City </li></ul></ul></ul><ul><ul><ul><li>Burger Edwards, Director of Business Planning, Cambridge House </li></ul></ul></ul>7 Making business partnerships work for you
    3. 4. Newcomers Contributors Workshops Mentoring Materials Signposting The Newcomers’ Programme Heart of the City Newcomer Programme
    4. 5. What next? <ul><ul><ul><li>Who we are </li></ul></ul></ul><ul><ul><ul><li>What are the preoccupations of businesses? </li></ul></ul></ul><ul><ul><ul><li>Where does this leave you? </li></ul></ul></ul><ul><ul><ul><li>Practical case study – Cambridge House </li></ul></ul></ul><ul><ul><ul><li>Top tips – Heart of the City </li></ul></ul></ul>7 Plans for this session
    5. 6. 1 2 3 4 5 I’ve had a lot of Experience Of 3 rd Sector/ Corporate partnerships Who are you??? I’ve virtually no experience of 3 rd Sector/ Corporate partnerships
    6. 7. What next? <ul><ul><ul><li>Write down one adjective to describe your experience of corporate community partnerships </li></ul></ul></ul>7 Who are you???
    7. 8. What next? <ul><ul><ul><li>“ a company's positive impact on society and the environment through </li></ul></ul></ul><ul><ul><ul><li>its operations, products or services and through </li></ul></ul></ul><ul><ul><ul><li>its interaction with key stakeholders such as employees, customers, investors and suppliers ” </li></ul></ul></ul><ul><ul><ul><li>Business in the Community: www.bitc.org.uk </li></ul></ul></ul>7 What is CSR??
    8. 9. What next? <ul><ul><ul><li>“ how business takes account of its economic, social and environmental impacts in the way it operates – maximising the benefits and minimising the downsides.” </li></ul></ul></ul><ul><ul><ul><li>“ specifically…… </li></ul></ul></ul><ul><ul><ul><li>the voluntary actions that business can take, over and above compliance with minimum legal requirements, to address both its own competitive interests and the interests of wider society .” </li></ul></ul></ul><ul><ul><ul><li>(csr.gov.uk) </li></ul></ul></ul><ul><ul><ul><li>See also: www.smallbusinessjourney.com for good definitions </li></ul></ul></ul>7 What is CR??
    9. 10. What next? <ul><ul><ul><li>“ The UK Government approach is to encourage and incentivise the adoption of Corporate Responsibility, through best practice guidance, and where appropriate, regulation and fiscal incentives. </li></ul></ul></ul><ul><ul><ul><li>Specifically, we see CR as the voluntary actions that business can take, over and above compliance with minimum legal requirements, to address both its own competitive interests and the interests of wider society.” </li></ul></ul></ul><ul><ul><ul><li>(BIS website) </li></ul></ul></ul>7 What is Corporate Responsibility?
    10. 11. What we will cover in workshop 3 What is CR?
    11. 12. What we will cover in workshop 3 What is CCI?: the most visible aspect of CR?
    12. 13. What we will cover in workshop 3 Business benefits of CR Manage Risk – Environmental Governance etc Recruit and retain talented staff Win business Enhance your reputation Develop the skills of your staff at all levels
    13. 14. What we will cover in workshop 3 What is CR?
    14. 15. CR cuts across a range of functions IT Human Resources Community affairs Government affairs Facilities management Business Operations Marketing & Comms CR cuts across a range of functions
    15. 16. What does this mean? P olitical E conomic S ocial T echnological <ul><ul><li>Leadership is increasingly engaged in the CR agenda </li></ul></ul><ul><ul><li>CR function reports into senior leaders </li></ul></ul><ul><ul><li>More pressure to report social and environmental systems and management </li></ul></ul><ul><ul><li>More adept at setting criteria re what will and won’t support </li></ul></ul><ul><ul><li>More pressure to demonstrate business case for engagement </li></ul></ul>CR is increasingly professionalised
    16. 17. 1 2 3 4 5 Right now, I’ve never been more optimistic about the role of CR in City life If I’m really honest, I wonder whether this City CR community will still be here in 2 years time What about the recession?
    17. 18. So what are Mike’s challenges within this context? IT Human Resources Community affairs Government affairs Facilities Business Operations Marketing & Comms So what might be Mike’s challenges be within this context?
