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Baines Peter. Doing Good By Doing Good
Acknowledgements
Preface
Introduction. Clarity comes with action
Shared value
Who should read this book?
The message
Dreamers of the day
Chapter 1. IS THERE A BETTER WAY?
A paradigm shift
The traditional approach
Missed opportunities
A way forward
Constraints on the charity sector
Two different rule books
A need for balance
Chapter 2. HOW TO ENGAGE
Entering the for-purpose sector
Channels of engagement
Further strategies
Chapter 3. BUSINESS BENEFITS OF ENGAGEMENT
Measurable returns: expect them and demand them
A simple model of business benefits
Chapter 4. SMALL BUSINESS: the multiplier effect
WordStorm: the value of in-kind support
Churchill Education: connecting through shared personal values
Chapter 5. MEDIUM-SIZED BUSINESS: aligning values and purpose
Jellis Craig: a multilayered approach
Narta: a focused, long-term commitment
Chapter 6. LARGE BUSINESS: strategic investment
Optus: an integrated shared value model
Unilever Global: driving sustainability for business advantage
TOMS: the genius of a simple model
Chapter 7. THE ORIGIN STORY
Shared value at work – the Origin way
Assessing and addressing community needs
Ostwald Bros – a contracting partner
Constraints on measuring and reporting
The Origin Foundation
Chapter 8. CHARITY TAKING THE LEAD
Strategic development
It's a crowded marketplace
Make it easier to say yes
How does charity take the lead on this?
Leveraging the CSR investment
Chapter 9. JOURNEY TO SHARED VALUE
Changing the operating model
Winning companies contribute
Shared value requires change
The CSR participation continuum
Shared value and innovation
The critics of shared value
Chapter 10. MEASURING AND REPORTING
Benchmarking and measuring
Reporting indices
How and what to report
Voluntary reporting
Compulsory reporting
Chapter 11. VALUE OF SHARED EXPERIENCES
Hands Across the Water
OzHarvest
Humpty Dumpty Foundation
Chapter 12. SELECTING A CHARITY PARTNER
The guiding principles
The next step
Sharing the pie
Afterword. Looking forward – what's on the horizon
Index
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In writing a book there are those who contribute to the text you hold in your hands right now and there are those who provide you with the love, inspiration, and at times space, to write. The contribution of both makes for what every author hopes is a quality reflection of their thinking.
Let me acknowledge the contribution of both groups.
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If you have CSR attached to your job description, unless you are with quite a large organisation, there is a good chance this is not your only role. You may also be wearing a marketing or internal communications hat and CSR is just something the executive team thought should sit with you when they looked for a home for it on the org chart. Their thinking reflects how they see it: ‘It's a nice thing to have in the organisation, but it's not sales, that's for sure. It's not operational. It's the softer side of things.’ Even those of you who are working in a dedicated CSR role will probably have come from marketing, PR or internal comms. How does the fact that you work in marketing or communications qualify you to make the best decisions on something that can be so important to the business, and has so much potential if the resources are appropriately allocated?
You might rightly ask the same question of me. How does working in the forensic area investigating major crime for 20 years make me an authority on this? My answer is: the experience of setting up the international aid organisation Hands Across the Water, a charity that now operates in three countries and raises several million dollars a year for distribution to hundreds of children across various sites in Thailand. And it's not so much the establishment of the charity as it is observing the success that has come from creating opportunities for our supporters along the way to share in the experiences.
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