here - Tamarack CCI
here - Tamarack CCI
here - Tamarack CCI
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The Collaboration Continuum 4<br />
The Collaboration Continuum is a framework for thinking strategically about relationships<br />
between nonprofit organizations and businesses. Developed by James Austin and adapted by the<br />
Drucker Foundation from his book The Collaboration Challenge, it consists of three stages:<br />
Philanthropic Transactional Integrative<br />
Philanthropic relationships exist between non-profit organizations and their donors, who<br />
provide tangible resources (such as money or goods) in exchange for intangible benefits from the<br />
non-profit (such as enhanced reputation or fulfillment of the desire to help others). Generally,<br />
these interactions and activities are handled by the non-profit’s development volunteers and<br />
staff and the business’ corporate contributions staff. Strategic value is usually determined by<br />
considering the resources non-profits gain that they can use to achieve desired results, and the<br />
opportunities businesses gain to support their communities and meet their philanthropic<br />
objectives.<br />
Philanthropic Relationship<br />
A garden centre provided expertise and financial support to design the gardens for the Christie<br />
Ossington Neighbourhood Centre transitional housing development in Toronto. The development<br />
consists of 20 bachelor units designed to help formerly homeless men make the transition from<br />
shelter life to more stable accommodations.<br />
Transactional relationships consist of exchanges of resources through specific activities, such as<br />
event sponsorship, licensing, service contracts, volunteer programs, and cause-related<br />
marketing. In comparison with the philanthropic stage, the level of interaction usually<br />
intensifies, relationship management becomes more complex, and a broader sense of partnership<br />
may develop. This stage tends to involve the business’ operating staff (for example, product<br />
development and marketing, human resources, finance) and more non-profit staff from a range<br />
of areas.<br />
Transactional Relationship<br />
Through the Canadian Pacific (CP) Hotels Adopt-a-Shelter Program, many CP Hotels provided items<br />
such as sheets, towels, lamps, beds, dressers, dishes or curtains to local women’s shelters. Once<br />
employees partnered with a shelter, they also became personally involved. Cooks loaned their<br />
expertise to teach women how to create nutritious meals on a low budget. Maintenance staff<br />
volunteered to help the shelters and women in second-stage housing programs by providing<br />
plumbing, heating, and general carpentry services. Special events departments in many of the<br />
hotels included women and children staying at the partner shelters in their holiday celebrations.<br />
Sales and marketing departments staged fundraisers. The program was so successful that they<br />
developed resources for others looking to enter into similar types of programs.<br />
Collaborating with Business for Social Transformation<br />
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