A new report has warned of potential power imbalances that can form in partnerships between charities and businesses.
Based on consultations with dozens of charities and businesses, research by Pro Bono Economics (PBE) found that partnerships that entail common goals are more likely to be sustainable, adaptable and impactful.
Some successful partnerships include those with a thematic, place-based or personal connection, the study shows.
It suggests that the keys to successful partnerships are having a shared mission, developing a long-term plan and conducting regular reviews to stay on track.
‘Cookie-cutter’ approaches
The study warned that not all partnerships can thrive, as collaboration involves the risks of power imbalances, short-termism and misaligned goals.
These risks can lead parties in a partnership to have imbalanced contributions or move towards opposition directions when trying to achieve different goals.
It warns against a “cookie-cutter” approach where organisations re-use old partnership models that may not be well-suited for the parties involved.
It states: “Instead of truly considering the reason for making them, investing in the right ingredients, tailoring them to what both organisations need, giving them long enough to bake, businesses and charities reach for what they’ve made before and churn out a new batch of identical, unsatisfying partnerships.
“While these might cause a sugar rush of excitement when the partnerships are being announced, or while volunteers are engaged in something that feels briefly meaningful, they’re not what either side ordered, and neither are they good for them.”
As a result, such partnerships could drain charities’ financial resources and hold them back from making an impact, it warns.
Long-term collaboration
Matt Whittaker, PBE chief executive, said: "Business-charity partnerships can – and do – change lives when done right.
“But too often they fall short of their potential. Short-term charity of the year efforts pit organisations against each other in beauty parades that are only skin deep, while some charities continue to invent work for corporate volunteers to secure the donations that accompany the activity.
“Ultimately effort is wasted, relationships break down and opportunities to make a difference are missed.
“By committing to long-term, meaningful collaboration that is underpinned by open communication and clear strategic alignment, businesses and charities can create value not just for themselves but for society as a whole.”
