With so many worthy causes crying out for funding and corporate partnership, making a particular cause’s voice heard above the clamour can be hard.
However, given the opportunity to pitch, many NFP CEO apply the KISS principle. It’s all about finding a touchpoint which a potential partner responds to, ticks the Corporate Responsibility Box and also delivers tangible ROI.
Some of WA’s leading NFP CEOs share their thoughts on winning hearts and minds – and saving lives into the bargain.
A State with so much to give
Peter King, CEO of Ronald McDonald House Charities WA (RMHC WA) is under no illusion about the challenges his organisation faces on a daily basis to raise funds to maintain the essential services offered, including allowing families of sick children to remain together during a period of treatment.
“In a state as vast and remote as WA, families in regional and remote areas can do it tough, especially if their child is diagnosed with serious illness or injury requiring treatment in Perth,” he says.
“Our corporate partners, their operations and their shareholders have a vested interest in the wellbeing of these families and their communities. Far from their jobs, homes, schools and communities, we keep families together and resilient. Strong families are the fabric of strong communities.”
Building long-term relationships with supporting corporate partners is a vital part of the puzzle when Mr King and his team plan future strategies to assist those in such need when their child is unwell.
“At RMHC WA we’re extremely proud of the enduring relationships we have with our corporate partners and the outcomes we’ve achieved together in the community,” says Mr King.
“The essence to their longevity is a genuine alignment to shared purpose and a culture of giving and community participation that starts at the top.”
An example of this vision was encapsulated by local industry leader, Peter Bradford, who recently passed away.
“The late Peter Bradford, Managing Director and CEO of IGO Limited, is possibly one of the greatest business leaders in forging a culture of community giving and advocacy,” says Mr King.
“IGO authentically leads with its purpose of ‘making a difference’ in the mining business and communities it operates in.
“Our partnership with IGO has helped to ignite and grow the spirit of community giving to the wider community. Through our annual event Up All Night, IGO people take an active role beyond their company’s investment that has helped us deeply connect the challenges and stories of our families to more Western Australians. Year-on-year ,the event’s momentum, success and the hundreds of families it supports is a testament to Peter Bradford’s legacy at IGO and in our community.”
Perfecting the pitch
When Michael Piu, CEO of St Pat’s, has an opportunity to pitch for investment with a potential corporate partner, his message is well-honed and concise.
“When people thrive, so do their communities,” he says.
“Tackling the complex issue of homelessness brings both social and economic benefits to everyone, including business.
“St Pat’s has a successful track record, understands the problem and knows the solutions, but to meet this challenge we need strong leaders to support us in bold action. Because it’s only by working together that we can end homelessness and build a stronger, better community for us all.”
RMHC WA’s Peter King is similarly erudite.
“No WA family with seriously ill or injured children should have to do it tougher than those with healthy children,” he says.
“Together, we can change that. A home-away-from-home at no cost with continued education for the kids, family experiences and care that deeply understands them.”
For Foodbank WA’s CEO Kate O’Hara, she cuts to the chase.
“Hunger is a real issue in Western Australia,” she says.
“It is hidden, but it is there with one in three households experiencing food insecurity in the last 12 months. We believe that everyone should have access to quality healthy food. It is a basic human right.
“We have the scale and efficiencies to turn $1 into $5 value of food. With your help we can make sure no Western Australians go hungry because they can’t afford food,” says Ms O’Hara.
“We delivered 7.8 million meals last financial year across the State. We also delivered nutrition education programs to 5,200 participants to empower them with the knowledge and skills to plan, prepare and cook healthy meals on a budget.”
When success is so much more than dollars and cents
A demonstrable ROI is also simple to unpack should a partner choose to invest in RMHC WA’s work.
“In 2020, we introduced social return on investment (SROI) data that highlighted that for every $1 invested in RMHC WA, approximately $3.60 is returned socio-economic value,” says Mr King.
“In 2021, we took the next step to measure our impact in achieving family wellbeing outcomes. In our first pilot evaluation, we identified that RMHC WA increased family wellbeing financially, emotionally, culturally and physical environment.”
However, the most tangible ROI is not the stark figures in an annual report. It’s the real life stories of those these services directly affect – and the improvements to the lives of the people who benefit from that investment.
“Most importantly, the greatest ROI are the stories of our families from across the state,” says Mr King.
“They give our corporate partners deeper meaning and purpose for their investment. Many of the stories reflect everyday Western Australians whose lives have been turned upside down and our part in helping to create a positive change in their circumstances.”
