Agile Digital Communications

PARTII Communicatingtobuildtrust This page intentionally left blank 4 BEYONDCLICKSFORCAUSES Enablingagiledigitalcommunications AnnLongleyandToveNordström Introduction:thedauntingpaceofchange Thenon-pro tsectorplaysavitalroleinsociety.However,itssurvivalande ec- tivenessincreasinglydependsonitsabilitytoassess,masteranddeploydigital technologies.Digitaltechnologyisdrivingunprecedentedchangecausingallmedia toconverge(Jenkins2006)whilstenablingnewentrantstoestablishthemselves quicklyandwithrelativeease.Non-pro torganizationsfailingtoadapttodigital opportunitiesandthreatsmayfaceobsolescence(Bulletal.2015),whilstnon-pro t employeeswitheasilyreplicableskillsmayincreasinglybecomeredundant.By2025, 25percentofjobscouldbelosttorobotsandautomation(Thibodeau2014). Strategicuseofdigitalplatformsandtoolscanhelpnon-pro tsengageandreachtheir audiences,helpdiversifyincomestreamsandgainmuchneedede ciencies.With non-pro tincomeintheUKunderpressuresince2009(NCVO2015),theiruseis aboutfutureproo ng,notjustcommunications,buttheorganizationasawhole. Duetothecomplex,fast-movingnatureofthedigitallandscapeandthe uncertaintyitbrings,non-pro tsneedtochangetheirculturestokeeppace. Theyneeddigitallymatureculturesputtingtechnicaland ‚ customer ™ considerations upfront,ensuringtheyremainrelevantbybeingnimbleenoughtoexploit suitabledigitaltechnologiesforstrategiccommunicationsandothercorepur- poses.Organizational-widetransformat ionisneededtoembedthisculturalshift. Communicationsprofessionalshaveani mportantroletoplayinthechange processasnon-pro tsmustadoptdigitallyenrich edinternalandexternalcom- municationstothriveinthedigitalage. Torespondtotech-fuelled21 st centurysocietalchangesandtosupportthe developmentofdigitallymaturecultures,anewdigitalcommunicationsmodelfor thenon-pro tsectorisneeded.The AgileDigitalCommunicationsApproach (ADCA) isintroducedhereasameansfornon-pro tstobesustainablenowand inthefuture.Ithasbeencreatedtohelpnon-pro tskeepupwithever-evolving technology,usedatatobecomemoree cient,andprovetheirdeliveryofresults. Themodelstretchesbeyondcatalyzing ‚ clicktivism ™ ,thephenomenonwherebythe publicshowssupportforcauseswith ‚ clicks ™ butnootheractions(Howard2014), toaddresshownon-pro tsusedigitalcommunicationstechniquesandchannelsto raiseawareness,buildcommunitiesofadvocates,deliverservices,andraisefunds. Thisconceptualmodelisinspiredbythe agile movement,aphilosophyandsetof principlesforsoftwaredevelopmentputtingcustomerneedsatitsheart.Itespouses collaboratingwithcustomersandempoweringcapableteamsusingfacetoface communication( AgileManifesto 2001).Agileprinciplesaresoapt,theyhave inspiredbusinessleaderstoadvocatecreatingagileenterprisescapableofadaptingto fastchangingmarketconditions(McKinsey2017).Theyareequallyrelevantfor non-pro tswhoarealsoimpactedbythesechanges. Theimportanceofdigitalstrategy Non-pro tstodayneeddigitalcapabilitiesinplacetoensuretheydelivertheir missions.Adigitalstrategyisneeded,butitshouldnotbeaseparateentity.It shouldbefullyintegratedintoorganizationalmasterplansandoperatingmodels demonstratinghowdigitalwillsupportanddeliverstrategyseamlesslyacrossall functionsincludingcommunications.ThemajorityofUKnon-pro tsbelieve digitaltoolsandtechnologywillchangethesectorsigni cantly,yethalfhaveno digitalstrategy(AmarandEvans2017).Withmanynon-pro tsboardsfailingto grasptheimportanceandmagnitudeofthechallenge,theissuehasbecomeoneof governance(Amar2016).Digitalskillsareloworinneedofimprovementon 71percentofboards(AmarandEvans2017).Theyworryaboutmissingouton opportunitiesfordigitalfundraising,givingcompetitorsanadvantage,oreven becomingirrelevant.47percentthinktheirnon-pro tisnotagileenoughand recognizetheircultureneedschanging(AmarandEvans2017). Digitallyenrichedfundraising Withlackofresources,skillsandfundingbeingthebiggestbarrierstogettingmore fromdigital,manynon-pro tsarefallingbehind.Thissituationisexacerbatedby competitionfromdigitallysavvyorganizationsencroachingonthetraditionalgift- givingterritory:technology-ledcompanies,high-pro leindividualsandothers crowdfundingdirectlyforcauses.Competitorsmayincreasetheirshareofdona- tionsthroughsmartuseofdigitaltechnology;61percentofUKnon-pro tsrate theirdigitalfundraisingskillsasfairtolowandamajoritystatetheirITinfra- structureneedsimproving(AmarandEvans,2017).Managingdatasecurityand privacyisvitalassupportersmaynotbewillingtogiveregularlytoorganizations viewedasvulnerabletocyberattacks.Despitetheseconcerns,themajorityofnon- pro tsbelievedevelopingdigitalskillswouldhelpincreasefundraising,growtheir networks,anddelivertheirstrategymoree ectively(ibid.). 58 AnnLongleyandToveNordström Braveleadershipisneeded Tobecomedigitallymature,non-pro tsneedtoinvestintransformation, focusingonpeopleandcultureasmuchastechnology.Courageousleadership fromCEOsisessentialifdigitalistotakerootandbecomeintrinsictoallfunc- tions.Breakingdowndepartmentalbounda riestoensurecross- teamcollaboration isakeyoutcomeofsuccessfultransformation.Organizationalchanges,including theabilitytoco-createcampaignsorse rviceswithcolleaguesinotherdepart- ments,mayberesistedduetofearorconfusionaboutexpectations,andadher- encetooutmodedstructures.Whilstresi stancetochangeisinevitable,itcanand mustbeworkedthough. Learningfromothers Inspiteofculturaldi erences,non-pro tscanlearnfromorganizationswhoput digital rst.Forward-thinkingnon-pro tsarebuildingagilityande ciencyinto theirDNAwiththeuseofhigh-growth ‚ start-up ™ businesspracticesanddesign thinkingwhichcanalsobeappliedtosolvingsocialproblems(Yoo2016).Agile methodshavebeenappliedtocommunications(vanRuler2014)with TheRe ec- tiveCommunicationsScrum demonstratingtheirrelevanceandadaptability.Equally, TheLeanStartup ™ s entrepreneurialpractices(Ries2011)whichstrivetomaximize progresswithminimalresourceswhendevelopingnewproductsarealsohighly relevanttothesector(Simcock2016). Attainingdigitalmaturity Ifnon-pro torganizationsaretobeabletobecomedigitallymature,theyneed newstructuresandwaysofworkingaswellasnewskillsets.Whenintroducing leanandagilepracticesintonon-pro ts,consideradaptingtheterminologyto improvethelikelihoodofitsacceptancebycolleagueswhomaybesceptical aboutitsrelevance.Capacitybuildingandclearbehaviouralexpectations(for instance,forcollaboration)arecritical.Empoweringskilledpeopletopush boundaries,andlearnthroughdoing,whilstanalysingrelevantdata,isparamount. Alloftheabovemustbecommunicatede ectivelythroughinternalcommu- nicationsandproactiveemployeeengagem entprogrammes.Colla borativedigital toolscanplayasupportingrole,butface-to-facecommunicationsmusttake precedence. Seniormanagersmustrecognizethatdigitalisapowerfulenablerofallaspectsof organizationalstrategyandlearntouseittoachievestrategicgoals.Theyalsoneed torecognizethatdisruptiveinnovationmaythreatenbusinessasusual(International CivilSocietyCentre2013;Christiansenetal.2015)andtakestepstomitigaterisks. Communicationleadersneedstrategicoversighttoensuretheirorganizations ™ reputationsareprotected,andoperationalinvolvement,sostakeholdersare engagede ectivelywithcommunications. Beyondclicksforcauses 59 Digitalcommunicationschallengesandopportunities