Corporate NGO Partnership

ContextPartnering with corporate bodiesOpportunities and challenges of partnershipBuilding and managing effective partnershipCase examples

Context

Context

ContextPartnering with corporate bodiesOpportunities and challenges of partnershipBuilding and managing effective partnershipCase examples

Evolving motivation

Collaboration levelCollaboration level

Impact levelImpact level

Characteristics of engagements

Network Alliance Collaboration Partnership

Level of involvement

Coordination Cooperation Participation Co-ownership

Interdependence * ** *** ****Formal structure * ** *** ****Defined Process * ** *** ****

Categories of Business-NGO Partnership

ContextPartnering with corporate bodiesOpportunities and challenges of partnershipBuilding and managing effective partnershipCase examples

Opportunities – NGOs perspective

Opportunities – businesses’ perspective

Challenges for Business-NGO partnership

Donor-recipient satisfaction

Donor feedback and communication

Impact measurement is important but difficult and expensive

NGOs’ performance as perceived by HNWIs

Impact and effective communication to determine choice

Donors believe there are several ways to enhance impact

NGOs believe there are several ways to enhance impact

ContextPartnering with corporate bodiesOpportunities and challenges of partnershipBuilding and managing effective partnershipCase examples

Partnership development

Attributes of partnership

• Trust and confidentiality• Accountability• Shared vision and common interest• Mutual respect• Transparency• Empathy• Agreed upon realistic mandate and scope

Points to be considered during partner selection

• Initial exploration & assessment– Understand company’s business and social goal– Assess companies performance in terms of

responsible business– Identify company’s core competency that will

contribute to partnership– Assess the company’s commitment– Identify the benefits sought by the company

Points to be considered during partner selection

• Partner selection– Shows respect for the NGO’s values, initiatives, and

competencies– Values transparent communication– Views NGO as an equal partners– Alignment of corporate objectives with NGO

objectives - cause alignment

Causes companies can invest in as per the Act

MCA has informed High Court that Schedule VII to include promoting healthcare including preventive healthcare. This would encompass the entire health care area, including the treatment of diseases, etc,

Schedule VII

Schedule VII

Tips for successful partnership development

• Enhance visibility among the corporate sector– Have a website– Virtual presence in social media• Facebook, twitter, etc

– Niche sites – Propoor, NGO Marketplace, – Retail donation platform• Give India• United Way• Global Giving• CDRN (for disaster)

Tips for partnership development

• Networking with the sector to build trust– Presence in appropriate forum and conference– Online networking (NGO Marketplace, Ammado, etc)– Relationship building with corporates

• Targeting corporate– Top 200 companies that make up 39% of the total

CSR investment of Rs.15,000 – 18,000 Crore– Corporate houses having presence at the local level– Scan the CSR policies and take a targeted approach

Tips for partnership development

• Develop appropriate programmes– Programmes that have well defined activities along

with clearly stated impact (preferably short term impact)

– Productization of the programme in keeping with the 1 year cycle mentioned in the Act

– Develop programme package relevant to your goal, expertise, and passion and not follow the market trend

• Do not rely solely on corporate funding

Tips for partnership development

• Establish credibility preferably through third party accreditation

Establishing credibility

Elements of partnership agreement

Elements of partnership agreement

Elements of partnership agreement

ContextPartnering with corporate bodiesOpportunities and challenges of partnershipBuilding and managing effective partnershipCase examples

Reconceiving products and market

• The Naandi Foundation and GAIN were working together to deliver the mid-day meals program to children in Andhra Pradesh and faced challenges fortifying the meals with iron.

• Britannia develop a tasty biscuit that was distributed across the state of Andhra Pradesh

• Following this pilot, Britannia launched on the mass market as “Tiger” biscuits and simultaneously ran a nutrition awareness campaign with GAIN.

Source: Forbes India : The Good Company

Bhavishya alliance

• The Bhavishya Alliance was established in 2006 by The Synergos Institute, Unilever and UNICEF as a non profit organization to tackle the challenge of child under nutrition

• Between 2006 and 2012, Bhavishya served as a rare opportunity for those in corporate, government and civil society sectors who are committed to reducing under nutrition to plan and implement a series of innovative pilot projects in target areas of Maharashtra

Project Shakti

• Started on 2000 with the aim to increase HUL’s rural distribution reach as well as provide rural women with income generating activities

• Involved training female entrepreneurs who live in rural india and sell products of HUL to village markets

• Average sales of Rs. 10,000-15,000 per month and a profit of Rs. 1,000/month

• HUL works through SHGs. There are about 45,000 Shakti Ammas across 15 states in India

Source: HUL Website

Redefining productivity in the value chain

• Coca-Cola India had fortified low-cost beverage Vitingo, which delivers iron, folic acid, vitamin A, vitamin C, and zinc

• Coca-Cola partnered with the NGO Bharat Integrated Social Welfare Agency (BISWA) in 2009 to launch an awareness problem on micro-nutrient malnutrition among poor populations

• Coca-Cola was thus able to more effectively reach these customers and combat malnutrition

Source: Forbes India : The Good Company