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

Our projectsBest Practice

Evidence-based thought leadership

CAF

Our current focus

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

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