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How corporations and NGOs can contribute to successful partnerships
THE OBJECTIVES
•How not why
•CSR v PR
•The Business Case
•To assist communication with business
•To help maximize value from business partnership opportunities.
ISSUES AND CHALLENGES
•The boundaries of responsibility
•Beyond compliance
•Setting and meeting standards
•Building trust and confidence
•Governance and corruption
•Local economic development
•Social inclusion
•Environmental protection
•Emerging population issues
•Making partnerships work
DEFINING ‘PARTNERSHIP’
•“An association between people in business where the risks and benefits are shared”
•“A relationship between people (as in marriage, games-playing and dancing)”
What Works
•Business Imperative : The Business Case
•Transparency
•Shared vision, goal and objectives
•Partnership
•Understanding of ‘others’ perspective
•Understanding of reality what works
•Adaptability and adoptability
What does not Work
•Arrogance
•Contractor –contractee relationship
•No match with core objectives of both the NGO and the Corporate
•Too much of turbulence in the external environment
Some Successful examples
•Project Shakti
•Daimler Chrysler
•One world and British Telecom
•Microsoft and CAP foundation
Art Director
I have 7 years of total experience.
5 years of experience in Branding & advertising field with 2 years of experience as an Advertising Art Director
Making the Right Career Move by The Dahill Group
http://www.thedahillgroup.com | Please visit our website to download.
Today’s fast-paced energy industry presents a world of career opportunities for the ambitious professional, however; highly-coveted positions come with great competition. So, how does one position oneself to compete in such a dynamic and evolving environment? In her presentation, industry-insider, Founder and CEO, Elizabeth Dahill taps into her extensive energy experience to discuss what skills, attributes and undertakings are needed to find the next great career move.
Recommended
How corporations and NGOs can contribute to successful partnerships
THE OBJECTIVES
•How not why
•CSR v PR
•The Business Case
•To assist communication with business
•To help maximize value from business partnership opportunities.
ISSUES AND CHALLENGES
•The boundaries of responsibility
•Beyond compliance
•Setting and meeting standards
•Building trust and confidence
•Governance and corruption
•Local economic development
•Social inclusion
•Environmental protection
•Emerging population issues
•Making partnerships work
DEFINING ‘PARTNERSHIP’
•“An association between people in business where the risks and benefits are shared”
•“A relationship between people (as in marriage, games-playing and dancing)”
What Works
•Business Imperative : The Business Case
•Transparency
•Shared vision, goal and objectives
•Partnership
•Understanding of ‘others’ perspective
•Understanding of reality what works
•Adaptability and adoptability
What does not Work
•Arrogance
•Contractor –contractee relationship
•No match with core objectives of both the NGO and the Corporate
•Too much of turbulence in the external environment
Some Successful examples
•Project Shakti
•Daimler Chrysler
•One world and British Telecom
•Microsoft and CAP foundation
Art Director
I have 7 years of total experience.
5 years of experience in Branding & advertising field with 2 years of experience as an Advertising Art Director
Making the Right Career Move by The Dahill Group
http://www.thedahillgroup.com | Please visit our website to download.
Today’s fast-paced energy industry presents a world of career opportunities for the ambitious professional, however; highly-coveted positions come with great competition. So, how does one position oneself to compete in such a dynamic and evolving environment? In her presentation, industry-insider, Founder and CEO, Elizabeth Dahill taps into her extensive energy experience to discuss what skills, attributes and undertakings are needed to find the next great career move.
Pair conjunction
Paired conjunctions are often used in both spoken and written English to make a point, give an explanation, or discuss alternatives
Journey of fundraising
Afundraisingstrategyisaplanthatsetsoutthefundingneedforanorganization,projectorevent,alongsidetheidentifiedactions,timescalesandpossiblefundingresourcestomeetthisneed.
Why develop a fundraising strategy?
Itiscommonlyrecognizedthatbetterplanninghelpstoavoidwastedtimeandresources.Thedevelopmentofafundraisingstrategyshouldenablethepeopleinanorganizationtoensurethat:
•Thereisasharedunderstandingoftheaimsandprioritiesfortheorganization
•Theagreedprioritiesarea‘goodfit’withwhattheorganizationissetuptodo
•Theagreedprioritiesaresetclearlykeepinginscopeandcompetitions
•Setsouthowthoseprioritiesaregoingtoberealized
How would a strategy help in implementation?
Thisisincreasinglyimportantatatimewhenthereisuncertaintyaboutfunding;awelldevelopedfundraisingstrategywillhelpto:
•Provideclarityabouttheorganization'saims/priorities
•Ensurethattheprioritiesarerealisticandachievable
•Ensurebettertargetingoffunders
•Ensurethehighestpossibilityoffundingsuccess
•Encourageasharedresponsibilityforfundraising
•Strategyisaclearmonitoringframework
•Clearlydefinestheexpectationsandroles
Steps while writing a Fundraising Strategy
•Revieworganization'scurrentfundingsources
•Revieworganization'saimsandpriorities
•Determineorganizationalfundingneeds
•KnowtheFundraisinggoalandobjectives
•Whoallcangive;anddecideonhowtoreachthem
•Whowillraisefunds?
•Planorganization's/project’sfinancesforsupportingfundraisingandforwhatspan
•What'sthetarget/timeline/activityplan
•DoaSWOTfortheorganizationtohaveclearperspective
Things you must include in the strategy
•A case statement for the organization to get active in fundraising
•Competition
•Define the needs; products/projects/activities/campaign etc.