TheInternethastransformedandrevolutionizedcommunicationsirrevocably, triggeringtheneedforanewapproach.Traditionalmediachannelsstilldeliver value,butdigitalmediafragmentsandaugmentsit.Anewgenerationofstake- holdersconsumemediainradicallydi erentways(Tapscott2009).Unlikepassive audiencesofthepast,stakeholdersnowac tivelyshapeandconveybrandmessages creatingtheirowncontent.Internetaccessviamobilehasexceededdesktop accessglobally(StatCounter 2016),andconsequently,non-pro tscannowbe presentinalmosteveryone ™ spockets(GSMA2017).Adonationisjustoneclick awayfromwell-placedcontent,unders coringtheneedforresponsivedesign (Marcotte2010). Newchannelsandfeatures TheInternethascatalyzedahostofnewchannelsincludingsocialnetworking sites,mostnotablyFacebook,functionality(likesearch),formatsincludingblogs, forumsandemail,andtoolssuchasapps,v oiceactivatedassistantsandchatbots. Theyallconnectthepublic,whilsto eringnon-pro torganizationsincreased possibilitiesfortransparencyandneww aysofcreatingsocialvalueandimpact. Crucially,websites,socialnetworking sites,messagingservicesandappsgive organizationstheabilitytopublishcontentdirectlyandbuildunmediatedrelation- shipswiththeirstakeholders.Newfunctionalityandfeaturesareconstantlyadded thancanbene tcommunicationse orts(PhillipsandYoung2009).Facebook andothermajorplayerslikeApplearesupportingnon-pro tsbyrollingout frictionlessdonationmechanismsonth eirplatforms(Zillman2015)makingthem attractivepartners.Thelowaccessco stisamajorattractionfornon-pro ts (Curtisetal.2010). Listeningandresponding TheInternetalsoenableslisteningandrespondingtostakeholdersinrealtime (CoombsandHolladay2010),whichisimportantasdiscussionsaboutnon-pro ts andthecausestheyaddressoccuronline(Brown2009).Non-pro tscangaininsight andbuildtrustbyjoiningrelevantconversations(ScobleandIsrael2006).ForCancer ResearchUK,listeningonlinehighlightedasigni cantfundraisingopportunity. CASESTUDY4.1:CANCERRESEARCHUK ™ S #NOMAKEUPSELFIE CancerResearchUK(CRUK)madeinternethistorywhenitraised£8minsix daysonthebackofanInternettrendwhichbecameassociatedwithitsbrand (PressAssociation2014).Aboveall,itshowstheimportanceofscanningthe onlineenvironmentforopportunities,thepowerandpotentialforseedingand 60 AnnLongleyandToveNordström growingideasonline,andtheneedfororganizationalagilitytorespondto suchopportunitiesquickly. #NoMakeUpSel es(NMUS)beganappearingonlineorganicallyaround 2012relatingtodiscussionsaboutthepressureonwomentomaintaintheir appearance.In2014,ayoungmumcreatedapageonFacebooklinkingthe trendtocancerawareness.WomenwereencouragedtopostNMUSandmake adonationtoCRUK.Themessagestruckachordandthecalltoactionbegan spreadingonlineonapeer-to-peerbasis. PeoplestartedaskingCRUKifitwasinvolved.CRUKquicklysetupamobile donationchanneladvisingthepublicto ‚ TextBeattodonate£3 ™ .Employees respondedtopubliccommentsonlineabouthowthemoneywouldbeused withhandwrittensigns.Theythankedthepublicateverymilestoneasthe organiccampaigngrew.CelebritiesgotinvolvedsharingtheirownNMUSand thetexttodonatecodeandUKmediastartedpickingupthecampaign.CRUK thensupportedtheactivitywithpaidsocialmediatofurtherincreasereachand maximizefundraising.ThecampaignhelpedincreasethesizeofCRUK ™ ssocial communitiessigni cantlyandcreatedahugespikeinwebsitevisitsanddona- tions.ThesuccesswasbasedonCRUK ™ sfast,authenticandpersonalresponse (DigitalTrainingAcademy2014)toanon-plannedcampaign.Itwasagrass- rootsinitiativethatCRUKwasnimbleenoughtoembrace. Two-waycommunicationsandbeyond Trustingrelationshipsrequiretransparency(Welch2006),subsequentlygenerating commitmentandcollaboration.Theseaspectsarecrucialifnon-pro tsareto receivelong-termpublicsupport(Edwards2006).Lackoftransparencycandamage credibilityandstakeholderrelationships(Sweetser2010).Despiteanincreased interestintheuseofsocialmediarelatingtotransparency,Gandía(2011)argues thatmanynon-pro tsaremissingoutonthisopportunity. In1984,GrunigandHuntrecommendedthetwo-waysymmetricmodelof communication,advocatingmutualunderstandinganddialogueastheoneto aspiretowardsintermsofbestpracticeandethics.In2009,Grunigwentonto highlightthesigni cancesocialmediacouldhaveontwo-waycommunication bestowingpublicrelationswithamoreinteractive,global,strategic,andsocially responsibleapproach.Whilsttwo-waycommunicationwithstakeholderscanhelp createanopentransparentorganization,thisdynamicalsomakesitmoredi cult tohidepublicconcerns.PhillipsandYoung(2009:157)arguethat ‚ yourbrandis nostrongerthanyourreputationandwillincreasinglydependonwhatcomesup whenyouareGoogled ™ .Inthiscontext,theabilitytobuildastrongbrandonline generatingadvocacyfromstakeholders,suchasdonorsandvolunteers,iscrucial. Wordofmouthisproventobemoree ectivethanadvertising(Nielsen2015),so inspiringthepublictoparticipateandshareanon-pro t ™ smessagescanbehighly e ective.However,althoughdesirable,thisoutcomeisimpossibletoguaranteeas Beyondclicksforcauses 61 communicationsnowtakeplaceas ‚ amulti-waydiachronicprocessofongoing constructionofmeaninginwhichonecannotforeseewhois Œ orwillbe Œ involved,inwhatway,andwhattheresultswillbe ™ (vanRuler,2014). Stakeholderdiversity Audiencesthatmaynotinitiallybeseenaskeystakeholderscanbecomeimportant whentheyengageindiscussionsthata ecttheorganization ™ sprimarystakeholders andtheirinterests(Jensen2001).Ihlenetal.(2009:142)observethosewho ‚ donot seemlikestakeholdersatthepresent,mightchoosetotakeaninterestinacompany atalaterstage ™ .Socialmediashouldthereforebeseentoencourageathree-way modelofcommunicationallowingthirdpartiestoshareandreceivemessagesona peer-to-peerbasis(Ferberetal.2007).Tomaximizetheirimpact,non-pro tscan nowbolstertheircommunicationsbyembracingthefullpotentialofsocialcom- municationstoenablethespreadofcontentdirectlyviathirdparties,andona peer-to-peerbasis(Jenkinsetal.2013). Openingupcommunications Blogsandpodcastscanbecost-e ectivewaystoreachnewaudiences(Ingenho andKoelling2009).Theyalsohelporganizationscomeacrossasmorehuman (ScobleandIsrael2006)astheyaredelivereddirectly.For ‚ humanization ™ tooccur, itisessentialtomaintainahighlevelofauthenticitywithrealpeoplediscussingreal issues(KanterandFine2010).Thatmeansempoweringemployeesandother stakeholderstocreatecontentandembracetheartoflistening.Socialmediaisa perfectplatformtoobservewhatcompetitorsaredoingaswellaslearnwhatkind ofcontentstakeholders ndinterestingandwhatchannelstheyuse.People ™ sideas, behavioursandquestionscansubsequentlybeusedtoengageinconversations, enrichcontentandinformnewservices.KanterandFine(2010:10)arguethat conversationsarevitaltonon-pro tssince ‚ conversationsactivatethenaturalcrea- tivityandpassionthatpeoplebringtocausestheycareabout ™ .Thesepossibilities aresuperchargedbylivevideostreamingnowavailableonmostmajorsocial networks. Similarly,Jenkins(2006)emphasizedtheimportanceofparticipatorycultureand spreadablemedia.Grassrootsparticipatoryapproachesenabledbysocialmedialike theNMUSarejustasimportantforthefutureofnon-pro tcommunicationsas topdownoneshavebeeninthepast.Theyareimportantas,inadditiontoraising awareness,theycanencouragepeopletotakeaction(LovejoyandSaxon2012). Thedigitalrevolutionbringswithitinnovativetechnologies,toolsandtacticsthat helpnon-pro tstoachievetheircommunicationsandfundraisingobjectiveswhilst becomingmoree