1 csr and creating shared value mridula joyner, cfre & vicki cummings ymca of greater toronto...
TRANSCRIPT
1
CSR and Creating Shared Value
Mridula Joyner, CFRE & Vicki Cummings YMCA of Greater Toronto
LACA Conference September 28, 2011
Overview• Why has CSR become so important to governments, corporations and
charities?
• Impact of a changing global community
• North American vs Latin American and Caribbean context re: CSR
• Positioning the YMCA and its collaborations with other NGO’s as a good CSR partner
• How to engage
• Practical Tactics
• Final thoughts/questions/discussion
Why has CSR become so important to governments, corporations and charities?
• Continued high levels of inequalities and social mobility have perpetuated high levels of poverty, lack of education, unemployment, heath care and environmental issues
• Increasingly difficult for governments alone to deal with these problems
– Current environment of high sovereign debt loads will further amplify this issue
• Charities and NGO’s, often independently or in partnership with government, provide service delivery at the community level and struggle to cope with increasing demands and shoe-string budgets
• Corporate sector understands that their success depends on the success and health of the communities they serve and their business decisions need to reflect that understanding
Impact of a Changing Global Community
What’s driving this change?
• Demographics• Technology• Economy• Environment• Politics• Business• Consumer
A Corporate Perspective
• Brand differentiation
– Separate from competition
– Customer loyalty
• Human Resources
– Employee engagement, recruitment and loyalty
• Environmental Sustainability
– Impact of corporate footprint
• Risk Management
– Reputation and best practices
• Government/Stakeholder Relations
– Leverage to influence policy and regulation
Business has changed.
• 10 years ago, corporate marketing and philanthropy were two separate strategies
• Today, companies are more focused and strategic regarding the social, environmental and economic impact of the business
• This has lead to an alignment, and in many cases, an integration of philanthropic, marketing and operational dollars
The need for a different approach
• Recent economic crisis has created unprecedented sovereign debt issues
• Demographic shifts (i.e. the global aging of baby boomers)
• Governments alone cannot solve the problems
• Corporations alone will not solve the problems
• Individuals alone are unable solve the problems
8
North American vs Latin American and Caribbean Context
• North American CSR movement is more mature and structured
• CSR strategies in Latin American are being developed to start addressing very basic human needs in order to create sustainability
• Identify and leverage key multinational companies (e.g. Procter & Gamble and Nestlé) with successful CSR models to share learnings and help build capacity
• Key learnings from North America model can be shared and leveraged to build framework for Latin America CSR strategies
– This forum can be the beginning of a dialogue and information exchange to help facilitate change
9
Creating Shared Value
10
Positioning the YMCA and its collaborations with other NGO’s as a good a CSR partner
• Strength of the YMCA’s and partner NGO’s is their strong connection to community
• They are often acutely aware of the social and economic issues impacting their communities and provide many of the essential programs/services required to address critical needs
• This allows for strategic leveraging with government and the corporate sector with respect to their critical role
• Through innovative/creative approaches the YMCA’s/partner NGO’s can create a ‘shared-value’ proposition for both public and private sector consideration
– E.g. YMCA Diabetes programs in YMCA of Metropolitan Milwaukee and YMCA Buffalo Niagara
11
Healthy Community
Provides programs/services in 4 key areas that are aligned with 6 social issues we’ve identified as critical to building healthy communities:
1.Poverty2.Obesity3.Youth unemployment4.Access to child care5.High school drop out rates6.Diversity and social inclusion
Financial development strategies arebeing repositioned to align with thisframework
YMCA of Greater Toronto
12
13
Practical Tactics• Vision
– Have a clear understanding of your organization as a catalyst for creating shared value and social change
• Strategy– A robust strategy that identifies a clear focus and articulates ambitious goals
• Delivery– Effective delivery that leverages assets and expertise across functions and
service areas within your organization as well as external partners and stakeholders
• Performance– Management of performance that seeks to measure and learn from results, bring
successful efforts to scale and communicate progress
Discuss example of YMCA of Greater Toronto strategy with sanofi-aventis and diabetes program
How to Engage• Determine the key social issues affecting your community (poverty, unemployment, health care
(such as childhood/youth obesity, etc.)
• Identify which YMCA/community programs align with these issues (e.g. Access to child care in the Greater Toronto area and increase in YMCA child care centres)
• Create a mechanism for measuring goals, outcomes and impact both current and future– May be able to access partner resources to facilitate
• Explore how can these programs be leveraged to further social and economic change in your community (e.g. Nestlė and Procter & Gamble engagement in Latin America)
• Research companies your community that may have an interest in aligning with your organization to address these issues
– Approach Canadian Embassies in your areas to assist in identifying potential Canadian corporations doing business in you area (Canadian Government recently concluded trade mission to Latin America)
– Engage your volunteers– Shared learnings and potential partnership with Canadian YMCA’s
• Begin a dialogue with potential corporate partners to assess potential for support
14
final thoughts/questions/discussion
15
Thank you!
16