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Difference between partner and donor

We have created three ways of acknowledging that support: Funder, Sponsor and Partner. The organisation s that provides the bulk of funding for the project. The money is usually provided as a grant specifically awarded for public engagement. Sponsors provide financial support for the event in return for a number of reasons.

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The Difference Between Sponsors and Donors

One of my favorite things about having three kids was reading Dr. Seuss stories to them at bedtime. Recently, I was thinking about relationships between nonprofit leaders and donors when I suddenly recalled the story What Was I Scared Of? I recalled that first scene, where the protagonist looks across the field with trepidation as the green pants approach.

It reminded me of some of my own experiences working in the nonprofit sector. Tension is heavy. But guess what? Donors often feel the same way. Fifteen years ago, I was working for a tech company.

I wanted to get more involved in my community and help reduce the opportunity gap. Then I dove in and joined as a staff member. I was an outsider—way out of my comfort zone and unsure how to tread. The problem with this tension is that it creates unnecessary stress for all involved. Worse, it reduces efficiency, which undercuts the social impact we aim to achieve.

This imbalance is best illustrated by the riddle about the chicken and the pig. The the pig and the chicken decide to open a breakfast restaurant together, and their specialty is bacon and eggs. What's the difference between the chicken and the pig? The chicken is involved, but the pig is committed. Before joining the nonprofit sector, I was the chicken. I did my work and went home. Navigating this imbalance requires effort from both sides.

They are volunteering their time, and as I touched on in a previous article , most have another job or other commitments. I need to compare their commitment to the rest of society, not my own. I need to focus on the time they are giving. Donors can meanwhile diffuse the commitment imbalance by investing for the long term. Most nonprofits are trying to solve intractable problems, and progress takes time. Our most trusting relationships are with long-term donors. If they truly believe in our mission, why would they want to leave after a year or two?

This lack of insight was discomforting to me as a donor. When I joined the staff, I addressed this information imbalance through a commitment to transparency. Our donors often thank us for our openness, and this creates trust. Of course, being fully transparent comes with its own risks.

Once I was meeting with a high-powered Silicon Valley CEO, and he suddenly started grilling me about my assumptions and the data. I felt under siege and distrusted. I was pouring my heart and soul into our mission, and wondered why he was being so critical of our results.

What more did he want from me? I just wanted to get out of there. Later, after my emotions subsided, I realized his engagement was really a sign of respect. I had succeeded in getting a big kahuna interested, and he was giving me percent of his focus and energy.

His provocative questions were a gift. Now we try to cultivate a culture within BGCP where we embrace challenging each other as a way to improve. In fact, for me, there is nothing more deflating than vacuous platitudes of what a great job we are doing. Based on what? How do you know that? But while donors care about results, they tend to care even more about our approach. How are we learning from both success and failure?

They want to invest in teams that are asking good questions and learning as they go. Donors and board members want to join organizations that still have room to improve, where they feel they can help make an impact.

Another practice that amplifies information imbalance and fuels donor discomfort is when nonprofit CEOs manage all communications with the board. Line staff usually know more about what is really happening than the CEO and can provide richer insights. We empower everyone at our organization to work directly with donors and the board so that we can motivate, grow, and inspire a strong team of lieutenants. Donors can help avoid information imbalance by investing in general operating support.

When funders come in with grants that steer us away from our existing plan, it can be a distraction and even frustrating. General operating grants help us focus on executing existing priorities and avoid spending time manipulating metrics and financials for one-off reports. This makes us want to be even more transparent. When a foundation calls me or our development director asking for something, we make it a priority to respond quickly. Yet when we reach out to the same foundation asking for a meeting, we need to follow-up an average of three times.

In my conversations with other nonprofits, this scenario seems to resonate. I appreciate that foundation staff are busy, but are we less so? In this way, funders are unintentionally undercutting the impact of their investment.

When we take the time to get to know our donors as people, not just checkbooks, we find shared values. While some of our staff perceived bias and got sidetracked, our development director used it as an opportunity to start a conversation with him about our families. The donor ended up getting more involved, mentoring a student into college. Nonprofit leaders have to remember that our board members are the good guys.

They are giving their time and money to our mission. For us, the best way to overcome this imbalance is to create shared experiences around our programs. For example, a donor couple adopted our college access program. Our staff sees them at our clubhouse, and everyone has gotten to know each other. The relationships that have formed between the donors and staff as a result have created trust despite differences.