cient,transparentandaccountable.Emergingmediumslike virtualandaugmentedrealitybuildempathythroughhighlyimmersivebrand experiencesthathelpraisefunds(Petronzio2017;Overly2016).TheUN ™ s ‚ CloudsOverSidra ™ VirtualReality lmengagedtheaudienceinlifeasaSyrian 62 AnnLongleyandToveNordström refugee,raising$3.8mandsurpassingits$2.2mtarget.Marketingautomationand arti cialintelligencesuperchargesomepublicrelationstasksandsoshouldbeinte- gratedintonon-pro ts ™ communicationswork owtoaide ciency.Technologies suchascontactlesspayments,mobilewalletsandblockchainaretransforming nancialwork ows,fromfundraisingtodispersal(Allison2017)enablingagreater degreeoftransparencydisruptingtraditionaloperations. CASESTUDY4.2:STMUNGO ™ SUSEOFBLOCKCHAIN StMungo ™ s,aUKcharitytacklinghomelessness,isworkingwithsocialtech startupAlice.siusingsmartcontractsontheEthereumpublicblockchainto givedonorsvisibilityoftheimpactoftheirdonations.StMungo ™ sisusingthe techforaninnovativetrialappealhelping15homelesspeoplerebuildtheir lives(Allison2017).Usingblockchain,donationsare,ineffect, ‚ frozen ™ untilSt Mungo ™ scandemonstratetheyhaveachievedtheiraims. Thetechnologymakestheperformanceoftheprojectspublicandauditable. Fundsaredisbursedaccordingtothecompletionofpre-setgoals.Ifthegoals arenotachieved,thedonorsgettheirmoneyback.Speci cgoalsinclude helpingthehomelessindividuals ndandthenstayinanewhome,withindi- vidualsupportprovidedforuptosixmonthsaftertheymoveintohelpthem transition.Othergoalsentailtreatmentforsubstancemisuseormentalhealth issuesifneeded. Toavoidthevolatilityofcryptocurrenciesdispersedviablockchain,public donationsaremadeinpoundssterlingusingdebitorcreditcards.Thetrialis beingruninpartnershipwiththeGreaterLondonAuthorityandtheFinancial ConductAuthority,withinitssandboxprogramme,withadditionalsupportfrom theNominetTrust. Thisprojectisnoteworthyduetothetransformativebene tsofusing blockchaintorebuildpublictrust.TheapproachalsoallowsStMungo ™ sto givepeoplethepersonalisedsupporttheyneedtorebuildtheirlives. Althoughtheoutcomeofthistrialisasyetunclear,itisincludedheredue toitspotentialtodisrupttraditionaloperatingmodels.Itshowshow experimentationwithdigitaltechmayl eadtoradicallynewwaysofworking, generatingcompletelynewcommunications ™ narrativesandconversations withthepublic. TheCharityAidFoundation(CAF)hasbeenexploringthepotentialofblockchain throughanumberofpapersincluding ‚ Losingthemiddlebutkeepingtheheart: Blockchain,DAOsandthefuturedecentralisationofcharity ™ .Itexploreshownew organizationalformssuchasDistributedorDecentralizedAutonomousOrganiza- tions(DAO)madepossiblebyblockchainmayhelpimprovetrust(Davies2017) throughtransparency.TheStMungo ™ sexperimentandCAF ™ sthoughtleadership demonstrateshowradicallytechnologyisshakingupthestatus-quo. Beyondclicksforcauses 63 UnlockingAgileDigitalCommunications Tofullyembracedigitalopportunitiesintoday ™ salways-ondigitalcommunications environmentrequiresa exibleandevolvingapproachtocommunicationsplan- ningandexecution.Itmustnimblygraspdigitalopportunitiesandminimizerisks asapartofdailypractice.The AgileDigitalCommunicationsApproach (ADCA) presentedhereisnotlinearorfrozenintime.Itisdynamicallypowered byacontinuousfeedbackloophelpingnon-pro tsselecttherightapproachesand becomemoretargetedande ectivewiththeircommunicationinrealtime.Itisa conceptualmodelderivedfromanon-pro t ™ spurposeoutliningclearactionsand outcomes.Inputsincludestrongstrategicleadershipandcreativitybasedonsound insightsastheycanleadtotransformativebrandexperiencesandorganizational sustainabilityespeciallyifnon-pro tscanprovetheirsocialimpact.Harnessing digitaldata,securingtraditionalcoverageandleveragingmediaandotherpartnerships makesgreatsenseforanyorganizationwithlimitedresources. The ADCA helpsnon-pro tsbuildtrust,advocacyandultimatelysustainability byprovidinglife-changingactivitybasedontheconvergenceofcommoninterests de nedthroughactivestakeholderengagement.Theaimandresultshouldbe sharedtransformative(i.e.life-changingorplanetpreserving)brandexperiences, demonstrablyhelpingbene ciaries,ignitingdonoradvocacy,whilstgenerating publictrustandmediainterest.Byencouragingsocialsharingthroughoutan extensivedigitalcommunicationsecosystemcomprisedofthecontactsofall FIGURE4.1 TheAgileDigitalCommunicationsApproach Source:LongleyandNordström 64 AnnLongleyandToveNordström stakeholders(donors,bene ciaries,employees,media,andcorporatepartners), non-pro tscanexponentiallymaximizetheirimpactandreach. UsingtheADCA Tocreateasustainablenon-pro ttodayrequiresanunderstandingandappreciationof howstakeholders ™ livesincreasinglyrelyondigitalcommunications,socialnetworks andutilities(e.g.healthtrackers,virtualassistants,alerts,ecommerce)andhowdigital datacanprovidesophisticated,evenpredictive,insightsandsolutions.Thisunder- standingmustbeunderpinnedandsupportedbyanoperatingmodelthatusesdigital andotherdatatosparkactionableinsightsleadingtoengagingandtransformative experiences.Aswithanyapproach,itbeginsbysettingclearobjectivessupportedby highlycollaborativewaysofworking.Itre ectsafastmovingworldwherenon-pro ts needtoembraceemergingbestpracticesanddigitaltechtoachievetheirmissions. ADCApurpose:creatingtransformativebrandexperiences TheultimateoutputoftheADCAisauni edbrandexperiencefullyalignedwitha non-pro t ™ scommunicationsstrategycreatedonthebackofsoundinsightsdelivering measurableoutcomes.Itisbasedonthepremisethatthemissionofthenon-pro t organizationwillbemetifconvergedwiththeneedsandinterestsofprimarystake- holdersplusthemediaandotherplayers,inparticular,corporatepartners.Asnon- pro tsexisttocreatesocialorenvironmentalbene ts,togetresultstheiractivity mustdemonstratehowitwilldosoinacredibleandtimelymanner.Stakeholders cannowbepartofthestory,helpingnon-pro tsdecidewhatmessagestohigh- lightorservicestoo er.Inthedigitalage,reportingbackcanalsobeawayto generatefurtherinterestandimpactasStMungo ™ sblockchainprojectshows. Achievenon-pro tmissionwithcontent,digitalchannels, dataandenablingtech Digitalclearlyhasacentralroletoplayincommunicationstoday.Themostenga- gingbrandexperiencestodayaremulti-channelandyetseamlesslyjoinedup.Tra- ditionalmediaoutletsarenolongerexclusivemediatorsofdirectrelationshipswith thepublic,andsocialmediahasmademuchdialoguepublic.Inthenetworkedage, awebsiteisvital,butinsu cientonitsown.Adistributedpresenceonsocialmedia optimizesandampli esanon-pro t ™ smessageandmission.Facebookwillsoonhave twobillionactiveusersacrosstheworld,600millionuseInstagram,and317million usersareonTwitter(Allen2017).Usingsuchchannelstobuildastrongeco-system andnetworkofsupportersistheaimasadvocatescanandwillhelpspreadmessages anddrivetheirowninitiativestoraiseawarenessandfundsasNMUShasshown. Withnewchannelsandin uencersconstantlyemerging,rigorisneededto decidewhichonestouse.Whilstaccesstosomemaybefree,thecosttooperate themmaybeconsiderable.Channeldecisionsshouldbemadebasedonobjectives andusebytargetaudience.Thecosttousethechannelshouldbelessthanthe Beyondclicksforcauses 65 expectedreturnatleastinthelongterm.Itisimportantto lterandprioritize digitalopportunitiesgivenresourcescarcity,howeverscopeforexperimentation (i.e.testingandlearning)isequallyimportantinthefaceofdisruption.Bycarefully