1. The Trust Company Strategic Partners Symposium Partnership & Collaboration October 2013

2. COLLECTIVE ACTIONISOLATED ACTION Partnership threshold Theory of change threshold PROGRAM EFFECTIVENESS Traditional, transactional domain for non-profit organisations that pursue relatively isolated social impact NFPs develop a theory of change which puts its social change objective in broader context. Link theory of change to strategy & evaluation framework and focus on longer term outcomes NFPs align strategy and activity behind a common theory of change with other organisations. Partnership model becomes a platform for other stakeholders like government, corporates, academia TRAJECTORY There are 2 thresholds to cross towards collective impact Loosely aligned collaboration with little strategic clarity

3. COLLECTIVE ACTIONISOLATED ACTION Partnership threshold Theory of change threshold NARROW FOCUS BROAD FOCUS National Stroke Foundation - Australian Stroke Coalition The Florey – Women in Science Project OUR PRACTICE MODEL Engaged Philanthropy will contain a mix of partners along this trajectory

4. Engaged Philanthropy Practice Model has 2 variables: 1.Grant making effectiveness - TOC Grant making process Grant making experience Grant selection Acquittal process Evaluation 2.Partnering Effect – Number of partnerships Types of partnerships $’s leveraged Common agenda Shared outcomes

5. Some frameworks for discussion … 5 Program Program ‘Partners’ Activity Focus Program Program ‘Partners’ Peer or Sector Engagement Program Program ‘Partners’ Peer or Sector Engagement Cross-Sector Engagement Sectoral Focus Cross-Sectoral Focus The way that organisations operate - and the extent to which they seek to collaborate with or influence the behaviour of others - can vary

6. Why Partner? WHY PARTNER? What are we trying to achieve? What are the challenges? What is the value of the partnership? –Benefits –Risks –Value add – individually and collectively ‘Catch all for everything’ Majority of partnerships are sponsorship, transactions or contacts Little evidence of partnership evaluation to date

7. TO PARTNER OR NOT TO PARTNER? Hoped-for outcomes(s) Strategic & Underlying interests theme scale hook What is the cost for a partnership approach? Are there alternative/better options? Transactions costs vs benefits? Possible obstacles and risks? What are the broad projects/activity areas? What resources/competencies are needed? Is there capacity for flexibility/responsiveness? Is the organisation ready/fit for partnering? Are there potential unintended consequences? CONSIDERATIONS For example because: There is a better alternative The risks are too high The benefits are insufficient The organisation is not ready No go Initial partner analysis Decision to move forwards * Partnership Brokers Association

8. Partnering Challenges Barriers and Impediments to Effective Partnerships –Lack of clear purpose and differing expectations of what the partnership will deliver –Predominance of ‘silos’ within the partnership group which can restrict communication and delay decision making –The lack of a clear process to bring the partners together and enable them to maximise the opportunities from the partnership –People leaving and entering the partnership with new relationships having to be formed over and over again –Lack of partnering skills and knowledge of how to be an effective partner –People seeing partnerships as just a different way of allocating funds to projects or initiatives

9. Principles of Partnering There are 3 principles of partnering: Equity – where this implies an equal right to be at the table and a recognition that contributions to the partnership can be in different forms Transparency – where all relationships are based on openness and honesty, and where people will be truly accountable Mutual Benefit – where all partners can achieve specific benefits over and above the common benefits to all

10. Partnering Phases 3 Distinct Phases: Stage 1: Creating: Each of the potential partners work together to design a partnership framework that clarifies what the partnership is about and how the partners will work together, resulting in a common agreement to move forward Stage 2: Developing: Creating an Action Plan for the partnership setting out the direction and tasks required to achieve the partnership objectives (the operational or implementation plan) Stage 3: Sustaining: Processes to ensure that the partnership to reach its full potential and delivers the expected overall outcome

11. PARTNERING CYCLE ScopingIdentifyingBuildingPlanningStructuring Mobilising Delivering Measuring ReviewingRevisingScaling Moving On The Partnering Cycle