Caroline Taich shares the second installment of a two-part series on social sector partnerships.
In a recent blog post I began exploring the question of how to take social sector partnerships from good to great. We looked at data showing that employers can increase their investment in environmental, social, and governance sustainability.
I now explore the role of non-profits. By adapting planning, messaging, and reporting with employers, I believe non-profits can achieve greater outcomes. This hypothesis stems from my own experience across 20 years of consulting with dozens of employers, non-profits, and government offices. I increasingly see non-profits articulate their value proposition on their terms and share it in search of new or renewed funding sources – but they are often overlooked by employers, who don’t see the direct connection to their own objectives.
We can do better. Non-profits and employers need to see themselves as partners, working together to make progress on the issues that matter to both. Here are a few practices that I am working on:
Understand your purpose. Increasingly, as part of the strategic planning that I facilitate, I help leadership teams align on their Purpose. Clarity of purpose helps you communicate the difference you make in a deeper and more meaningful way.
Read the full article, How Can We Take Social Sector Partnerships from Good to Great? (part 2), on KirtlandConsulting.com.
Jennifer Hartz shares an article that identifies the key steps to building strategic partnerships between non profit organisations and private, public, and independent sectors
Nonprofit organizations and business volunteers need each other, but sometimes they speak different languages or don’t hear each other’s needs and assets.
Companies have a broad set of tools – Time, Talent, Treasure, and often goods and services. Charities are doing a better job at educating their clients, donors, sponsors, and volunteers about what they need, what they don’t need, and why. Please know they’re not ungrateful for your involvement and support, but efficiency matters for charities with limited budgets. (Ex. Goodwill has adopted standards for what items they can and cannot accept; this is good.)
NONPROFIT SECTOR IS BIG BUSINESS
There are 2.6 million NGO’s in the United States; 25% of the population is working for pay in these groups. Charities are a significant portion of our GDP. There are 32.5 million businesses in our country, directly employing 35% people. Note: many businesses and charities sell products and services that are often paid for via government contracts, grants, or loans.
Since the COVID-19 pandemic began, the world’s awareness of the inter-dependence of the three sectors is getting a lesson in its true power – for better and for worse. Let’s dive into a best-practice used by savvy nonprofits and businesses: Strategic Partnerships.
Key points include:
- The interdependence of sectors
- Employee volunteering & management
- 2020 – 2021 covid, unemployment, virtual school and remote work
Read the full article, Strategic Partnerships among Private, Public, and Independent Sectors, on CoporateHartz.com.
Jason George provides insight on the changes that may emerge after the current crisis.
A good strategy should be responsive to the various scenarios that could plausibly materialize, but even the most tightly crafted ones get blown apart when their subject is hit by an asteroid. In our current situation the object wreaking havoc on a planetary scale happens to be a microscopic bit of encapsulated genetic information containing less data than an image used as website filler.
Starting in an animal market in a city that is larger than many globally prominent ones and yet unknown to the average person outside China, the newest coronavirus variant has managed to vaporize years of effort and planning. Retail, hospitality, and travel businesses have watched their markets disappear overnight, the wealthy are packing off to second homes away from the urban crush, and politicians are unleashing fiscal and monetary interventions at a scale unprecedented in history.
Insights on the future of the new normal include:
- Behaviour changes
- Humanity exposed
- The fragility of supply chains
- Robust systems
Read the full article, Strategy, disrupted. Everything has changed, on Jason’s website.