experimentingwithnewcommunicationsandtransactionalapproachesasStMungo ™ s havedone,non-pro tscanlearnthroughdoing,and indoing soenhanceoverall performanceandreputationsettingnewstandardsforthesector. Itisessentialtoprovideengagingandtransformativebrandexperiencesondigital channelsbycreating,curating,publishingandbroadcastingrelevantcontent.Whilst pressreleasesstillhavesomeuse,publishingstoriesandvisualassetsviaselecteddigital mediachannelsdrivesgreatervisibilityandengagementonline.Amessaginghierarchy andpublishingschedulebasedonrelevantcontentpillars(re ectingthenon-pro t ™ s missionandstakeholderneeds)providesthefoundationforawinningcontentstrategy. Itshouldtriggerdynamicconversationscentredaroundthenon-pro tandtheissuesit tackles.Proactiveaswellasreactivecontentisessentialforcommunitybuilding.Fre- quentlyupdatedcontenthelpsattractwebsitevisitorsandcanboostvisibilityinsearch. Visualcontentperformsbestasthebrainprocessesimagesfasterthanwords.Addi- tionally,organizationscanleverageuser-generatedcontentasCancerResearchUK didwiththeNMUS.Toresponde ectivelyrequirestherightinternalsetupwith communitymanagerspotentiallyextendingtheiro cehoursusingmarketingauto- mation,andworkingcloselywithcolleaguesinotherdepartments. Digitaltechnologycanalsobeusedtodelivernewservicestosupporttheverycon- ditionsnon-pro tsseektoaddress.Forexample,appsandutilitiesusingAIshowpro- miseinsocialcare.Communityfeaturesandgami cationcanhelpnon-pro tsattract newaudiences,demonstratemeasureableimpacts, llservicegaps,andcutthrough clutter.Onlinecommunitiesareparticularlyhelpfulforsupportingpeoplesu eringfrom wide-ranginghealthconditions.Thekeytodeliveringauthenticandengagingexperi- encesistoensuresolutionsarebasedonrealneedsandinsightsunderpinnedbyethical considerations.Scanningtheenvironmentfordigitaltechnologythatcanhelpnon- pro tsachievetheirobjectivesisakeycomponentoftheADCAmodel. Harnessingempiricaldatatoevaluate,optimizeandreportbackisalsoan importantpartofit.Digitalchannelsprovidemyriadmetrics.Tomakethem meaningful,theyneedtobealignedwithoverarchingcommunicationsandmarketing objectives.Digitaldatasourcesthatcanbeusedtoplanandevaluatecommunications activitiesarediverseandinclude,butarenotlimitedtowebsitetra candreferrer data,donations,engagementmetricsfromsocialnetworkingsites,socialmediamen- tions,andvideoviews.Digitaldatacanhelpnon-pro tsprepareforcriticalsituations, retargetprospectivedonors,andprovideinstantfeedbacktooptimizeprogrammes.It isimportanttobeginwithclearobjectives,analysethedataforactionableinsights,then design,evaluateandoptimizebrandexperiencesaccordingly. Leveragingdonor,bene ciaryandemployeeinterests Non-pro tcommunicationsmustalsoconsiderthebehaviour,habitsandinterests ofconnectedstakeholdersincludingdonors,bene ciariesandemployeeswhoare 66 AnnLongleyandToveNordström usingdigitalmediaforavarietyofreasons.Leveragingstakeholderinsightswhen planningcommunicationsandbrandexperiences(whichhereincludesocialmedia campaigns,communityfora,websites,apps,videosorotherdigitalproductsand services)willincreasethelikelihoodtheywillsharenon-pro tassetswiththeir networksandmakedonations.Traditionalapproacheslikesurveysormarket researchreportsarehelpfultode nerelevantmacro-leveltrends,buttheyare insu cientontheirown.Researchcannowbedoneinavarietyofdigitally enabledwaysrangingfromsociallisteningtousertesting,andco-creation. Uncoveringactionablestakeholderinsightsisnolongeranannualactivityor quarterlyevent.Inanalways-oncommunicationsworld,itisnecessarytobe always-on tomonitorwhatisbeingsaidaboutyourbrandonline,tomanage reputationinstantly,aswellasinformengagementopportunities.Non-pro tscan nowassessandstrengthentheimpactofcommunicationscampaignsinrealtimeby reviewingperformancedataandbylisteningandrespondingtostakeholdercom- ments.Formostnon-pro ts,itwillbehardtosustainabrandwithoutacontinuous presence. Whilsttraditionalplanningcyclesarestillneeded,scanningtheonlineenviron- mentforrelevanttrendsandtopicsassociatedwithyourorganizationonadaily basisisnotonlypossiblebutadvisable.Itisimportanttopickupnegativesignalsto decidewhatifanyactiontotakeaswellasidentifypopulartopics,in uencersand hashtagstolegitimatelypiggybackontopromotecausesandkeymessagesas demonstratedbyNMUS. Engagemedia,in uencersandotherplayersbyaddressingtheir prioritiesandutilizingtheirassets Traditionalmediacoveragecontinuestobeimportantwiththeaddedbene tof bigfollowingsontheirsocialmediaaccounts.Pursuingsocialmentionsonthem, alongsidebasecoverageonwebsitesandinprintisadvisable.Thesigni cantand authoritativedigitalpresenceoftopmediaoutletscanhelpsigni cantlyboostand endorsenon-pro tcampaigns.Partnershipswithsociallyconnectedin uencersare alsoworthpursuing.Althoughtimeconsuminganddi culttomanage,in uencer engagementcandeliveradvantages,includingaccesstoyoungeraudiences.Many high-pro lein uencersandcelebritieschargehighratesforsocialposts.Itis importanttobuildstrongrelationshipswiththosewhoarewarmtonon-pro t causesastheyaremorelikelytoworkcollaborativelywithoutanychargeensuring mutuallybene cialoutcomesareachieved.Takingthisapproachmeansthe resultingcontentwillbemorecredibleandauthenticthanitwouldbeifthe in uencer ™ spostsweresponsored.JackHarries ™ ClimateChangevideosco-created withWWFareexemplary(Harries2015). Contentcreation,promotionandPRareimportanttoconsiderwhennegotiating corporatepartnerships.Corporateshavetheirownaudiences,technologyand humanresourcestocontribute.Finally,non-pro tandcorporatepartneremployees canalsomakegreatbrandadvocateswhohelp ‚ humanize ™ brandmessagesby Beyondclicksforcauses 67 sharingthemwiththeirownconnections.Thisapproachcanworkatalllevelsof theorganizationfromtheCEOtofrontlinesta and,undertherightconditions, evenbene ciaries. Inclosing,the AgileDigitalCommunicationsApproach isaspringboardto evolvedigitalcommunicationsinnon-pro ts.Totransformtheorganization,one shouldconnectwithsectorinitiativesliketheNPC ™ sDigitalTransformationPro- grammeandsecureassistancefromatransformationspecialist.Toachievetheir missionsinthedigitalage,thesectormaywellneedtobere-invented. Discussionquestions 1.Whatdowemeanbydigitalcommunications? 2.Whyshouldnon-pro tsembracedigitalcommunications? 3.Whatkindsofexternaldigitalcommunicationstacticsshouldnon-pro tsconsider? 4.Whatistheroleofinternalcommunicationsindevelopingdigitallymature cultures? 5.Howcannon-pro tsbecomemoredigitallysavvy? 6.Whoisresponsiblefordigitaltransformationinanon-pro torganization? 7.Whatnewcommunicationspossibilitiesarenowpossible? 8.Whatistheroleofcommunicationsprofessionalsindigitaltransformation? References AgileManifesto (2001)Availablefrom:http://agilemanifesto.org/authors.html Allen,R.(2017)TopSocialNetworksitesbynumberofactiveusers2017. SmartInsights . [Online]Availablefrom:http://www.smartinsights.com/social-media-marketing/socia l-media-strategy/new-global-social-media-research/attachment/top-social-network-si tes-by-number-of-active-users-2017/ Allison,I.(2017,12May)EthereumishelpingLondon ™ shomelesswithStMungo ™ sand smartcontracts. 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Fortune .