How to win hearts and minds in the corporate sector

Convincing companies to invest in a not-for-profit group’s campaign strategy is not as easy as just nailing a persuasive brief.

There’s a lot more to working ‘hand-in-hand’ with a business when there’s more at stake than just the bottom line.

Identifying aligned goals

Vinnies WA corporate engagement manager Angela Thisainayagan said that when the NFP was considering a new corporate partner, the first thing to identify was whether there was synergy between the two organisations.

“This includes asking questions like, ‘do we share common values, brand alignment, concern for a particular cause or issue, or sector of the community’? ‘How would both organisations benefit from being in partnership together’?” Ms Thisainayagan said.

“This early, focused approach works well for Vinnies as we have specific partnership goals we seek to fulfil, and being targeted helps us to identify corporates which are best aligned with these intentions and therefore a much higher chance that we will be able to build a long-term mutually beneficial relationship.”

AWESOME Arts chief executive Jenny Simpson concurs.

A first approach often arrives via a referral from another partner or colleague who may think their approach will be a good match for the company.

“First up, our priority is to assess if and how our values align,” Ms Simpson said.

“If there is no or little alignment with a potential partner, then we will not progress the conversation as shared values are essential to successful and effective partnering.

“We would then meet with the potential partner to learn more about what they are wanting to achieve through their social investment programs.

“Every company is different, and we have a lot of different partnership options that can be explored.

“So, it is critical that we understand how and where our programs can potentially create benefit and support a corporate partner to achieve their objectives.”

Persistent, persuasive approach

It was important to approach a corporate organisation in a bespoke fashion, Foodbank WA chief executive Kate O’Hara said.

This was certainly not one of those occasions where ‘one size fits all’, Ms O’Hara said.

“First, be clear on your purpose with true insights on impact and the change you want to see in the community,” she said.

“Then look at the communities within which you work and look for the partners that operate their businesses in the same space – geographic, life stage and so forth.”  

The next step is to Identify target companies that will help you secure the partners you want. This will give more focus to organisations that are a good fit – creating a list of top 20 prospects. 

“This leads to researching corporate social responsibility and environmental social governance strategies which will be published for most companies,” Ms O’Hara said.

“This angle can gain huge benefits from charities, such as greater awareness, increased trust and higher employee motivation.”

With some promising prospects, it’s time to secure meetings with potential corporate partners where your NFP can aim to build rapport, inspire them about the cause, emphasise the fit between the two organisations, with a focus on the beneficiary not organisation.  

“Networking is key here, as is follow up and being quietly persistent,” Ms O’ Hara said.

 “You need to be omnipresent.” 

Leverage off your history

St Bart's is proud to be celebrating its 60^th anniversary this year.

It has encouraged a trip down memory lane as those within the organisation celebrate the many accomplishments and milestones.

Originally a small homeless shelter for men, it was named St Bartholomew’s House in 1963.

The shelter was established with mattresses on the floor of the church hall behind the rectory of St Bartholomew’s Church in Kensington Street, East Perth, and managed by volunteers.

Since then, there have been many changes along the way to St Bart’s becoming the progressive, inclusive and large organisation it is today.

It provides support to more than 550 people through a range of services, receiving significant support from government alongside volunteers and corporate and philanthropic donors.

Since 1963, St Bart’s has expanded its services exponentially, with a strong focus on providing trauma-informed support, particularly for people with mental health challenges.

“With our range of services now well established, we can support the individual to find the right accommodation for them, with the right level of support,” St Bart's chief executive Samantha Drury said.

“We’re focused on leveraging off our 60 years as a local WA provider of services and building on our annual campaigns, particularly our October “Say G’day” day, which is now entering its third year, with some promising partnership prospects on the horizon.”

There is no doubt the corporate community plays a vital role in the ability for St Bart’s to provide its services, both as donors and through volunteering.

In fact, in the 12 months to June 30, 2022, the St Bart’s community of hardworking volunteers provided approximately $580,000 value of support to the NFP.

“For an NFP that relies heavily on philanthropic support to keep its doors open, this is an incredible contribution,” Ms Drury said.

St Bart’s is working to expand the number of social housing properties available, but also has ambitious plans to expand its aged care services.

The organisation’s James Watson Centre is the only recognised provider of homeless residential aged care in WA.

Currently providing services to men aged in their 50s to those in their 90s, St Bart’s has plans to open this offering to women in the same age bracket who are, or are at risk of, experiencing homelessness.

With older women being the fastest-growing cohort of people experiencing homelessness, St Bart’s is optimistic about receiving the federal government support it needs to be able to deliver this service.

“There are many worthy causes that rely on philanthropic support, and that’s on top of devastating natural disasters happening around the world that also call for an immediate response, so it is certainly a competitive space to be in,” Ms Drury said.

“The common denominator is that we are all working towards creating a better future.”