Welcome to the Prime Minister's Community Business Partnership’s manual on partnerships. This manual is designed as a guide for businesses of all sizes that are interested in getting involved in this growing field of activity. It will also be of use to community organisations wanting to know more about partnerships.
Prime Minister John Howard and the Minister for Family and Community Services convened the Prime Minister’s Community Business Partnership in November 1999. The members of the Partnership represent both the community and the business sector and were brought together to develop and promote a culture of corporate and individual social responsibility in Australia. This will be achieved by encouraging collaborations and informing the public of the benefits (to all sectors) of engaging in mutually beneficial partnerships.
But what is a partnership? And why should your organisation be interested? The partnerships that this manual addresses are primarily between for-profit businesses and community service providers. Successful partnerships are relationships aimed at achieving goals that either partner would be unable to achieve in isolation. They are collaborative, long-term relationships using innovative and flexible methods to achieve these goals. The concept of a socially beneficial collaboration between community and business is not a new one, and many sectors of society will benefit from the sharing of skills, knowledge and resources.
The advantages for businesses are as varied as the potential partnerships they may enter into. Businesses may choose to engage in partnerships because it gives them access to new skills and markets. Partnerships can also lead to better brand recognition, an increase in staff morale, opportunities for staff training, an ability to attract quality staff and access to workers skilled in other areas (see page 3-4 for an explanation of possible business motivations to engage in partnerships).
Potential partnerships are not always immediately apparent, as can be seen by the example in Box 1. By thinking laterally about your organisation and its community, it is possible to develop innovative partnerships that can have a positive impact on the business and community group involved as well as the broader society.
Social partnerships have great potential but they are not a panacea to society’s problems, nor are they the answer for every business or every community group. Partnerships are, nonetheless, a step forward in creating a connected and healthy social environment.
David Varney from the British Gas Group comments on the benefits his company has received:
…we have received much back. We have seen some very impressive individuals achieving much with very little-their resourcefulness and determination are characteristics we want in our leaders. We want our leaders to encourage ownership and responsibility in the people whose performance they are accountable for. British Gas had a paternalistic culture; we are changing that-it is hard and our leaders have seen some inspiration in the achievements of these community leaders. As we have ventured out in the community we have learnt much and I have seen many people in a different light. I have seen a new impatience with non-productive internal processes and procedures. We have grown in self-awareness by this involvement. We know we have more to contribute and we know we will be an even better investment for our share-holders by our involvement in the community.
Committee of Inquiry into a New Vision for Business (1999) 'A New Vision for Business' http://www.business-impact.org.uk/bi2/cofi/front.cfm