In this webinar Annette Hoskisson, Director of Resourceful Communities Consulting and Business, and a community partnership specialist discusses how you can develop your business partners into life-long financial supporters and advocates for your cause. To view this webinar recording please visit: https://www.blackbaud.com.au/notforprofit-events/webinars/past

1. CHANGING TRENDS IN BUSINESS
AND COMMUNITY PARTNERSHIPS
Annette Hoskisson , August 2013

2. Resourceful Communities Services
 Develop Strategic Business and Community
Partnerships
 Outcomes based measurement frameworks and
training
 Independent evaluation of partnerships
 Social Return on Investment Analysis - SROI

3. What will be covered in this webinar
 Changing trends in Business-NFP partnerships
 Opportunities for cross-sector collaboration
 What business’ are looking for in a partnership
 Common mistakes made by NFP’s when partnering
with business
 How NFP’s should manage the partnership
relationship
 How NFP’s can leverage the relationship

4. Definition of a Business and Community
Partnership
“ One or more businesses and one or more community
organisations, having common goals, agree to work
together to share and leverage the strengths,
resources, talents and knowledge in ways that benefit
both business and the community”.

5. Business and Community Partnerships in
Australia
 20% of businesses in
Australia engage in
partnerships with a NFP
 80% of NFP’s partner
with government
 60% NFP’s partner with
other NFP organisations
 50% NFP’s partner
with business

6. Changing trends in business and
Community Partnerships
 Many businesses have moved away from a
concept of philanthropy “cheque over the
fence’ giving” .
 Focus on a business case for partnering and
strategic community investment
 Linked to strategy of larger public companies
 Higher expectations of partnerships

7. Advantages of Business and Community
Partnerships
Business
 Business can
demonstrate
Corporate Social
Responsibility (CSR)
 Improved staff morale
 Enhance public profile
NFP’s
 Improved access to
finances, knowledge,
people
 Corporate support
confidence in
organisation
 Increased innovation

8. Three Stages of Business and
Community Collaboration

9. The Partnership Continuum
Philanthropic Transactional Integrative
Donations of money or
goods
Level of engagement low
Cause often peripheral to
business
Little or no staff
involvement
Infrequent interaction
Little strategic value for
either party
Greater resources, e.g.
employee volunteering ,
money skills, time
Moderate engagement
Greater linkage - specific
project
Some staff involvement
Greater interaction
Value for both parties
Greater resources, e.g.
Money skills expertise
High engagement
Significant
alignment/alliances
Some staff involvement
High interaction
Aligned to Strategies

10. The Smith Family Example
Description of Partnership What's provided Future Direction
BASF – Chemical Company
BASF have a global
commitment to sustainability
Wanted to create long
term relationships with a
few organisations
Naming rights for BASF
Science for Life Program
Financial support for 15
Science for Life Scholarship
Philanthropic moving to
Transactional
Employee volunteering
Graduates employed by
BASF
AMP Foundation Capacity Building –
Investment in Youth
Employment and Training
Growth capital for Learning
for Life Program
Integrative – high dollars,
high levels of engagement

11. Both parties need to be clear about what
they want out of the partnering relationship
 Common Ground,
Shared Vision and
Values
 What is each party
prepared to commit?
 Is it a short or long
term investment?

12. Conservation Volunteers Partnerships
 Managers volunteers to
work on conservation
projects
 Focus on real measured
outcomes
 Relevance to partner
 Participation

13. Australian Red Cross Partnerships
 Develops partnerships,
sponsorships, donations
and cause marketing
 Seeks to develop long
term strategic
partnerships
 Pool resources to help
vulnerable communities

14. Coles has varied local and national
partnerships

15. How can you identify potential business
partners
 Look to partner with
organisations whose
values/mission meets
your values and mission
 Through current networks
and board members
 Knowing which businesses
operate in your local area
 Review media to identify
prospective partners

16. Opportunities for cross sector
collaboration
 Help solve a problem, leverage resources,
advocate, CSR – mandated that will invest back into
Community Development
 Bill and Melinda Gates Foundation - Polio Eradication
 Chevron Earbus Program – Middle Ear Health
 BHP Billiton – Malaria and HIV Eradication

17. Collective Impact Approach becoming
considered more in Australia
“ Collective Impact is a cross-sectoral approach to
tackling complex, systemic social challenges. It
recognises that one organisation, sector, or
government working in isolation cannot solve
complex social issues alone and that large-scale
social change requires broad cross-sector
collaboration and coordination.”

18. Earbus Project - Outcomes and Impact

19. What business are looking for from
NFP/community partnerships
 Looking to work collaboratively to solve a problem
- Integrated Partnering
 Brand alignment
 Service provision
 Work with a professional organisation that has the
capacity and resources to deliver

20. Common mistakes made by partnering
organisations
 Don't appreciate they are in a commercial
relationship - strategic outcome required for
investment
 Do not have internal capacity/resources to mange
the relationship effectively
 Become too dependent on business funding
 Activity and outputs focused not outcomes focused
 Not measuring and reporting on outcomes

21. How NGO’s can leverage relationship
 Having business partners breeds confidence – may
attract more funding
 Can link into corporate networks/suppliers to get
behind project or cause
 Employee Matched Giving Programs
 Things other than money – resources, expertise
 Enter Community/Business Awards

22. Top 5 Tips for managing the
partnership relationship
1. Treat as business relationship - Develop contracts and
MOU’s, KPI’s, Outcomes
2. Use your existing network and contacts e.g. board
members for initial introductions - Present to Senior
Management where possible
3. Research your organisation targeting – know their
business drivers, vision, values
4. Don't wait till end of agreement to renegotiate.
5. Don't think too small - ask for the money you need,
rather than what you think the business will give

23. For Free Report on Business and
Community Partnerships
Contact:
annette@resourcefulcommunities.com.au
www.resourcefulcommunities.com.au
Telephone: 1300 296 672