The results of this research have shown that, in general, women's organizations and institutions have different needs, goals, and objectives in developing partnerships. That is why it is important for women's organizations to carefully develop their partnerships making sure that their needs, goals and objectives are respected by their institutional partners. In doing so, women's organizations may consider: (1) defining their goals and objectives; (2) researching potential partners; and (3) maintaining existing partnerships.
I - First Step: Defining a Partnership
Prior to looking for potential partners, it is important to define the mandate of the non-profit organization, its focus, and needs. This definition phase can reduce the risk of losing control. In doing so it may be helpful to consider the following steps:
1. Defining the mission. A clear mission statement can help focus on the purpose of developing partnerships, and consequently avoid getting sidetracked. For example, this project's mission statement was to explore the potential for community partnerships for funding violence prevention projects in feminist organizations.
2. Defining goals. By defining its needs in terms of financial resources and non-financial resources, a non-profit organization is also defining the limits of its partnerships. In asking itself what its goals are, an organization may be able to determine whether it is looking for free space, volunteers, etc. And, while financial resources are often the primary need for women's organizations, a multitude of other resources are available and may be useful to investigate (i.e., computer service, auto repair services). Thus, creativity is an important element in the process of developing partnerships.
3. Defining objectives. Having clear objectives in the context of developing partnerships means knowing how to develop a partnership with respect to one's mission statement and goals.
By clearly describing expectations from a partnership, a non-profit organization is setting boundaries for itself and for its partners. This phase may also enable women's organizations to make sure they keep their vision and ways of doing things.
4. Defining roles. The purpose of defining all the parameters of future partnerships with clarity is to avoid any potential conflict between partners. Defining the role of a partner is crucial. For example, by asking itself if it would like its partner to be involved from the beginning of the project or just as a sponsor, a non-profit organization may be avoiding many disagreements with its partner. Otherwise, an organization may run the risk of compromising its relationship with its clients and with its past and present supporters. In this process, an organization may also want to ask itself if it is ready to let a corporation contact its clients with a survey, advertisements, etc.
5. Defining ethical considerations. By partnering with certain institutions, women's organizations who participated in this research mentioned that they felt they were endorsing the institutions' product(s) and activities and, more generally, promoting the myth of corporate responsibility. To avoid such a turn of events, an organization that is considering developing partnerships with institutions should set-up a screening system to determine which institutions are appropriate. Focus group participants suggested screening potential partners case-per-case and based on a list of prioritized ethical considerations (see Women's Organizations Focus Group Analysis: Part IV - Women's organizations' criteria for suitable partnerships).
6. Defining the elements that are negotiable in a partnership. There are a wide range of partnerships (see Review of the Literature: Ideas about ways women's organizations and institutions can assist each other). The type of partnership a non-profit organization chooses will impact differently on the organization itself. For example, a cause-related marketing partnership with a major corporation may lead to public recognition which will affect an organization in a certain way. Depending on its mission, its goals and its objectives, an organization may need to define what it is willing to exchange in its partnership.
7. An evaluation tool. At any time in the development of its partnership, a non-profit organization may consider defining what a successful partnership means to itself. What would have to happen, and what would the organization have to have gained in order for the partnership to be considered successful? Has the partnership caused the organization to lose control of its project/program? Has the partnership caused the organization to lose credibility amongst its past and present clients and supporters?
II - Second Step: Research
Research is a determining phase in the process of developing partnerships. There is no point for a non-profit organization to approach institutions which do not fit or respect the organization's mission, goals and objectives. In fact, the key to finding potential partners lies in the organization's ability to find partners who fit all of the above. The most effective way of researching partnerships is to pre-screen potential partners who fit the organization's mission, its goals, its objectives, its vision, and its way of doing things.
1. Pre-screening potential partners. Pre-screening implies that a non-profit organization has an idea of the type of institutions it might be interested in partnering with. For example, women in general may be more likely than men to identify with and therefore support the goals and objectives of programs related to violence against women. Thus, a women's organization may consider partnering with businesses owned by women.
Here are a few questions to take into consideration:
Tips for looking for potential partners
To save time in the long run, a women's organization may look into building a database of companies that it has contacted, and companies that are known to support women's organizations. It also may consider consulting these institutions' annual reports, event programs, and media information. Which companies are in the best position to support an organization either financially, or through services or products?
2. Sources of information
Source of information on private and public institutions can be found virtually everywhere.
From the institution:
From the library:
Other sources:
Online services such as the Canadian Centre for Philanthropy at www.ccp.ca
Charity Village at www.charityvillage.com
The Vancouver Volunteer Centre www.volunteervancouver.ca
The Vancouver Chamber of Commerce
Or the company's home page found using an Internet search engine.
3. Outlining a partnership agreement(1)
To avoid any misunderstanding or conflict it is important to establish an outline for partnership agreements. In this process an organization may define:
4. Corporate research form
This is an example of the type of research form an organization may want to utilize prior to soliciting potential partners.
General Information
| Company: | ||
| Street: | City: | Province: |
| Postal Code: | Phone: Ext. | Fax: |
| Top Local Executive: | Title: | Email:
Phone: |
| Public Relations Executive: | Title: | Email:
Phone: |
| Person Responsible for Charitable Donations: | Title: | Email:
Phone: |
CEO Profile
| Name: | Title: |
Corporate Profile
| Service/Product: | Year Founded: |
| Number of Employees: | Head Office Location: |
| Gross Sales: | Awards Received: |
Charitable Giving Profile
| Interests: | % of revenue donated | |
| Imagine Campaign Yes No
Employee Trust Yes No Foundation Yes No United Way Exclusive Yes No
| ||
| Examples of giving: | ||
| Type of gift(s):
Money_______________________ Expertise_______________________ Services______________________ Cause-related marketing___________ | ||
Ethical profile
Research Source(s)
III - Third Step: Maintaining Your Partnership(s)
1. Recognition. Depending on what an organization is comfortable with concerning its partner's needs and its initial partnership agreement, it may recognize its partnership in various ways (i.e., in a letter of recognition in an annual report, in a brochure, in a newsletter, in a special event). However an organization decides to recognize its partnership(s), institutions which were interviewed stressed that recognition, whether public or private was, for them, a determining factor in choosing partners and maintaining their partnerships.
2. Building a relationship. Recognition is one way of building a relationship. For women's organizations, building a relationship may be the key to a successful partnership. Indeed, through long term relationships, women's organizations may create a network of community partners who may bring them financial stability, independence from constrained project funding, credibility, and a chance to educate new audiences. An organization may also invite its partners to its activities, share information about the project or its work in general, explore different forms of support its partners may be able to assist the organization with, and review the partnership with its partner.
The idea of partnership comes at a time when women's organizations are suffering a lack of support from both the government and the private sector. And, although their resources are limited and decreasing, the need for prevention of violence against women remains a pressing issue.
Endnotes
1. Op.
cit., Sims, Sandra, (1996).