    18. 19. What does this mean? P olitical E conomic S ocial T echnological <ul><ul><li>Leadership engagement </li></ul></ul><ul><ul><li>Securing middle management buy-in </li></ul></ul><ul><ul><li>Maintaining momentum </li></ul></ul><ul><ul><li>Linking up across functions </li></ul></ul><ul><ul><li>Reporting effectively </li></ul></ul><ul><ul><li>Selling business case at all stages </li></ul></ul>The CR Manager’s challenges
    19. 20. Understand the public policy agenda the company faces. How <ul><ul><ul><li>Don’t underestimate their value; they may be easier to access and have fewer established relationships </li></ul></ul></ul>Top Tip #1 – Smaller and newer businesses
    20. 21. Get the right people you know asking the right people in the company for the right type of support (not just money!). Top Tip #2 – Map your route into the company
    21. 22. Understand the public policy agenda the company faces. How <ul><ul><ul><li>Use the same language the business uses </li></ul></ul></ul><ul><ul><ul><li>Make a clear fit between its criteria for engagement and what you have to offer </li></ul></ul></ul>Top Tip #3 – show you’ve done your research
    22. 23. Understand the public policy agenda the company faces. How <ul><ul><ul><li>What can the company offer you beyond money? </li></ul></ul></ul><ul><ul><ul><li>Products </li></ul></ul></ul><ul><ul><ul><li>Resources </li></ul></ul></ul><ul><ul><ul><li>Skills </li></ul></ul></ul><ul><ul><ul><li>Communications Channels? </li></ul></ul></ul><ul><li>Develop a menu which accommodates as many of these as possible </li></ul>Top Tip # 4 : develop a menu
    23. 24. Understand the public policy agenda the company faces. How <ul><ul><ul><li>Businesses are interested in collaborations – particularly with their clients and suppliers </li></ul></ul></ul>Top Tip #5 – Show who else you are working with
    24. 25. Understand the public policy agenda the company faces. How <ul><ul><ul><li>Don’t underestimate the value of your local knowledge </li></ul></ul></ul><ul><ul><ul><li>short cuts around key local issues </li></ul></ul></ul><ul><ul><ul><li>access to key local players </li></ul></ul></ul>Top Tip #6 – Local knowledge
    25. 26. Understand the public policy agenda the company faces. How <ul><ul><ul><li>Don’t spend a disproportionate amount of time talking about the need for your services </li></ul></ul></ul>Top Tip #7 – Balance your pitch appropriately
    26. 27. Understand the public policy agenda the company faces. How <ul><ul><ul><li>Keep it pithy </li></ul></ul></ul><ul><li>4,000 children call ChildLine each day, but lack of funds means that only 1,800 can get through. For barely more than the cost of one pint of beer a month, you can help us towards our goal of answering every child in need, the first time they call.” </li></ul>Top Tip #8 – The NEED
    27. 28. Understand the public policy agenda the company faces. How <ul><ul><ul><li>Show how your work achieves impact (the company will want to show how it has played its part in this) </li></ul></ul></ul><ul><ul><ul><li>Think about : </li></ul></ul></ul><ul><ul><ul><li>- social impacts (lives changed) </li></ul></ul></ul><ul><ul><ul><li>- economic impacts (savings made to the economy as a result of your collaboration) </li></ul></ul></ul><ul><ul><ul><li>Leverage </li></ul></ul></ul>Top Tip #9 - impact
    28. 29. <ul><li>On time </li></ul><ul><li>To budget </li></ul><ul><li>With the right impact </li></ul>Top Tip #10 – Deliver what you’ve promised
    29. 30. <ul><li>If you can’t report back beautifully, how can the business expect to? </li></ul>Top Tip #11 – report back beautifully
    30. 31. Top Tip #12 – don’t be in too much of a rush <ul><li>Interest </li></ul><ul><li>Engagement </li></ul><ul><li>Commitment </li></ul>
    31. 32. Making business partnerships work for you. Chain Reaction – Nov ‘09 Burger Edwards Director: Business and Finance
    32. 33. About Cambridge House……. <ul><li>Law Centre </li></ul><ul><li>Advocacy and Advice </li></ul><ul><li>LINk host </li></ul><ul><li>Nursery </li></ul><ul><li>Community Development </li></ul><ul><li>Young People </li></ul><ul><li>Learning Disabilities </li></ul><ul><li>Community Resource Centre </li></ul><ul><li>Landlord……………………….. </li></ul>