[Online]Availablefrom:http://fortune.com/2015/11/18/facebook-donate/ 70 AnnLongleyandToveNordström 5 THEEMERGENCEANDGROWTHOF STRATEGICPARTNERSHIPSBETWEEN NGOSANDCORPORATES Balancingrisksandleveragingcommunications KevinReadandCarolineDiehl FromAdamSmith([1786]1843)onwardstherehasbeenaviewthatthemarket, howevervisibly,orotherwise,servessociety.Corporatephilanthropy,oftenrootedin economicsuccessassociatedwithindustrializationfromthelate18 th centuryonwards, establishedchannelsfortheredistributionofwealthandaplethoraofcauses,often linkedtosocialreform.Indeed,thistraditiongoesbackeventothephilanthropyofthe medievalguilds.Yet,otherthantheground-breakingphilanthropyoftheVictorian Quakers rms(Brejning2013)itisnotuntilthe1920s(Heald1970),thatcompanies begintorecognizeexplicitlytheirobligationstowidersociety,andbuildthisactivity intotheircorporateandpublicrelations.Inpost-warsocietythisoutlookgrew,leading totheemergenceofsocialactionprogrammespioneeredbybusinessleaders. Theideathateconomicandsocialvaluecouldco-exist,developedbyMichael PorterandMarkKramer(2002)atthebeginningofthenewmillennium,is counteredbyfreemarketeconomistMiltonFriedman(2007),whoarguesthat businesshadnoobligationtosupportsocialcausesorNGOs.PorterandKramer ™ s (2002)socialvalueframeworkhasacceleratedthewillingnessofNGOstoseek longer-termpartnershipswithcorporates.GrowingnumbersofNGOsnowseethe addedvalueofmovingbeyondafundraisingfocus. Themyriadchallengesofthesenewtypesofpartnership(Pattberg2005;Austin andSeitanidi2012)areexamined.Steadypartnershipgrowthmeansthereisnow morefocusonhowthesenewtypesofrelationshipcanbedeliveredandmeasured. Thenature,scaleandcomplexityofNGO Œ corporatepartnershipscontinueto grow,withinitiativesoftenbasedaroundasinglecauseorcampaign.TheUnited NationswiththeirSustainabilityGoalsexplicitlysupportstheconceptofresponsible businessandintheir21 st centuryNGOreport(2003)theysuggestNGOswill becomemore exible,pragmaticandbusinesslike. Thischapterwillexplorehowtheconceptofsocialvalueevolvedandthe communicationandpracticalchallengesarisingfromnewpartnerships.Itwillalso discussthedistinctstepsthatcorporatepartnershipstendtogothrough.Critical ‚ FittoPartner ™ testswillbediscussed.Thereasonsforalliancesfailingwillbe exploredandanewpartnershipclassi cationwillbeprovided. Establishingsocialandcollaborativevalue PorterandKramer(2002:68)believe ‚ Thereisnoinherentcontradictionbetween improvingcompetitivecontextandmakingasincerecommitmenttobettering society ™ .Theyarguethatitisacceptabletomaketangiblereturnsongoodwill causes.Incontrast,freemarketeconomistFriedman(2007)arguesthatbusinesses havenorolewhatsoeverinsupportingsocietyortheworkofcharities. Toughereconomiccircumstances,increasingpressuretobecomemorebusiness- likeande cient,therelentlessneedtofundraiseandtherapidgrowthofthe charitysectormayhaveallcontributedtoanNGOre-thinkonpartnerships. ThebestNGO Œ corporatepartnershipsalignbrandvaluesanddelivermutual bene t.Pattberg(2005)examineshowNGOshavebeenmovingbeyondarms- lengthfundraisingtoco-operativepartnerships.HehighlightsthechallengesNGOs needtotacklewithlowerlevelsofstatesupport.Hesuggeststhatwhilstbusinesses cancauseproblemsforsociety,theycanalsohelpdeliversolutionstosolvethem. SomeNGOshavenowadoptedaneoliberalagenda;acceptingthatmarket- basedapproacheshaveadistinctroleinhelpingtotackleNGOcauses.Jessica DempseyandDanielSuaraz(2016:667)explainthatamongtheconservationist communitythereisanemergingconsensusthatNGOs, ‚ mustnowcourt,rather thanconfront,entrenchedpowerstructures,establishedregimesofcapitalaccu- mulation,andprivatecapitalitself ™ .BenSchiller(2005:3)observes, ‚ NGOsare becomingmorepractical, exible,lessdogmaticandmoreeagertoseeksolutions fromthebusinesssphere ™ . AustinandSeitanidi(2012)showthatnewbalancesbetweensocialandeco- nomicvaluearebecomingmorecommon,andthatthereisagrowingfocuson co-createdvalue.Theyexplainthatabusinesscanhave ‚ Policiesandoperating practicesthatenhancethecompetitivenessofacompanywhilesimultaneously advancingtheeconomicandsocialconditionsinthecommunitiesinwhichit operates ™ (AustinandSeitanidi2012:6). Theoreticalframeworkscanhelpexplaintheshifttowardgreaterlevelsof collaboration,andattimes,complexity.Systemstheorist,NiklasLuhmann(1995), believesthatasanorganizationexperiencesamoreandmorecomplexenviron- mentitwillcreatemorecomplexityforitself.AnselmSchneider,Christopher WickertandEmilioMarti(2017:186)addthat ‚ Tocreatecollaborativecomplexity, organizationsmay,forinstance,formstrategicalliancesorsetupinitiativestocreate newindustrynormsandstandards. ™ NGO Œ corporatealignmentexperts,AmyShumateandMichelleO ™ Connor (2010)arguethattheestablishmentofvaluerestsheavilyontheabilitytocom- municateandconvincestakeholdersofthelegitimacyandcharacterofthealliance. SchumateandO ™ Connor(2010:8)alsosuggestthatsuccessfulcommunicationcan 72 KevinReadandCarolineDiehl helpliberatenewsourcesoffundingandthat ‚ Thecommunicationoftheexistence andcharacterofthecross-sectorrelationshiptostakeholders,ratherthanthe resourcesexchangedwithintherelationship,isofprimaryimportance. ™ Thepartnershipcritique Extensiveconcerns(SeitanidiandRyan2007;Adams2017)havebeenexpressed aboutcorporatesdevelopingcloserrelations(Muthuri2008)withcharities(Shumate etal.2017;Rivera-Santos,Ru nandWassmer2017).Amajorissueisthedi ering culturesandvaluesofNGOsandcorporates.Itisarguedtheirrespectivereasonsfor existencearesofundamentallydi erentthatapartnershipcannotbesustainedwith- outleadingtoorganizationalandbehaviouralchangesatbothgovernanceand deliverylevels. Whenpartnershipsareestablished,whetherfora xedorlongerspanoftime, thereisamajorissueofwhoisempoweredtoruntheproject,withwhatauthor- ity,andimportantly,whoaretheyaccountableto.Con ictsbetweenpartners aroundgovernanceissuesregularlyoccurandcompromisesinthisareacanrunthe riskofdiluting,especiallyfortheNGO,establishedprinciplesandpractices. Whenpartnershipsareprimarilybasedonsecuringfundingratherthanrepre- sentingagenuinecollaborativepartnership,theNGOcanbecomethesubordinate partner.KathleenKelly(1993)hasobservedtraditionalfundraisingisbasedaround resourcesbeingbroughtinforgenericcausesratherthanspeci cprojects. Brandvalues,PRandmessagingaroundpartnershipscanbecomeasourceof con ictandleadtoalossofcontrolofcommunications.Careneedstobetaken thatcharitablevaluesarenotusedtoendorseacommercialproduct,indirect contradictiontoCharityCommission(2017a)requirements.Recentgrowthin charitycommercialpartnershipshascausedtheCharityCommission(2017b)to issuestrongwarningsandguidancetocharitytrusteesconsideringcommercial partnershipsandagreements. ‚ Thecommissionthereforeexpectsthattrustees reviewanycurrentarrangementstosatisfythemselvestheyremaininthecharity ™ s bestinterest ™ (CharityCommission2017b). Tensionsanddisagreementsregularlyoccurwithinpartnerships.Strong,high fundingcorporatesmaypressurizedirectly,orotherwise,toensurethatprojects continueto twiththeiragenda.Di cultchoicescanarisefortheNGOif essentialresourcesorknow-howaremakingadi erencebutthemannerofthe deliveryrepresentsadi cultculturalorvaluecon ict,andwherethecorporateis usingtheNGO ™ svaluestoendorseproductsandservices,orevenbehaviours. Fundsprovidedbycorporateswilloftenbedonatedonthebasisthattheyareset againstaspeci cobjectiveandconsequentlythecorporatemayseekin uenceover