Putting community investment criteria into action
By Pat Kahnert
October 25, 2004
I like lists. I especially like checking off things done on my things-to-do
lists. In fact, my lists of things to do always begin with a few things I
have already done. Therein lies the secret of success for a community investment
model.
Thanks to all of those readers who took the time to send notes following my
last column, in which I presented a checklist designed to help event organizers
delight their corporate sponsors. "Finding
the right community partners" was not written to put the heat on not-for-profit
leaders alone. Clearly, a community partnership is a two-way street, and it
is often a multi-lane one at that. The checklist is also a great start for
corporate people to use in shaping their own firm's community investment model.
In a world full of promises, demands, expectations and disappointments, corporate
sponsorship and donation decision-makers need a model for assessing proposals.
A community investment model can feature a list of things to consider when
making the right choices, and even for calculating ROI. But how often do corporate
sponsor players actually consistently put into action what they expect from
charitable organizations in return for their support?
A word of caution about using a community investment model: Don't hide behind it. At a time when more and more businesses aim to be seen as "caring," you simply cannot afford to operate in a way that undermines that lofty corporate goal. To be seen as caring, you need to be visible, accessible and open to ideas that address specific community needs that matter to your organization and its stakeholders.
I once asked a number of community charity leaders to share those moments when they would rather not need corporate support. The biggest frustration cited by charities has to deal with corporate donation and sponsorship decision-makers who do not even acknowledge, let alone respond to their phone calls, emails and letters. Clearly, adjectives like insensitive, unapproachable and indifferent do little to enhance the reputation and image of an organization that wants to be know as caring.
Corporate community investment decision-makers are well advised to make a list of what matters most to their organizations (i.e. a community investment model), and share excerpts of that list upfront with not-for-profit people who are interested in approaching them for support.
Here are some things to consider when crafting a community investment model that puts people at the forefront:
1. Leadership is a key success factor in community investment
It is
critical to ensure top-down support of your community investment strategy
and participation in your programs. All of your other stakeholders, notably
employees and customers, will be watching carefully to see how your firm's
leaders walk the talk.
2. Engage your front-line employees in designing and implementing your plans
Charity leaders tell me that if they had to choose between a company's money or its people, they would pick the people every time. Why? Because people-power brings more than money to the table. Plus, charities know that if your people are sold on supporting their cause, personally and as teams, then it won't be long before they convince the company's decision-makers to contribute corporately. And - more and more companies view corporate social responsibility as an effective employee recruitment vehicle.
3. Take a values-added approach
By aligning community investment activities and results with your firm's core values, you will add life and meaning to those tenets of corporate success among all stakeholders -- most notably your employees.
4. Show existing and prospective community partners that you value a focus
on friend raising over fundraising
"Listening, understanding and responding" proved to be the most important
PR behavioural competencies cited by respondents to a recent
PBK study. Be sure to put this competency to work in your community investments
programs. It is okay to say "no" to an opportunity that doesn't fit with your
current strategy, but it is better to decline a proposal courteously, face-to-face
and based on facts. You can't build an understanding, let alone a relationship
with someone by ignoring their overtures toward communicating with you.
5. Learn more about community needs
Take a tour of community groups you are supporting, or might wish to support.
Be sure you are meeting a community need. I will always remember the major
impression that a "poverty tour" had on our corporate donations team. More
than the tour itself, we were impressed by the spirit of the person leading
the request - Paul Born, now president of Tamarack - An Institute for Community
Engagement. Paul won our support when he invited us to partner with his charity
"in a way that we cannot just use your money, but in a way we can involve
the brains, energy and heart and soul of your employees to make a difference."
6. Make a list of key community stakeholders
Don't just write a cheque, but rather identify the people you really want to reach through your community investment. The people who matter most to your organization's success will tell you what they think of your plans and programs for community involvement. When it comes to building community relationships, plan your work, and work the plan.
7. Keep a dialogue about community alive
Stay in touch with the people involved in your community investment programs
- your community partners, employees, customers and other stakeholders who
care about your contributions. Research and storytelling are essential to
success in not only building visibility for your community investment, but
also in keeping the spirit of your giving alive in the hearts and minds of
key stakeholders.
8. Celebrate milestones, no matter how small
Don't take progress for granted. Meet regularly with those involved with your community investments, and be sure to acknowledge achievement of success, every step along the way.
9. Think community needs...and thank community members
Awards are important in validating and celebrating the value added by your community investment programs. It is good to know what awards are available, and produce a plan for winning the awards. But don't forget to award the charities who are putting your firm's contributions to good works. I see plenty of plaques of thanks from charities to companies hanging in corporate front lobbies, boardrooms and hallways. It seems more appropriate to save the money spent on plaques, and display the outcomes of the work of your contributions. Also, why not reverse that charity-led plaque giving trend and give community partnership appreciation mementos to the charities that make the most of your firm's contributions of time, energy, expertise and money? Plaques aside, you can build a better community partnership by consistently sharing the credit, and showing your appreciation by saying "thanks" ideally face to face.
10. Make a difference by making a good memory
In my opinion, far too many companies fail to make the most of their donations
and sponsorship commitments. They simply make a financial gift and expect
the recipients of their support to generate inordinate amounts of publicity
and other recognition for their contribution. Visibility is important to your
success, but it ought to benefit, first and foremost, the community need that
your firm and people have chosen to help. You must tell the story of your
corporate giving, but you also have to make memories that add life and substance
to your storytelling. You can make a positive memory,and differentiate your
community involvement by going the extra mile - a place where there is little
traffic. The corporate sponsors and donors who ask, "what more can we do?"
and "how can we help?" are the ones who deserve the best visibility for their
contributions.
A list of criteria by itself cannot guarantee success. What matters most is
what you do at each step of your list. The way you do it will enable you to
do something special that makes a meaningful difference. A heartfelt and committed
approach to giving has a significant affect on how people perceive the value
of your contribution to their communities.
This article by Pat Kahnert originally appeared in PR Canada. Pat is a fee-for-service corporate marketing and communications consultant, helping business, not-for-profit and government organizations to add clarity, credibility and impact to their work. He is an accomplished community coach, guest columnist and popular speaker - covering topics like corporate social responsibility, community relationship building, effective team building and corporate communications effectiveness. Pat can be reached at pbk@cogeco.ca, or 905-337-7933.
