Post on 15-Dec-2015
Best practice partnership models
Jeremy Bliss – Head of Company Relations, CAF
Klara Kozlov – Corporate Advisory Manager, CAF
Delivered at the Creating effective partnerships with charities and NGOs workshop
Thursday 29 September 2011
Agenda
CAF’s work What do we mean by an effective partnership Key principles to delivering effective partnerships Partnership models Measuring a successful partnership Our blog
CAF’s community value model
OutcomesOutcomes
Vision/ mission - Long-term sustainable
strategy-Tie into business
plan- Tacking societal
need
Values & ethos
Operational activity
Priority focus of CI in the company
Engagement across all business
areas
Increased resources and
funds to the sector
ROI demonstrated and utilised
Effective partner-
ships
Internal comms
strategy in place
Harnessing business
skills & assets
Processes inline with business
requirements
Improved reputation,
credibility, equity to business
Improved business
performance, greater
innovation
Wide-ranging, ongoing skilled
volunteering
Achieving business targets
Improved training and development
for both businesses and
charities
Develops a sense of community in
the business
Global to local
Senior exec buy-in
Strong and meaningful links with
community
License to operate
Partnership = asset and source of
innovation
Partnerships helping to improve charities’ governance, capacity
& competitiveness = greater sustainability
Partnership initiatives &with not-for-profits &
social enterprise
Implementing meaningful
measurement & evaluation
Clear comms across
company Transparency
and open dialogue
Desire for innovation & enterprise
Effective giving in
place
What do we mean by an effective partnership?
Providing long-term change and impact Demonstrating clear benefits for the business and
the charity Integrated across both organisations and involving
all relevant stakeholders Responding to the needs of a tougher economic and
political landscape
Mindset change New innovative working practices Building long-term sustainability and capacity
Key principles for developing your partnership
INVESTOR RATHER
THAN FUNDER
REORIENTATE THE
RELATIONSHIP
IMPROVED
ACCOUNTABILITYINFINITE NOT FINITE
COLLABORATIVE
MISSION
FOCUS ON
OUTCOMES
Funder E.g. Traditional fundraising for specific projects (restrictive funding) or grant giving with little engagement, charity of the year formula
Investor; social and financial return E.g. Providing micro financing to investing in social enterprises.
Companies are increasing looking at how they can use their skills and assets to recycle funds
INVESTOR RATHER THAN FUNDER
Relationship based on mutual benefit
Move beyond funding; sharing of skills and assets
Charities match their service to business priorities
Opportunity to develop product or service offer, resulting in innovation and tapping into new markets
REORIENTATE THE RELATIONSHIP
Work as two separate entities with unclear governance and disjointed agendas
Relationship based on: Transparency Combined ownership Clear vision and aims Effective decision-making process Capacity building and sustainability Monitoring and review
IMPROVED ACCOUNTABILITY
From one off, annual relationships that are often based on fundraising
To flexible relationships, allowing a partnership to evolve, innovate and grow
Time and opportunity to develop and work within a robust strategic framework
INFINITE NOT FINITE
Solving problems through partnerships
Bringing together the right teams and people
Creating greater capacity, filling gaps by complementing expertise
COLLABORATIVE MISSION
CoRe
ACCEPT CONSORTIUM
MACQUARIE VOLUNTEERS
Preparation
Expectations
Matching
Relationships and trust
Flexibility
Partnership
Structure
Common
purpose
Limitations
Challenges
Personal development
Support
Tendency to focus on funds raised/reputation gained/ employee satisfaction.
Success is often defined as an internally-focused, figure driven measurement
Opportunity to shift to business and social impact. Move from an input model to a performance, outcome-based model.
FOCUS ON OUTCOMES
Are we doing it?
(Monitoring)
IDENTIFY NEED
What needs
to change?(visioning outcomes)
Step 1
How will we know?
(agree outcome & indicators)
Step 4
Step 3
What will we do?(Outputs)
What methods will we use?
(Processes)
Step 2
How will we know?
(Evaluation)
Step 5
EVALUATION PROCESS
What resources will we use?
(Inputs)
Partnership models
GOVERNANCE
Market
Hierarchy
Network
PURPOSE
Pre-emptive
Coalescing
Exploration
Leverage
PROCESS
Contributory
Consultative
Operational
Collaborative
ORGANISATION
Systems
Legalities
Communication
TYPES
CHARACTERISTICS
Measuring a successful partnership
Setting and measuring joint objectives and target Improved focus, commitment and communication from both sides
of the programme/ initiatives
Establishing built-in review to identify key learnings Can lead to more ambitious targets and greater efficiencies
Creating opportunities to share progress with key stakeholders Demonstrates added value to the business Helps to enhance reputation and advocacy