Corporate-NGO partnerships are no longer based purely on a financial transaction as companies are using their differing skills and resources to work towards shared objectives and values, say experts.
1. A successful partnership depends on a shared goal
It is worth investing time in identifying where the common self-interest lies before proceeding. Adam Heuman, head of major partnerships team at Plan UK says that partners should seek “an issue that would really benefit from a cross-sector approach - something where it really needs more than one actor to address the problem”. Aligned objectives that go beyond fundraising can create a relationship that is “beyond contractual, that dreams dreams, makes mistakes, grows and learns together,” adds David Schofield, Aviva’s global head of corporate responsibility.
2. Corporates can help NGOs to scale faster
When non-profits and for-profit companies work together they can create something bigger than they would alone. Kari Vigerstol, head of water stewardship at the Nature Conservancy says that they partner with corporates because “they understand shared risk and are responsive to addressing these risks”. Scale can be created through advocacy as well as programmes. A recent partnership between Plan and Aviva in Jakarta has helped to change the law on birth registration, enabling thousands of street kids to be registered for the first time.
3. NGOs can help corporate businesses to understand their social impact
Monitoring partnerships has revealed the difference they can make. In the 2014 C&E Corporate-NGO Partnerships Barometer, 87% of corporate respondents stated that corporate-NGO partnerships have improved business understanding of social and environmental issues; 59% stated that their business practices have been changed for the better as a result.
4. Communication is key
Both sides of a partnership can create good communication through transparency and by acting as a critical friend. Nicky Day, director of corporate partnerships, WWF-UK says: “we find a cultural exchange at the beginning of a partnership to tease out how each other works and how we might best work together on a day to day basis is very useful”.
5. It can be a challenge to get executive leaders on board but there are several ways to do it
Buy-in from the top can ensure that a company fully commits to a partnership. It is necessary to make the business case to show that it is relevant or solves an industry issue but thinking laterally about the wider advantages can also help. Anna Chapman, sustainable business adviser at Land Securities says it can help to get “an employee groundswell of support” - this can demonstrate the value of a partnership for employee retention.
6. Consider the potential pitfalls before launch
“Ensure the proposed relationship meets with ethical guidance,” says Manny Amadi founder of C&E Advisory. Sound out the partnership with stakeholders too, especially if it could be controversial. Conduct a risk assessment but don’t give up if it doesn’t work says Kari Vigerstol: “the company may not be ready to commit today but as their sustainability programs evolve, we reengage a year or more down the line and we are able to bring the partnership to full commitment”.
7. You cannot tell a company’s values from its website alone
Corporate businesses like to ensure that NGOs understand their values - their business value chain, social value and culture - and integrate them into the partnership. Anna Chapman says that Land Securities offer short meetings before application because “there is nothing worse than listening to people quote back your website”.
8. Governments have a role to play
Government support can foster fantastic partnerships, by providing initial funding and creating an enabling environment in the public sector - through regulation and co-ordination. The involvement of the Department for International Development has made “an enormous difference” at Plan UK, because all grants must include the empowerment of women as a key objective and there is a commitment to spending 0.7% of GDP on foreign aid.
9. Impact is hard to define
London Benchmarking Group define it in three categories: input (the value of the resources in), outcome (the number of people reached) and impact (the longer term change), but others split it in different ways. David Schofield says that while Aviva are keen to lead on measuring the business benefits - such as brand, marketing and employee engagement - they prefer to allow the NGO to measure social impact.
10. Metrics should be long-term - and public
Although short-term metrics can refine a project as it progresses, in the long-term metrics should be measured against original objectives, says Kari Vigerstol. Reporting them in the public domain then helps deepen commitment and promotes understanding with stakeholders.
The creating lasting change series is funded by Aviva. All content is editorially independent except for pieces labelled ‘brought to you by’. Find out more here.
Join the community of sustainability professionals and experts. Become a GSB member to get more stories like this direct to your inbox
Comments (…)
Sign in or create your Guardian account to join the discussion