strategic partnerships: maximizing cross-sector relationships
DESCRIPTION
Great ideas, innovation, and sustainable solutions are what we all hope for when corporations and nonprofits come together to achieve a goal. The results of high quality partnerships can be powerful, yet the hard work required to discover and effectively maximize the strengths of each organization requires creativity, discipline, and commitment. Are you looking for new insights on how to build and sustain strategic partnerships? Do you want to better equip your organization to face potential partnership obstacles?TRANSCRIPT
Fundraising Corporate Social Engagement Digital Research and Analytics New York | Atlanta | Boston | Washington, D.C. | London
Presented by: DeShele Dorsey, Changing Our World
Special guests: Bernard J. Milano, KPMG Foundation
Jill Bramble, National 4-H Council
March 29, 2012
1:00 – 2:00 p.m. EST
Strategic Partnerships: Unlocking the Keys to Maximizing Cross-Sector Relationships
The expertise to do it right. The passion to see it through.
ChangingOurWorld.com Fundraising Corporate Social Engagement Digital Research and Analytics
Introductions
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DeShele Dorsey
Senior Managing Director,
Corporate Social Engagement,
Changing Our World
Bernard J. Milano
President and Trustee,
KPMG Foundation; KPMG Disaster Relief Fund; PhD Project
Jill Bramble
Senior Vice Present and
Chief Development Officer,
National 4-H Council
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Objectives
3
• Review strategic partnership trends and the implications for cross-sector relationships
• Explore key strategies for developing and stewarding partnerships
• Share tips and insights on how to build and sustain strategic partnerships, including how to overcome pitfalls
• Review case examples to underscore best practices
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What are strategic partnerships?
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Purposefully designed and structured collaborations between organizations to effectively leverage and combine their individual resources to facilitate a solutions-driven approach to addressing a societal challenge
• A philanthropic or transactional resource exchange
• An integrative relationship that has major strategic value for all interested parties
IT IS NOT:
IT IS:
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How have partnership models evolved?
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Older Models
• Many broad relationships with diversity of institutions
• Primarily driven by cash exchange
• Generally favored nonprofit’s interests
• Arm’s length relationships
• Garnered intangible benefits for the donor
• Minimal reporting required
Newer Models
• Selective engagement with fewer institutions
• Vested commitment to the relationship
• Mutual accountability for shared goals
• Multiple touch points across organizations
• Greater emphasis on results and outcomes
Examining the shift through the lens of corporate philanthropy:
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What has and will continue to drive the evolution?
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• Narrowed focus of corporate philanthropy platforms
• Increased alignment between commercial interests and corporate responsibility
• Complexity of social issues
• Perspectives and expectations of multiple stakeholders
• Globalization and technology
• Shifts in the “digital divide”
• Opportunities in emerging markets
• Competition for resources and talent
• Availability of new “giving”/finance models
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Polling Question 1
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Which of the following do you believe will have the greatest influence on the future of strategic partnerships for your organization?
• Changing philanthropic landscape
• Complexity of social issues
• Demands of multiple stakeholders
• Competition for resources and talent
• Capacity for measurement and evaluation
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Steps for successful partnership development
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Preparation
Alignment
Cultivation
Stewardship
Performance
Review
Refinement
Partnership Development
Cycle
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Steps for successful partnership development
9
Preparation
Alignment
Cultivation
• Define business case
• Understand available resources and capacity
• Secure internal support
• Conduct partner identification and vetting
• Narrow options by determining “strategic fit”
• Engage in exploratory discussions about the possibilities
• Determine common interests
• Agree on partnership goals
• Align implementation strategy with goals
• Establish partnership protocols and procedures
• Communicate partnerships goals to stakeholders
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Partner prospecting check-lists
10
The expertise to do it right. The passion to see it through.