    33. 34. Our perspective……………. <ul><li>Longstanding relationship with Macfarlanes </li></ul><ul><li>Core business not property management </li></ul><ul><li>Buildings in desperate need of repair </li></ul><ul><li>Once repaired – still no skills / knowledge </li></ul><ul><li>Suspicion of Trustees and staff </li></ul><ul><li>Future options </li></ul><ul><li>My perspective…........................................ </li></ul><ul><li>...............................get the “best person” for the job </li></ul>
    34. 35. How did we get started?......... <ul><li>Heart of the City </li></ul><ul><li>City Action </li></ul><ul><li>“ Broker” is key! </li></ul><ul><li>Cambridge House – Needs reflected BEL main core business: </li></ul><ul><ul><ul><li>based in a number of terraced Georgian properties - in need of major repair </li></ul></ul></ul><ul><ul><ul><li>require health and safety training, IT and financial expertise </li></ul></ul></ul><ul><ul><ul><li>landlord advice due to a number of tenants residing in the properties. </li></ul></ul></ul><ul><li>Opportunity to use property management skills for social good </li></ul>
    35. 36. Why Broadgate Estates?................. <ul><li>Broadgate Estates </li></ul><ul><li>Property experts </li></ul><ul><li>True landlord </li></ul><ul><li>Managing buildings is their forte </li></ul><ul><li>Building security experts </li></ul><ul><li>ITC skilled people on staff </li></ul><ul><li>New buildings </li></ul><ul><li>Employ people from deprived areas </li></ul><ul><li>Manages £90m in building maintenance and management </li></ul><ul><li>The building experts </li></ul><ul><li>Project management stage involvement </li></ul><ul><li>Best practice </li></ul><ul><li>Economies of scale </li></ul><ul><li>Cambridge House </li></ul><ul><li>No property skills </li></ul><ul><li>Crap landlord </li></ul><ul><li>Less competent in managing buildings </li></ul><ul><li>Building security illiterate </li></ul><ul><li>ITC skills almost non-existent </li></ul><ul><li>Old buildings </li></ul><ul><li>Serve people in deprived areas </li></ul><ul><li>Largest spend in its 120 year existence </li></ul><ul><li>No building experience </li></ul><ul><li>No building project experience </li></ul>
    36. 37. ………………… the initial agreement. <ul><li>4 hours per month </li></ul><ul><ul><li>IT contract advise/guidance </li></ul></ul><ul><ul><li>Property Security Audit </li></ul></ul><ul><ul><li>Health & Safety Training course (IOSH) </li></ul></ul><ul><ul><li>List of free events at More London </li></ul></ul>
    37. 38. Where are we at……………….. <ul><li>“ Leveraged” their supply chain </li></ul><ul><li>Part of their business </li></ul><ul><li>IT support contract </li></ul><ul><li>Cleaning contract procurement </li></ul><ul><li>HR software package </li></ul><ul><li>Key holding service </li></ul><ul><li>Property security </li></ul><ul><li>Total monetary value in excess of £ 200k </li></ul>
    38. 39. Challenges………….. <ul><li>Engage leadership on both sides </li></ul><ul><ul><ul><li>Highest level of “buy-in” </li></ul></ul></ul><ul><ul><ul><li>MD and CEO keep contact </li></ul></ul></ul><ul><ul><ul><li>CEO addressed Board </li></ul></ul></ul><ul><ul><ul><li>MD addressed Trustees </li></ul></ul></ul><ul><li>Regular meetings and updates </li></ul><ul><ul><ul><li>CSR Champions </li></ul></ul></ul><ul><ul><ul><li>Progress </li></ul></ul></ul><ul><ul><ul><li>Wishes </li></ul></ul></ul><ul><ul><ul><li>Expectations </li></ul></ul></ul><ul><ul><ul><li>Possibilities </li></ul></ul></ul><ul><li>Other staff members involved </li></ul><ul><ul><ul><li>Challenging in itself </li></ul></ul></ul><ul><ul><ul><li>Matching of skills </li></ul></ul></ul><ul><ul><ul><li>Understanding of involvement </li></ul></ul></ul><ul><ul><ul><li>Long term involvement guaranteed </li></ul></ul></ul>
    39. 40. Tips………………………………………. <ul><li>Not about “money” </li></ul><ul><li>Do your homework / research! </li></ul><ul><li>Long term relationship </li></ul><ul><li>Honesty </li></ul><ul><li>Equal partners </li></ul><ul><li>Champion in each organisation </li></ul><ul><li>Don’t rush </li></ul><ul><li>Be clever </li></ul><ul><li>Match available skills with skills needed! </li></ul>

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