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Deepening Partnerships with Nonprofits for Win/Win Outcomes Michael Carren, Director Employee Engagement and Volunteerism JPMorgan Chase Jeff Eichenlaub,

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Presentation on theme: "Deepening Partnerships with Nonprofits for Win/Win Outcomes Michael Carren, Director Employee Engagement and Volunteerism JPMorgan Chase Jeff Eichenlaub,"— Presentation transcript:

1 Deepening Partnerships with Nonprofits for Win/Win Outcomes Michael Carren, Director Employee Engagement and Volunteerism JPMorgan Chase Jeff Eichenlaub, Director Global Corporate Partnerships World Vision Charities at Work Conference 2012

2 World Vision and JPMorgan Chase – A Shared Value Partnership World Vision Employee Population: 40,000 International Presence: 100 countries/100 million lives Domestic Presence: program sites 14 states, regional offices offer nationwide coverage Brand Positioning: Conservative, trustworthy, accountable to donors, integrity of mission to ground action, leadership in market, Areas of Operational Excellence: holistic community development-education- microfinance-water/sanitation-disaster response-child advocacy Culture: Divided between 5 major sector lines of intervention and across multiple international geographies JPMorgan Chase Employee Population: 290,000 International Presence: 40 Countries Domestic Presence: 43 States Brand Positioning: Solid, consistent, trustworthy, oriented to customer and market realities, leadership and innovation Areas of Operational Excellence: Consumer and Commercial Banking Solutions and Customer Service; Personalized Investor Services; Corporate Clearing, Mergers and Acquisitions Culture: Divided between six major lines of business and across multiple international geographies >

3 Partnership Origins: Learning, Testing and Growth Crisis response, an area of shared concern and attention to both parties brought us together Haiti 2010 JPMorgan Chase regional business expansion Shared solutions Collaboration and cultural sharing Senior level involvement Continued dialogue Excellence in delivery Partnership Expansion Shared networks of value for both groups Demand for innovation and employee participation Opportunity for education of employees

4 Building Common Networks: Providing Solutions and Innovation Disaster Response Partners Mico-sites and employee awareness The Philippines, Japan and Haiti Follow Up Mobilizing with energy Cultural Commonalities Business model Global reach with local focus Ability to customize and respond quickly - Tuscaloosa Shared cultural leverage – massive network Mode of Operations Logistics savvy Delivery orientation Added value Volunteer Market Expansion and new choices Intern and Analyst programming – innovation in the workplace Senior leadership exposure and action Client and customer outreach TEXPO Appalachian Outreach and business expansion Miami follow up

5 Partnership Foundations, Growth and Relationship Management Common business functions Global cash clearing and treasury management services Leadership involvement Common communication and story telling goals and realities Magazine articles and case studies Tuscaloosa follow up Boyle Heights and Wiil.I.Am Best practice sharing at professional conferences Ensuring employee education, understanding and support Internal and external leverage Annual reports Development assistance Shared Accountability Honesty You get what you pay for, no matter who is paying Measured and consistent impact for business and social goals Staying true to our missions


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