In this pitch, delivered at the 2010 American Chamber of Commerce CSR conference, I spoke about the need the internal/ external dynamics of developing partnerships with local NGOs, and the trend away from globally centralized programs to locally engaging programs.

1. How to Develop an
NGO Partnership in China

2. Developed the project based class Sustainability and Responsible Leadership
•To institutionally support society by leveraging its students, faculty, alumni
•Improve student awareness of the social and environmental challenges in China
•Teams will conduct research, develop external partner, & present business plan
Develop long term capacity within the various actors (NGO, MNC, academic, gov’t,
and citizen) to create stable/ sustainable solutions
•Provide a platform where civil sector professionals can share best practices
•Conduct research, study problems, assess program, & create partnerships
•Work with social entrepreneurs and NGO leaders to develop capacity
•On campus research, develop student leaders, clubs, mentorships, internships
Established in 2004, Hands On China’s mission is connecting people – both
locals and foreigners in Shanghai who want to become involved as volunteers in
community activities with local charities who need assistance.
• Coordinates volunteer opportunities for active professionals, according to their
availability and personal interests
• Support project partners with direct donations, fundraising planning and execution,
community project design/implementation
• Design and manage a variety of community relations programs for private sector
partners in Shanghai – CorpWorks!
About Me
www.collectiveresponsibility.or

3. Organizational Trends
Globalized Programming:
Era of centralized / disengaged programming:
•Partnerships chosen at global level
•Partnerships reflected global issues of interest
•Little local ownership
Programs that were chosen were at a global level and,
regardless of program effectiveness, isolated local
offices from programs.
Localized Programming
Era of decentralized/ engaged programming:
•Entrance of locally chosen program partners
•Alignment of issues at the regional level that tie
to global level
•High local ownership / engagement
Global firms (and their foundations) began
developing capacity internally to locally source
project partners as a means to create more stable
programs that have greater buy in locally
Global
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Interna
tional
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HQ BU
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ation
BU
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Program
Partner
Program
Partner
Program
Partner
Global
Corning
BU
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Local
Organiz
ation
Local
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Local
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HQ
www.collectiveresponsibility.or

4. Local Trends
Pre 5.12 Giving:
Era of Philanthropy on Demand:
•Quid Pro Quo Giving
•Holiday giving
Clear rules about giving: How much to give,
who to give it to, when, who would be in
attendance, and which camera to smile at
Post 5.12 Giving
Era of Engaged Philanthropy:
•Citizen involvement embraced
•Accountability and transparency required
Rules about giving had changed as the
expectations surrounding philanthropy had
changed
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5. Changing Partnerships
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6. Corporate Barriers to Impact
1) Developing strategy
 Firms are still having a hard time developing a clear strategy
 Product of China’s changing economic importance/ strategy
1) Dynamics of environment
 Increased scrutiny/ pressure from externals
 Changing role of the media
1) Abundance of Choice
 The range of NGOs that can be partnered with has growth, but
many NGOs are largely unknown or untested
 Lingering traditions that complicate processes and reduce
visibility
1) Localization of programming
 Firms are having to build capacity internally in China to develop
and manage partnerships
 CSR managers come from PR/ HR backgrounds
5) Developing partnerships
• Developing something “real” vs. ending up another logo on wall
www.collectiveresponsibility.or

7. Partner Barriers to Impact
Internal Barriers
•Organizational focus
•Program instability
•Knowledge base
•Overcoming idealism
•Program management capacity
•Fundraising / operating costs
• Marketing & communications
•Transparency
External Barriers
•Programs Acquisition
•Partner Acquisition
•Government relations/ licensing
•Branding / program size
•Stable funding
•Organizational support
Fundraise
Fundraise
Spend
Spend
Spend
www.collectiveresponsibility.or

8. Having an Impact
1) Move past awareness to knowledge
 Understand the issues that are important to key stakeholders (government, employee, and
citizen)
 Understand the role that your firm plays as a stakeholder within the community within that issue.
1) Develop a focus around a clear strategy
 Align focus and strategy around a single topic, or a few topics (at most), and develop a strategy
that will lead to the highest measure of impact.
 Align segmented (international, national and grassroots) programs and partnerships
1) Identify, and work with, partners who align with strategy and have greatest
opportunity for impact
 Longer term programming is preferred
 Equitable financial arrangements that keep partner engaged
1) Look beyond the donation. Look for depth of partnerships
 NGOs need more than money.
 Corporations have more to give than money
5) Stop Trying to Compete. Engage
 Look to develop programs (innovative or not) that work
 Good programs will brand themselves
www.collectiveresponsibility.or

9. Good Programs Brand Themselves
• Programs don’t have to be sexy
• Programs don’t have to be innovative
• Programs don’t have to win awards
• Need to align core values
• Need to be long term
• Need to be communicated effectively
www.collectiveresponsibility.or

10. “In the end, environmental, social and economic sustainability cannot be
separated. A sustainable planet must include a sustainable human
civilization – resilient human systems that respect the complicated
relationships among poverty, human rights, economic development,
environmental health, and human success”
- Institute for the Future, 2008
Richard Brubaker
Founder and Managing Director, Collective Responsibility
Founder and Executive Volunteer, HandsOn China
Adjunct Professor, Sustainability and Responsible Leadership, CEIBS
rich@collectiveresponsibility.org
www.collectiveresponsibility.or