The final imbalance is, of course, money. As in the donors have it, and we nonprofit leaders need it. If the money imbalance is left unchecked, an unhealthy power dynamic can develop. Funders are just as dependent on nonprofits as we are on them.

They have their own aspirations and goals, and they need high-performing organizations to hire staff, run programs, and convert their dollars into impact. Our work is so important to our communities. There is an unprecedented amount of wealth out there, and people care. By closing this banner, scrolling this page, clicking a link or continuing to otherwise browse this site, you agree to the use of cookies. Illustration Dr.

Seuss Enterprises, L. Illustration by Julia Sonmi Heglund. X SSIR. I Agree.

Why partner with us

Rethinking Ownership of Development in Africa demonstrates how instead of empowering the communities they work with, the jargon of development ownership often actually serves to perpetuate the centrality of multilateral organizations and international donors in African development, awarding a fairly minimal role to local partners. Throughout this book, the author illustrates how the ownership paradigm dictates who can produce development knowledge and who is responsible for carrying it out, with a specific focus on the health sectors in Burkina Faso and Kenya. Under this paradigm, despite the ownership narrative, national stakeholders in both countries are not producers of development knowledge; they are merely responsible for its implementation. This book challenges the preponderance of conventional international development policies that call for more ownership from African stakeholders without questioning the implications of donor demands and historical legacies of colonialism in Africa. Ultimately, the findings from this book make an important contribution to critical development debates that question international development as an enterprise capable of empowering developing nations.

This means development professionals need to treat corporate partners like we treat major donors. In addition, we need to plan further ahead to allow corporate partners the time they need to review all our partnership opportunities for the year — not one at a time.

Donor partnerships provide an effective vehicle for donors looking to deliver sustained impact in developing countries. They enable donors to work with the EIB to unlock projects with high socio-economic returns , reaching out to people and places with additional support for targeted development outcomes. We combine grant resources from donors with our own financing, whilst also attracting other investors to the fore. This enables us to jointly trigger a multiple in investments with a much bigger impact than through a grant donation alone.

Strengthening Donor-Nonprofit Partnerships

There are many good reasons for NGOs to work together to reach a common goal. When each partner brings its own expertise and resources to a program the impact can be multiplied. The sum total of the partnership is worth more than what each NGO can achieve on its own. Donors know this and often promote or require NGO partnerships for this very reason. Learn more. Joint donor applications by a group of NGOs, also called a consortium, are becoming more common. In a consortium, one NGO typically takes on the lead role also known as the lead applicant or prime with the other NGOs acting as supporting partners. Typically the lead partner signs the contract with the donor, receives the grant into its bank account, and takes responsibility for managing the partnership. It gives the lead partner significant control for which clear agreements are needed. NGO supporting partners can also benefit from this arrangement by accessing funds they may otherwise have been out of their reach, and minimize their own managerial and overhead costs.

About Our Donor Partners

In sports business you will often hear the terms sponsorship and partnership used interchangeably. Some teams tout their sponsorships and others refer to the partnerships they have in place. Is there really a difference? Which of these do you see more often? This is a transactional scenario.

John R.

In business, a sponsorship exists when one entity provides financial support to another to achieve promotional advantages. When a business gives funds to a local cause or event, for instance, it has sponsored that event. A partnership means each entity shares in the responsibilities, risks and earnings of a business arrangement.

What’s the difference between Funder, Sponsor and Partner?

One of my favorite things about having three kids was reading Dr. Seuss stories to them at bedtime. Recently, I was thinking about relationships between nonprofit leaders and donors when I suddenly recalled the story What Was I Scared Of?

SEE VIDEO BY TOPIC: Equity Valuation - What percentage should I give my business partner?

TechSoup relies on its partners to build a technology product philanthropy service that truly serves the nonprofit community. Every contribution helps. Some partners are able to donate their products, while others lower their fees significantly. We thank all of our partners for their generous contributions. If your company produces technology solutions — ranging from hardware and software to cloud-based resources, training, and more — TechSoup wants to talk to you. Help social benefit organizations achieve more with limited budgets.

The Difference Between a Sponsorship & a Partnership


We make a measurable difference for people in our partner countries through our investments with a much bigger impact than through a grant donation alone.


12 Tips to Build Great NGO Partnerships for Donor Funding Applications







Comments: 3
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  2. Tagrel

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  3. Kazisho

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