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
Increased resources and funds to the sector
Achieving business targets
Improved reputation, credibility, equity to business
Improved training and development for both businesses and charities
Operational activity
Engagement across all business areas
ROI demonstrated and utilised
Values & ethos
Improved business performance, greater innovation
Global to local
Desire for innovation & enterprise
Develops a sense of community in the business
Effective giving in place
Vision/ mission
- Long-term sustainable strategy
Tie into business plan
Tacking societal need
License to operate
Senior exec buy-in
Internal comms strategy in place
Strong and meaningful links with community
Harnessing business skills & assets
Clear comms across company
Transparency and open dialogue
Priority focus of CI in the company
Wide-ranging, ongoing skilled volunteering
Partnership = asset and source of innovation
Effective partner-ships
Processes inline with business requirements
Implementing meaningful measurement & evaluation
Partnership initiatives &with not-for-profits & social enterprise
Partnerships helping to improve charities’ governance, capacity & competitiveness = greater sustainability

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

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

6. Key principles for developing your partnership
INVESTOR RATHER
THAN FUNDER
REORIENTATE THE
RELATIONSHIP
IMPROVED
ACCOUNTABILITY
INFINITE NOT FINITE
COLLABORATIVE
MISSION
FOCUS ON
OUTCOMES

7. INVESTOR RATHER THAN FUNDER
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 7

8. REORIENTATE THE RELATIONSHIP
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 8

9. IMPROVED ACCOUNTABILITY
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 9

10. From one off, annual relationships that are often based on fundraising
INFINITE NOT FINITE
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 10

11. COLLABORATIVE MISSION
CoRe
ACCEPT
CONSORTIUM
MACQUARIE
VOLUNTEERS
Preparation
Expectations
Matching
Relationships and trust
Flexibility
Partnership
Structure
Common purpose
Limitations
Challenges
Personal development
Support
Solving problems through partnerships
Bringing together the right teams and people
Creating greater capacity, filling gaps by complementing expertise 11

12. FOCUS ON OUTCOMES
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. 12

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

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 . . .