Partnerships tussen bedrijven en non profit (Sabine Denis)
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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.
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Partnerships tussen bedrijven en non profit (Sabine Denis)
- 1. Partnerships between companies and civil society In Belgium
- 2. The Shift
- 3. The Shift
- 4. SDGs
- 5. SDGs
- 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
- 15. 15 2 Proof of success Visionary leaders Development of staff competent in partnership skills More awareness generation 1 2 3 4 FUTURE Top 4 priorities across profit and non-profit entities
- 16. FUTURE
- 19. SDG VOICES
- 20. COP21
- 21. MOBILITY
- 22. FOOD
- 23. SDG4D
Editor's Notes
- 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
- SI2: BENE B&P
- SI2: BENE B&P
- SI2: BENE B&P
- SI2: BENE B&P
- SI2: BENE B&P
- SI2: BENE B&P