The document discusses partnerships between companies and civil society organizations in Belgium. It notes that over the last ten years, these partnerships have moved from simple exchanges to more constructive dialogues and co-creation efforts. The document outlines different types of partnerships that have emerged over time, from philanthropy to social innovation and co-creation of social value. It also discusses the objectives, partners involved, motivations, challenges, and priorities for strengthening partnerships between profit and non-profit organizations in Belgium.
6. 6
Partnerships We define sustainable partnerships as …
“Initiatives where private sector companies and non-profit entities
enter into an alliance to achieve a common purpose linked to the
Sustainable Development Goals and pool core competencies, and
share risks, responsibilities, resources, costs and benefits”
7. 7
« Partnerships between the private sector and civil
society have deeply changed during the last ten
years, going from an exchange paradigm, to a
constructive dialogue for co-creation »
Partnerships
8. 8
Les partenariats entre acteurs économiques et
structures d’intérêt général se sont structurellement
transformés en 10 ans, passant d’une logique
« d’échanges » à une démarche de dialogue, voire
New types of partnerships to scale up social solutions!
SOLIDARITY NEW
PRACTICES
TRANSFORMING
BUSINESS
MODELS
Philanthropy Responsible practices and
economical collaboration
Social innovation
COMPANY
CONTRIBUTION TO
SOCIETY
STARTING CORPORATE
SOCIAL RESPONSIBILITY
CO-CREATION OF
SOCIETAL VALUE
1990 2005 2012
Typeof
partnership
Objectivesof
partnerships
Partnerships
9. 9
WHO
Companies and NGO’s are the dominant types
of partners
Social enterprises, while gaining in importance
in the Belgian non-profit landscape, do not yet
prominently feature as sustainable partners
Traditional charities struggle to be recognized
as “real” sustainable partners by private
sector companies
10. 10
Social-Profit -Tangible
0% 20% 40% 60% 80% 100%
Supply chain
Business value
Innovation
Organizational vitality
Knowledge acquisition
Brand enhancement
Stakeholder management
% of respondents 0% 50% 100%
Employee engagement
Publicity or endorsement
Commercial/business expertise
Collaborative campaigning
Products/services development
Resources access
Skills access
Social impact scale
% of respondents
WHY
Profit - Intangible
11. 11
Profits and social-profits engage most in challenges
related to economy, climate and consumption
* Sustainable Development Goals
0%
10%
20%
30%
40%
50%
60%
%ofrespondents
SDG’s*Profit Non-profit
WHAT
12. 12
Top 5 – Profit:
1. Expertise
2. Local community access
3. Convening power
4. Ability to influence opinion
5. Financial support
Top 5 – Non-Profit:
1. Business/technical expertise
2. Other relationships networks
3. Financial support
4. Convening power
5. Ability to influence
public opinion
VALUE
13. 13
Social-Profit
0% 50% 100%
Poor management collaboration
Insular thinking
Financial consequences unclear
Quantifying tangible effects
Lack of cultural fit
Lack of support from leadership
Lack of trust among partners
Shifting priorities and motivations
Lack of resources
0% 50% 100%
Insular thinking
Poor management collaboration
Lack of cultural fit between partners
Lack of support from leadership
Lack of trust among partners
Quantifying tangible effects
Financial consequences unclear
Shifting priorities and motivations
Lack of resources
% of respondents
relevant
vant
Obstacles
Profit
14. Smart
Collaboration 7 Principles of Smart Collaboration
Sustainable development can only be achieved in partnership with others
#1 Identify a challenge core to your sustainability strategy
and relevant to stakeholders
#2 Mobilize a team of complementary actors
#3 Be transparent on why you participate
#4 Be clear on desired outcome + result driven
#5 Share each other’s assets
#6 Manage the partnership
#7 Keep an open and appreciative attitude
#8 Measure outcome
The Shift is het nieuwe netwerk rond duurzaamheid dat is ontstaan uit het samengaan van KAURI – B&S – Argus en UNGC.
Franky en Cera waren erg actief bij deze netwerken en hebben deze integratie-oefening mee ondersteund vanuit een geloof in de kracht van het bundelen van krachten om meer impact te realiseren.
The Shift is het nieuwe netwerk rond duurzaamheid dat is ontstaan uit het samengaan van KAURI – B&S – Argus en UNGC.
Franky en Cera waren erg actief bij deze netwerken en hebben deze integratie-oefening mee ondersteund vanuit een geloof in de kracht van het bundelen van krachten om meer impact te realiseren.
For commit we have chosen the sdgs
New paradigma met 5Ps, broader than 3P, where partnerships are included!
SI2: BENE
B&P
SI2: BENE
B&P
Les partenariats entre acteurs économiques et structures d’intérêt général se sont structurellement transformés en 10 ans, passant d’une logique « d’échanges » à une démarche de dialogue, voire de co-construction