•Identification of Prospects
•Tactics and Channel Selection
•Identify Income Targets
•Budget-Expenditure and Income Projection
•Calendar
•Staffing
•Information Management
•Policies & Procedures
•Risks involved
Coming together of Strategy and Implementation
•Regularly review the strategy
•Build strategy up‐dates into monthly/quarterly meetings
•Identify key milestones for the plan to measure progress
•Circulate the plan to new team members; they can add new dimension to the existing plans.
What resources are needed to develop a fundraising strategy?
•People ‐Committee members/staff
•Dedicate Time
•Plan a timetable for completion before the process begins
•Commitment to the process and belief
•A nominated person/s to guide the group through the exercises or an external facilitator
•A nominated person/s to collate the section write ups and finalize the plan which will form the basis of the strategy
•The guide will only be as useful as the information which is put into it
Creating a fundraising strategy
What is a fundraising strategy?
A plan that
•Sets out organizational funding needs
•Identifies actions, timescales, resources to meet this need.
A Strategy is a long term plan of action designed to achieve a particular funding goal.
Why create one?
•Sustainability
•New sources
•Diverse funding base
•More income
Who Needs to Be Involved in the Planning Process?
•Leadership –planning
–Board(s) and Staff
•Stakeholders –as part of community survey
–Government
–Private
•Donor-Investors –community survey, planning
–Individuals, foundations, corporations
•Constituents –community survey, planning
–Customers, community
Context for fundraising
1.Case for Support
2.Funding Need
3.Scenario Planning
4.Internal Bridges & Barriers
5.Competitors
6.Audiences
Key Stages in Developing a Strategy
•Clarify organisational goals/needs
•Analysis –where are we?
•Generating ideas
•Choosing what to focus on
•Planning and resourcing
•Monitoring
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Sustainability: Balancing the Environment, Equity & Economy
[Note: This is a partial preview. To download this presentation, visit:
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Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
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1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
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2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
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Afundraisingstrategyisaplanthatsetsoutthefundingneedforanorganization,projectorevent,alongsidetheidentifiedactions,timescalesandpossiblefundingresourcestomeetthisneed.
Why develop a fundraising strategy?
Itiscommonlyrecognizedthatbetterplanninghelpstoavoidwastedtimeandresources.Thedevelopmentofafundraisingstrategyshouldenablethepeopleinanorganizationtoensurethat:
•Thereisasharedunderstandingoftheaimsandprioritiesfortheorganization
•Theagreedprioritiesarea‘goodfit’withwhattheorganizationissetuptodo
•Theagreedprioritiesaresetclearlykeepinginscopeandcompetitions
•Setsouthowthoseprioritiesaregoingtoberealized
How would a strategy help in implementation?
Thisisincreasinglyimportantatatimewhenthereisuncertaintyaboutfunding;awelldevelopedfundraisingstrategywillhelpto:
•Provideclarityabouttheorganization'saims/priorities
•Ensurethattheprioritiesarerealisticandachievable
•Ensurebettertargetingoffunders
•Ensurethehighestpossibilityoffundingsuccess
•Encourageasharedresponsibilityforfundraising
•Strategyisaclearmonitoringframework
•Clearlydefinestheexpectationsandroles
Steps while writing a Fundraising Strategy
•Revieworganization'scurrentfundingsources
•Revieworganization'saimsandpriorities
•Determineorganizationalfundingneeds
•KnowtheFundraisinggoalandobjectives
•Whoallcangive;anddecideonhowtoreachthem
•Whowillraisefunds?
•Planorganization's/project’sfinancesforsupportingfundraisingandforwhatspan
•What'sthetarget/timeline/activityplan
•DoaSWOTfortheorganizationtohaveclearperspective
Things you must include in the strategy
•A case statement for the organization to get active in fundraising
•Competition
•Define the needs; products/projects/activities/campaign etc.
•Identification of Prospects
•Tactics and Channel Selection
•Identify Income Targets
•Budget-Expenditure and Income Projection
•Calendar
•Staffing
•Information Management
•Policies & Procedures
•Risks involved
Coming together of Strategy and Implementation
•Regularly review the strategy
•Build strategy up‐dates into monthly/quarterly meetings
•Identify key milestones for the plan to measure progress
•Circulate the plan to new team members; they can add new dimension to the existing plans.
What resources are needed to develop a fundraising strategy?
•People ‐Committee members/staff
•Dedicate Time
•Plan a timetable for completion before the process begins
•Commitment to the process and belief
•A nominated person/s to guide the group through the exercises or an external facilitator
•A nominated person/s to collate the section write ups and finalize the plan which will form the basis of the strategy
•The guide will only be as useful as the information which is put into it
Creating a fundraising strategy
What is a fundraising strategy?
A plan that
•Sets out organizational funding needs
•Identifies actions, timescales, resources to meet this need.
A Strategy is a long term plan of action designed to achieve a particular funding goal.
Why create one?
•Sustainability
•New sources
•Diverse funding base
•More income
Who Needs to Be Involved in the Planning Process?
•Leadership –planning
–Board(s) and Staff
•Stakeholders –as part of community survey
–Government
–Private
•Donor-Investors –community survey, planning
–Individuals, foundations, corporations
•Constituents –community survey, planning
–Customers, community
Context for fundraising
1.Case for Support
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6.Audiences
Key Stages in Developing a Strategy
•Clarify organisational goals/needs
•Analysis –where are we?
•Generating ideas
•Choosing what to focus on
•Planning and resourcing
•Monitoring
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我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
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