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Best practice partnership models

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Presentation on theme: "Best practice partnership models"— 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 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

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

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

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

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 . . .

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