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Key strategies for a successful partnership
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Stewardship
Performance
Review
Refinement
• Connect regularly to discuss milestones
• Be active and thoughtful in relationship management
• Communicate important information quickly
• Create opportunities to strengthen connections
• Summarize accomplishments
• Compare and contrast results
• Discuss challenges and opportunities
• Determine if and how the relationship will move forward
• Use data to inform partnerships adjustments
• Confirm agreement on future goals
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Possible pitfalls in strategic partnerships
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• Failure to apply lessons learned to future efforts
• Avoiding potential conflicts and misunderstandings
• Making demands that create partnership stress
• Failing to respect boundaries and decisions
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Polling Question 2
13
What has been your greatest barrier to success in maintaining strategic partnerships?
• Miscommunication
• Competing priorities
• Resource constraints
• Goal clarity
• Culture clashes
• Limited relationship management
Case Studies
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ChangingOurWorld.com Fundraising Corporate Social Engagement Digital Research and Analytics
The expertise to do it right. The passion to see it through.
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• Building pipeline of minority business school graduates
• Since inception, more than tripled # of professors in U.S. business schools from 294 to 1,120
• 370+ currently enrolled in programs
• Strengthening high school accounting education at NAF’s finance academies nationwide
• KPMG professionals inject industry relevance into the classroom
• PhD Project professors provide professional guidance to NAF’s accounting curriculum and mentoring to students
Providing support and direction to a number of initiatives which have greatly impacted business higher education. Key partnerships include:
KPMG Foundation
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The expertise to do it right. The passion to see it through.
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Leading the global expansion of SIFE and working at the nexus of corporations and universities to enhance the organization’s international reach
Investments
Employee Engagement
Business Impact
Social Impact
• Began with $50,000 in 1997
• Today, KPMG Foundation and KPMG International member firms provide more than $750,000 annually
• Employees serve on SIFE teams business advisory board
• Partners serve on country board of directors
• Senior partners serve on worldwide board of directors
• SIFE currently in 49 countries worldwide
• Engaging thousands of future leaders to create a better, more sustainable world through business
• Builds employee brand with university students worldwide
• Advances client relationships and business development
Students In Free Enterprise
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The expertise to do it right. The passion to see it through.
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When seeking to partner with a corporation, remember it is important to:
• Keep the company’s current and future business goals and core competencies
in mind
• Avoid mission creep – stay true to your organizational priorities
• Manage expectations for all facets of the relationship
• Communicate truthfully about your organization’s ability and capacity – under promise and over deliver!
Tips for success
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Strategic partnerships with 4-H
1. Focusing on Issues
2. Operating at Scale
3. Engaging Employees & Consumers
4. Going Deeper with Fewer Partners
5. Aligning with CSR Platform
6. Investing in Impact
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Toyota + 4H = Impact
• Math & Science
• K-12 Education
• Environment
• Plant Communities
• Diverse Populations
• Strengthening Platform
• “1 Million New Scientists” campaign
• Data shows 4-H’ers excelled in science
• Grassroots infrastructure
• National reach
• New curriculum
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4-H2O sponsored by Toyota
Toyota supports 4-H2O, a program focusing on water. In 2010, 4-H2O resulted in 120 million gallons of water saved through the state programs alone.
Gift Impact:
• 4-H2O Community Projects reached more than 46,000 youth in at least 42 communities
• In 2010, 27,000 future scientists participated in 4-H2O Community Projects
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Tips for success: provide quantifiable value
Value Driver Corporate Partner’s Business Goal 4-H’s Impact
Growth
• Access to customers • Increased brand loyalty
• 4-H Afterschool scholarships and gift card program drove customers to JCPenney stores
• Access to new customers • Increased store traffic during point of purchase program
Return on Capital
• Strengthen relationships with current customers
• 10,000 4-H volunteers reached in 50 states
Risk Management
• Achieve water neutrality company-wide
• Aggregating gallons of water saved through 4-H projects in key markets (approx 50M gallons saved)
Management Quality
• Strengthen employee morale and retention
• Employees from 5 Toyota plants volunteered with 65,000 4-H’ers in local community water projects
Q & A
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Thank you For additional information, please contact: DeShele Dorsey, Senior Managing Director Corporate Social Engagement, Changing Our World 404.935.7161 | [email protected] www.linkedin/in/desheledorsey