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:

annette@resourcefulcommunities.com.au

www.resourcefulcommunities.com.au

Telephone: 1300 296 672