theprogrammedeliveryandrequestpublicrecognitionfortheirinvolvement (Kelly1993). Co-optation ,thatisthetaking-onofthecorporatepartner ™ soutlookand values,canalsobeamajorissueasNGOscan ndthemselvescompromisingtheir campaignsandprinciples(BaurandSchmitz2012;Schiller2005).Thisareais Strategicpartnerships 73 furthercomplicatedbyNGOsintroducingnewmethodstoeducateandraisefunds suchassponsorshiparrangementsanddirectlinkswithcelebrities.Suchapproaches cancausechallengeswithNGOemployeesandvolunteerswhocanstruggleto workwithcorporatesthatseeandunderstandtheworldindi erentwaysfrom themselves.Schiller(2005:part1)explains, ‚ NGOshavingforyearscampaigned againstcompanies, nditdi cultnowtotrusttheirmotives ™ . Othercritics(Adams2017;Kasland2016)havesuggestedthatinmostpartner- shipsitisthecorporateratherthantheNGOthatisthewinner.Adamsbelieves that ‚ Relationshipsbetweencorporationsandconservationorganizationsareinno senseequitable.Businessesareabletocarryforwardtheirworkwithonlymarginal changestocorporatestrategies ™ (2017:252). Theconceptof confrontationalactivism ,identi edbyRonAminzadeand DougMcAdam(2002),highlightsthedirectandvocalcampaigningapproachthat manyNGOstaketoshiftcorporatebehaviour.ShakerNeubaumandDonald Zahra(2006)suggestthisstyleofcampaigninghasdiminishedwiththegrowing numberofpartnerships.Furthermore,corporationsmaygainspecialaccesstodis- cusssensitiveissuesormayapplypressureforanNGOtotakealighterormore neutralstanceonissuesthatmightbebusinesscritical. ManyNGOshaveclearagendasandpriorities.Theo erofacorporatepart- nershipmayleadtoanaturalre-orderingofprioritiesorforagendastobeadjusted. Thesearedi cultchoicesandhavetobelookedatonanindividualbasis.Caution heremighthelpexplainwhymanypartnershipsareestablishedonashort-term basis,guardingagainstthecriticismthatalong-termagendahasbeenchallenged,or evenchanged,bythecorporaterede ningdirection. Theevolutionofcollaboration Austin(2000)identi esfourdistinctphasesforpartnershipcollaboration.The initialphilanthropicstageconcentratesonresourcesbeingprovidedbutwithno expectationthatcollaborativevaluewillarise.Secondly,transactionalarrangements, alsoreferredtoasmagni edphilanthropy,occurwherethebasisofcollaborationis cause-related,oftenwithemployeeparticipation,typicallyonavolunteeringbasis. Thiscanevolveintothethirdstage,integrativecollaboration.Thisinvolvesthe corporatedeepeningitscommitmentandadoptingnewthinkingandinstitutional behaviour.Therelationshipbecomesessentialtothecorporatewithafocuson trust,learning,sharedknowledgeandtransparentcommunicationswiththeNGO partner.The nalphaseofthe ‚ CollaborationContinuum ™ (Austin2000)describes transformationalpartnerships.Collaborationisfocusedonsocietalproblems,the relationshipismorecomplexandthelikelihoodofsigni cantinnovationishigher. NGOsandcorporatesneedtodevelopstrongandspeci cprocessesthatpro- motee ciencyandastrongcultural tthroughoutapartnership.Whetherthe initialapproachcomesfromanNGOorcorporatetherewillalwaysbetheneedto identifycommonwaysofimplementingandscrutinizingtheexecutionofcam- paigns.Thecorporateneedstoestablishandsustainthesupportofitsbusiness. 74 KevinReadandCarolineDiehl Truepartnershipoccurs(Schiller2005)whenbothpartiescontributeskills,expertise andresources,andsharetherisk. Roleofthebroker Theproliferationofpartnershipmeansthereisanincreasinglyimportantrolefor intermediariestohelpbringtogethercorporatesandNGOs.Onechallengeisthat largercorporatesoftenwanttoworkwithlargercharitiesthatarewellestablishedand respected.ItisthebiggerNGOsthatdominatethepartnershiplandscape.However,a brokerrole,managedbyNGOsandPRandmarketingconsultanciescanhelp.The MediaTrust 1 ,over20years,hashelpedmatchtheskillsofprofessionalvolunteers fromcorporatesinthecreativeindustrieswithsmallerorspecialistcharities. Strongpartnershipsrequirethecontinualsupplyofintelligence,goodsourcing andprofessionalmatching.Theemergenceofintermediariesgreatlyhelps,espe- ciallywhentheycanbringtheaddedadvantageofoverseeingprojects,helpingto measuretheirsuccessandguidingbothpartiesthroughaprogramme,including advisingonkeycommunicationsandPRelements,atallstagesofthepartnership, fromplanningandlaunchthroughtocompletionandexit. ‚ FittoPartnerTest ™ Manypartnershipsarefora xedlengthoftime,typically3 Œ 5years,withamid-term review.Inworkingthroughthecorecriteriaforapartnershipthereistheneedfor patience,diligenceandenthusiasm.JanJonkerandAndreNijho (2006)andJohn PelozaandLorenFalkenberg(2009)identifyvariousmatchingcriteriaandauthors. Inthischapterwebuildonthistodevelopa vestage ‚ FittoPartnerTest ™ tohelp NGOsandcorporatesdecideonpartnership ts. FITTOPARTNERTEST 1Needandunderstanding NGOsandcorporatesshould rstidentifywhythepartnershipisneededandwhe- thermutualunderstandingcanbeestablishedandsustained.Bothpartiesneedto exploreandrespecteachother ™ svisionandvalues.Commitmentfrombothsenior teamsisvital.Bothpartiesmustacknowledgethepotentialsocialandcommercial value.Theintegrityandindependenceofbothpartiesneedstobesustained. 2Cultural t Thereisaneedtoestablishwhethertherecanbeastrongculturalandworking t. Agreementsneedtobeestablishedaroundcommonworkingpractices,thestyle ofworkingandhowlearningcanbeshared,andwhererelevant,knowledgetrans- ferredinbothdirections.Thisisespeciallyimportantamongsub-groupsworking Strategicpartnerships 75 togetherondelivery.Considerationshouldbegiventothepersonalitiesassociated withthepartnership,suchasthefaces,knownorunknown,ofthecorporate ™ s advertisingcampaigns,ortheleadershipteamandboard,alongsidethecharity ™ s celebritysupporters,orroyalpat rons,ormoredisadvantagedbene ciaries. 3Scopeandbene ts Thetangiblebene ts,outputs,timingsandoutcomesofthepartnershipneed tobeunderstood.Financialdealings,includingtaxarrangements,needtobe transparent.Resourcingmustbemutuallyagreedforthewholeperiodofthe partnership.Potentialaccesstonewstakeholders,foreitherparty,mustbe mappedoutandmutuallyagreed,includingclarityondataacquisition. 4Reputationalrisks Reputationalimpact,forbothparties,needstobeconsidered,alongsideanin- depthanalysisofbrand twithstakeholders.Therightlevelsofgovernance, andaccountability,needtobeputintoplacebybothparties.CharityCom- missionregulationsneedtobeadheredto,andconsiderationgiventoany otherregulatoryareas. 