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Best practice partnership models Jeremy Bliss – Head of Company Relations, CAF Klara Kozlov – Corporate Advisory Manager, CAF Delivered at the Creating.

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Presentation on theme: "Best practice partnership models Jeremy Bliss – Head of Company Relations, CAF Klara Kozlov – Corporate Advisory Manager, CAF Delivered at the Creating."— Presentation transcript:

1 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

2 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

3 CAF’s community value model Outcomes 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

4 Our projects Best Practice Evidence-based thought leadership CAF Our current focus

5 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


7  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

8  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

9  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

10  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

11  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

12  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

13 Partnership models GOVERNANCE Market Hierarchy Network PURPOSE Pre-emptive Coalescing Exploration Leverage PROCESS Contributory Consultative Operational Collaborative ORGANISATION Systems Legalities Communication TYPES CHARACTERISTICS

14 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

15 Our new CAF Corporate blog... 

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