The Trust Company Strategic Partners Symposium Partnership & Collaboration October 2013

1. The Trust Company Strategic Partners Symposium Partnership & Collaboration October 2013

2. TRAJECTORY There are 2 thresholds to cross towards collective impact PROGRAM EFFECTIVENESS NFPs align strategy and activity behind a common theory of change with other organisations. Partnership model becomes a platform for other stakeholders like government, corporates, academia NFPs develop a theory of change which puts its social change objective in broader context. Link theory of change to strategy & evaluation framework and focus on longer term outcomes Theory of change threshold Traditional, transactional domain for non-profit organisations that pursue relatively isolated social impact Loosely aligned collaboration with little strategic clarity ISOLATED ACTION COLLECTIVE ACTION Partnership threshold

3. OUR PRACTICE MODEL Engaged Philanthropy will contain a mix of partners along this trajectory National Stroke Foundation - Australian Stroke Coalition BROAD FOCUS The Florey – Women in Science Project Theory of change threshold NARROW FOCUS ISOLATED ACTION COLLECTIVE ACTION Partnership threshold

4. Engaged Philanthropy Practice Model has 2 variables: • Grant making effectiveness - TOC • Grant making process • Grant making experience • Grant selection • Acquittal process • Evaluation • Partnering Effect – • Number of partnerships • Types of partnerships • $’s leveraged • Common agenda • Shared outcomes

5. Some frameworks for discussion … The way that organisations operate - and the extent to which they seek to collaborate with or influence the behaviour of others - can vary Cross-Sectoral Focus Cross-Sector Engagement Sectoral Focus Peer or Sector Engagement Peer or Sector Engagement Activity Focus Program ‘Partners’ Program ‘Partners’ Program ‘Partners’ Program Program Program

6. Why Partner? WHY PARTNER? • What are we trying to achieve? • What are the challenges? • What is the value of the partnership? • Benefits • Risks • Value add – individually and collectively • ‘Catch all for everything’ • Majority of partnerships are sponsorship, transactions or contacts • Little evidence of partnership evaluation to date

7. TO PARTNER OR NOT TO PARTNER? Hoped-for outcomes(s) theme scale • What is the cost for a partnership approach? • Are there alternative/better options? • Transactions costs vs benefits? • Possible obstacles and risks? • What are the broad projects/activity areas? • What resources/competencies are needed? • Is there capacity for flexibility/responsiveness? • Is the organisation ready/fit for partnering? • Are there potential unintended consequences? CONSIDERATIONS Strategic & Underlying interests hook • For example because: • There is a better alternative • The risks are too high • The benefits are insufficient • The organisation is not ready Initial partner analysis No go Decision to move forwards * Partnership Brokers Association

8. Partnering Challenges Barriers and Impediments to Effective Partnerships • Lack of clear purpose and differing expectations of what the partnership will deliver • Predominance of ‘silos’ within the partnership group which can restrict communication and delay decision making • The lack of a clear process to bring the partners together and enable them to maximise the opportunities from the partnership • People leaving and entering the partnership with new relationships having to be formed over and over again • Lack of partnering skills and knowledge of how to be an effective partner • People seeing partnerships as just a different way of allocating funds to projects or initiatives

9. Principles of Partnering There are 3 principles of partnering: • Equity – where this implies an equal right to be at the table and a recognition that contributions to the partnership can be in different forms • Transparency – where all relationships are based on openness and honesty, and where people will be truly accountable • Mutual Benefit – where all partners can achieve specific benefits over and above the common benefits to all

10. Partnering Phases 3 Distinct Phases: • Stage 1: Creating: Each of the potential partners work together to design a partnership framework that clarifies what the partnership is about and how the partners will work together, resulting in a common agreement to move forward • Stage 2: Developing: Creating an Action Plan for the partnership setting out the direction and tasks required to achieve the partnership objectives (the operational or implementation plan) • Stage 3: Sustaining: Processes to ensure that the partnership to reach its full potential and delivers the expected overall outcome

11. PARTNERING CYCLE The Partnering Cycle