5Commitmentoncommunications A naldecisionneedstobetakenaboutwhetherandhowdetailsof,andprogress on,theprojectcanbecon dentlyandtransparentlycommunicatedtointernal andexternalaudiences.Throughoutapartnershiptherewillbetheneedto explain,educate,illustrateandevidencethebene tsarising.Bothpartiestherefore needtobecommittedtoeffectivecommunications,bothinternallyandexter- nally.Advanceplanningforthecommunicationsjourneyacrossthelengthofthe proposedpartnership,bothproactiveandreactive,isimperative,andshouldbe mappedoutbeforethepartnershipiscommittedto. Theremaybeanimbalancebetweenhowacorporate,ratherthananNGO,uses thesetestsbecause,asNoelHyndman(2017)states,acharity ™ sworkwillbecon- sistentlysubjecttohigherlevelsofscrutinywhenitcomestoaccountability, legitimacyandtransparency.NGOsface ‚ higherethicalstandardsthan – expected frombusiness ™ (Hyndman2017:5).Inthischapterwealsonotetheincreased scrutinybythemediaofcharityactivity,includingcharity Œ corporatepartnerships. Categorizingandcommunicationbene ts Thelevelandtypeofbene tsarisingfrompartnershipshavealsocomeunder scrutiny.Manyareexplicitandidenti edbyreferencetoprojectscopes.Others, 76 KevinReadandCarolineDiehl suchastheimpactapartnershipmighthaveonareassuchasdiversitypractice,or onsta retention,arelessclear. Potentialpartnerscanassesswhethertheirrelationshipislikelytostimulate innovation,exchangeofexpertise,thesharingoftechnologyortheprovisionof accesstonewnetworks.Whenassessingbene tsbothpartnersneedtolookatthe likelihoodofthemarisingandacceptthatthegainsmaynotbesymmetrical. Organizationallyitispossibletopredictwhetherbene tswill owfromnew humaninteractions,workingcollaboratively,newlevelsoftrustandsharedlearn- ing.However,tensionsmayoccurandtheremightbeareluctancetoshareand collaborate.Thecostsinadditionaltimeandmanagementmustbefactoredin,and balancedagainsttheopportunitycostsofpositivesta ,volunteerandcustomer engagement,alongsideother nancialandbrandbene ts. Internalcommunicationsacrossboththecorporate ™ ssta andsuppliers,andthe charity ™ ssta andvolunteers,mustbecarefullyplanned,costed,monitoredand reviewed,onanongoingbasis.Inaworldledbywordofmouthandsocialmedia, thepartners ™ internalstakeholderswillbethemostimportantbrandchampions,on alevelwithcustomers,bene ciariesandhigh-levelstakeholders. OnthemacrolevelNGOswithpartnershipsincreasinglyacknowledgethat corporationscanbepartofasolutiontoaproblemtheymayhaveoncecon- tributedto.Deepermutualunderstandingcanleadtotheopeningofnewmarket opportunitiesandothercollaborations. Formanycorporatescollaborationsformpartofwidercorporateresponsibility initiatives.AsAimeiYangandWenlinLiu(2016:2)argue, ‚ Cross-sectoralliances amongmultinationalcorporationsandinternationalnon-governmentalorganizations (INGOs)areaformofinternationalcorporatesocialresponsibility. ™ AnotherreasonwhycorporatesarekeentoestablishpartnershipswithNGOsis highlightedbyDirkMattenandJeremyMoon(2008).Theyillustratethatinsome societiesgivingbackishighlyregarded.Failuretomeetthisexpectationcancause corporationstofacecriticism,orinanextremecase,socialcondemnation. Barriersandcausesoffailure Thereisadiversesetofreasonswhypartnershipsdonotsucceed.IdaBerger, PeggyCunninghamandMinetteDrumwright(2004)characterizethesefailingsas ‚ aseriesofmisses ™ .Eitheroccurringseparately,orincombination,theyhighlight straightforwardmisunderstandings,themisalignmentofcostsandbene ts,the mismatchofpowerandthemisfortuneoftime.Theyalsorefertopartnermismatches andmistrust. Withcollaboration,arangeofotherpotentialproblemscanarisethatmightlead totheseveringofpartnerships,whichinturncanleadtonegativeanddamaging PRforbothsides.ItisamajorworrytoanNGOifthecorporatepartneris accusedofbehavinginanunethicalorinsensitivemanner. Equally,thecorporatepartnercanbedamagedbyassociationwithunprofessional orunethicalbehaviourintheNGO.Forexample,AgeUK ™ spartnershipwithE.ON Strategicpartnerships 77 topromotetheirpensionsledtolong-runningandmutuallydamagingPR. The DailyMail (2016)suggested ‚ Energy rmE.ONpaid£6mtoAgeUKinreturnfor thecharitypromotingexpensivetari stopensioners ™ . Partnershipsareenteredintowiththebestofintentions.However,when underway,expectedbehavioursmaynotoccurorthecorporateortheNGO partnermaybedistractedwithotherpressingmatters.Theanticipated tmay provetoonarrow,orpotentiallyill- tting. Aswithcommercialpartnershipsitissometimesthelackofresultsthatleadto projectforeclosure.ThesamecanapplytoNGO Œ corporatecollaborations. Unexpectedpersonalityclashesoraninabilitytoadapttoprocessesandsystems,or aweakresponsefromcustomersandsta ,ornegativePR,canallleadtotheearly endingofprojects.Therisksaroundendingreinforcestheneedforin-depthand rigorousforwardplanningaroundPR,brandvalues,messagingandmarketing,for internalandexternalstakeholders. Partnerships:towardsaclassi cation Inthelastdecade,therange,scaleandcommonality,ofNGO Œ corporatepartnerships havegrownsigni cantly.Thesearrangementstendbeonaprojectorshort-term or xed-termbasis,butareregularlyoccurringatalocal,nationalandtrans- nationalbasis,oftenwithadiverserangeofstakeholders.Toassistwiththefuture studyoftheemergenceandsuccess,andpromotion,orotherwise,ofthesecolla- borations,theauthorsofthischapterproposeanewtaxonomy. Asix-partsystemclassi cationdrawingonUKandinternationalexamplesof corporateandNGOpartnershipshasbeendeveloped. a.Domestic:employee,volunteeringandfundraisingfocused Therearemultipleexamplesofwell-establishedpartnershipsintheUK,many focusedonpublicfundraising.Suchpartnershipsareoftencloselylinkedwith employeevolunteeringandthisorganizedactivitycanoftenlinktoanorganization ™ s CorporateSocialResponsibility(CSR)activity. Employeesoftenplayamajorroleinselectingcharitiestheywouldliketosupport. Someemployersarepreparedtomatchfund.Followingtheestablishmentofa partnershipthereistypicallyacombinationofnationalactivity,generatedbythe partners ™ heado ces,andlocalactivitythroughlocalbranches,localstores,and localcharityoutlets.Activitycanrangefromlocalfundraisingeventstodonatinga percentageofcustomerspending.Theseapproachesdriveapowerfulmixoflocal tonationalPR,andcreateopportunitiesforcommunicationwithawidemixof stakeholders,fromcustomerstopoliticians,tovolunteersanddonors. Socialmediaisoftenakeyelementofthepartnership,includingtheopportunity formassgenerationofcontentbylocallyengagedcustomersandvolunteers;often akeyrequirementofthepartnership.E ortsareregularlybeingmadetobroaden outthescopeofthesepartnerships,anddeepenbrandassociation. 78 KevinReadandCarolineDiehl SHELTER Theamountsraisedcanbesubstantial,forexample,BritishGashasraisedmore than£1mforShelter.KPMGraised£600kintwoyearsandextendedtheir supportbyprovidingprobonoretail, nancialandHRadvice.CBRE,oneof Shelter ™ smostrecentpartnerscommittedtofundraisingtargetsbutalso wantedtoprovideprobonoknowledgeandexpertise. b.Domestic:innovationfocused Manydomesticcharitiesarelookingfornewwaystocapturetheimaginationof volunteersandthepublic.Suchactivitiescanbeone-o . NSPCC AninnovativepartnershipoccurredatChristmas2016whentheNewWest EndagreedapartnershiparoundtheOxfordStreetChristmasLights.On6 November,OxfordStreetwastransformedintoatraf c-freeplayground offabulousfunforfamilies.ThisLittleStarscampaignencouraged£5 donationswhichgavetherighttonameanOxfordStreetlightaftersome- onespecial. c.Media-channelled,cause-basedpartnerships Analternativeapproachhasbeenformediachannelstoleadorco-ordinatewith NGOsmajorawarenessraisingandfundraisinginitiatives.Buildingonthelong UKtrackrecordofmediageneratedTelethonsandlocalfundraisingevents,Band Aidin1984becomethe rstinanewgenerationofbroadcast-ledfundraising vehicles. MediacorporatepartnershipswithNGOsacrosslocal,regionalandnational channelshaveledthewayingivinghighpro leopportunitiesforfundraising, rangingfromITV ™ sTextSanta,wheredi erentcharitiesareselectedeachyearto bene tfrompro leandfundraising,throughtolocalradioandlocalnewspaper fundraisinginitiatives.London ™ s EveningStandard DispossessedFundhaschosento partnerwithhighlydi cultandoftenunpopularcauses,andraisedsigni cantfunds forawiderangeofsmallandveryneedycharities,throughin-depthpartnerships andunderstandingoftheircauses. Theimmensevalueforacharityandforthemediacompany ™ ssta andaudi- encesmakesthesepartnershipsahighpriorityforcharities,andadriverformedia companies,resultinginincreasedpro le,supportfortargetbene ciaries,andanew sourceof ‚ unrestricted ™ income. Strategicpartnerships 79 COMICRELIEF Since1999,Sainsbury ™ shasraisedmorethan£100mforComicRelief,throughthe charity ™ scorporatepartnershipwiththeBBC.ThecorefocalpointisRedNoseDay whenfundsareraisedtohelpsupportpeoplelivingtoughlivesintheUKandsome oftheworld ™ spoorestcommunities.Theretailerusesextensivelytheirknow-howto promoterednosesinstoreaswellasotherrelated ‚ goodies ™ ,butcruciallygainsa uniquepro leviatheBBC.Manyin-storegroceryproductsarealsoconnectedwith furtherfundraising,andemployeesarrangetheirownfundraisingactivities.Speci c causesarenotidenti edandSainsbury ™ sisoneoftenof cialComicReliefpartners. d.Corporatemembership:long-termhuman,skilland nancial contribution Anotherapproachinvolvesestablishingamembershipmodel.Inreturnforregular donationsormembershipfees,corporatesbecomecorporatemembersofacharity. Bene tsarisingcanbediverse,rangingfromregularbrandchecks,beingdirectly associatedwithaninitiativeorbeingo eredaseatonthecharity ™ sboard.Monies raisedarenotforspeci cpurposesandcanbesetagainstarangeoftasks.Corporate membersoftenplacesta engagementattheheartoftheirpartnershipinvolvement. Knowledgeexchange,developmentandlearningallfeatureasbene ts.Membership isoftenlinkedtopublica airs,corporatePRandinternalcommunications. THEMEDIATRUST TheUK ™ sMediaTrustwasestablishedin1994withacoreobjectivetorecruit corporatemembersfromthemediaandcommunicationsworld.In2017these included45majorbrandsincludingtheBBC,Channel4,Facebook,Google,ITV, Sky,WeberShandwickandWPP.Corporatemembershostworkshopsand training,donateairtime,mediaspaceandbandwidth,andgiveavoicetoa rangeofcharityandcommunitystoriesandvoices.Akeycorporatebene tisthe rangeofengagement,developmentandnetworkingopportunitiesfortheirstaff, rangingfromcreativevolunteering,asindividualsorinteams,tofundraising challenges.Themodelallowsforawidevarietyofcharityandcommunitycauses toreceivehelpandassistancewiththeircommunications. e.Internationalcollaboration Œ singlecause Largecharities,includingsomeINGOs, 2 oftenlookforpartnershipswithpromi- nentcorporates.Co-operationdependson ndingacause,orascopeofwork,that worksforbothparties.Thepartnershipsoftenareforlimitedperiods,althoughif successfultheycanbeextended.Broadcausescanallowforbothpartiestobe 80 KevinReadandCarolineDiehl exiblearounddelivery,varyingskillsandknowledgetransfer,andchanging,if necessary, eldsofoperation.Fundraisingcanstillbeundertakenbyemployees. Thecollaborationscanbemulti-party,especiallyamongNGOs.Internalandwider stakeholdercommunicationiswidespread. GSK(GLAXOSMITHKLINE)ANDSAVETHECHILDREN InMay2013,GSKandSavetheChildrenlauncheda ve-yearpartnership,withthe statedambitiontohelpsaveamillionchildren ™ slives.Thecampaignfocusedonfour keyareas:improvingaccesstobasichealthcare,trainingandequippinghealthcare workers,developingchildfriendlymedicinesandworkingonnationalandlocal levelsforstrongerhealthcarepolicies.Themid-termreportillustratedthedepthand successofthepartnership,highlightingitsworkintheDemocraticRepublicand Kenya.Some125,000childrenweretreatedformalaria,pneumoniaanddiarrhoea, nearly11,000healthworkerstrained,products(speci callychlorhexidine)were reformulatedandmorethan100,000childrenwereassistedduringandafter emergencies.In2015thepartnershipextendedto37countriesandGSK ™ s employeesraisedbytheendof2015nearly£2m.Theirdonationswerematch fundedbythecorporation(GSKandSaveTheChildrenPartnershipReport2015). f.Internationalmulti-agencycollaboration(NGOandcommercial) Anotheremergingpartnershiptypeisamulti-agencyarrangementthatseeksto tackleNGOconcernsandcommercialneeds.Thisofteninvolvesinternational tradebodiesandotherinternationalagenciesaswellasexpertNGOsonthe groundwithdeliveryexperience.Thepartnershipcanbelinkedtowidecausesand isusuallyofa xedperiod.Successcanleadtoextensions.Fundraisingandcor- poratedonationscanformpartoftheseprogrammes,whichareincreasingly commonamongconservation,andsustainability,focusedNGOs. DIAGEOANDWATERAID WaterAid rststartedworkingwithDiageoin2006,andbecametheirof cial charitypartnerin2011.SincethepartnershipcommencedDiageohasdonated morethan£1m.Between2011and2016a ve-yearagreementwasputinplace toconcentrateonwaterstewardshiparoundtheissuesofusage,wasteand replenishment.Thefocuswasalsoonmarginalizedcommunities,suchasthosein theEastAfricaRiftValley.By2015safewaterwasbeingprovidedto10million people.Suchachievementsweremadepossiblebypartnershipsthatalsoincluded workingaspartoftheUNGlobalCompactCEOWaterMandate,theCDPWater programme,andamongotherswithBeverageIndustryEnvironmentalRound- table.Initialsuccessledtonewtargetsfor2020(DiageoWaterBlueprint2015). Strategicpartnerships 81 Conclusion NGOleadersneedtolookatthepossibilityofcorporatepartnerships.However,it isnotajourneytobetakenlightly.Fitnesstests(likethe ‚ FitToPartnerTest ™ introducedinthischapter)needtobeappliedtocheckfortheimpactonbrand, cultureandworkingpractices.Clarityonthedesiredoutcomesisvital,asisthe needtoensureemployees,existingfundersandvolunteersarecomfortablewiththe partnership.Thevisionandvaluesofacharitymustnotbediluted,andregulatory requirementsmustbecompliedwith. Leadersneedtobepreparedtobeopenandtransparentincommunications aboutcollaborationsbutpreparedtodiscontinueifcircumstanceswarrant.Aswith allcommunications,thepartnershipwillgeneratesocialmediacommentandcon- tentthatbringsbothrisksandfantasticopportunitiesforbrandenhancement,data captureandnewcustomers,donorsandvolunteers.Therearemanysuccessful collaborationsthathaveledtotangibleresultsandclearshiftsinunderstandingand attitudes.Othershavehelpedwidenaccesstoimportantstakeholdergroups,and somecontinuetoplayavitalroleinclosingfundinggaps.Anewwayofcategorizing theNGO Œ corporatespartnershipsissuppliedinthischapter,andthiswillhopefully stimulatefurtherresearch. Whatisclearisthatcollaboration,bothcreativeandcomplex(Schneideretal. 2017),isheretostayfortheforeseeablefuture,andtobeattheheartofdriving highpro leandhighimpactcommunicationsopportunities. Discussionquestions 1.Whataresomeofthebene tsofnon-pro tandcorporatepartnerships? 2.IdentifyanNGO Œ corporatepartnershipofyourchoiceandassessitusingthe ‚ FitToPartnerTest ™ . 3.HowcanPRandcommunicationsbeusedtoexplain,developandpromote NGOpartnershipswithcorporates? 4.Whatarethecommunicationsrisksandopportunitiesthatneedtobecon- sideredbeforeenteringinto,andannouncing,newpartnerships? 5.WheninanNGO Œ corporatepartnership,howshouldacommunica- tionsteamfromanNGOworkwit hacommunicationsteamfroma corporate? 6.IdentifyanNGO Œ corporatepartnershipthathasnotworkedwellincom- municationterms.Whatcouldhavebeendonebetter? 7.IdentifyanNGO Œ corporatepartnershipthatworkedwellincommunication terms?Identifysomeofthesuccessfactors. Notes 1 FoundedbyCarolineDiehl;seewww.mediatrust.org/about-us 2 Internationalnon-governmentalorganizations. 82 KevinReadandCarolineDiehl References Adams,W.M.,2017.Sleepingwiththeenemy?Biodiversityconservation,corporationsand thegreeneconomy. 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