Hamburger Icon

Target Unit: Corporate Social Responsibility

International Labour Organization (ILO) and Public-Private Partnerships: An Alliance for the Future

Resource database

Resource Sidebar

ATTRIBUTES
  • Capacity Building and Awareness Raising
  • Outreach Initiatives and Partnerships

SOURCE
  • International Labour Organization

TYPE OF RESOURCE
  • WWebpage

TARGET AREA
  • Implementation

TARGET UNIT
  • Community Outreach, Corporate Social Responsibility

LINK TO RESOURCE

International Labour Organization (ILO) and Public-Private Partnerships: An Alliance for the Future

International Labour Organization
The ILO today has more than 700 active programs and projects on various themes in more than 100 countries – with the support of 120 development partners. Between 2008 and 2018, the ILO engaged with 238 partners, of which 52 percent are private enterprises. ILO’s projects with public-private partnerships fall under these themes:

  • Rights at work
    • Child labour
    • Forced labour
    • Gender equality and non-discrimination
  • Employment promotion
    • Entrepreneurship
    • Jobs and skills for youth
    • Microfinance
  • Social dialogue
    • Supply chain
    • Industrial relations
    • Corporate social responsibility
  • Social protection
    • HIV and AIDS
    • Social protection floors
  • Academia
  • South-south and triangular cooperation

For more information on partnership information with ILO, click here.

Build Sustainable Financing and Partnerships for Girls and Women

Resource database

Resource Sidebar

ATTRIBUTES
  • Outreach Initiatives and Partnerships

SOURCE
  • Women Deliver

TYPE OF RESOURCE
  • WWebpage

TARGET AREA
  • Implementation

TARGET UNIT
  • Community Outreach, Corporate Social Responsibility

LINK TO RESOURCE

Build Sustainable Financing and Partnerships for Girls and Women

Women Deliver
This resource from Women Deliver discusses the need for financing and partnerships to support girls and women empowerment. It lists the benefits of cross-sector partnerships, highlight investment areas, and showcases successful partnerships case studies.

Benefits of cross-sector partnerships that leverage the strengths of key players:

  • Less duplication of efforts
  • More impactful solutions
  • Increased innovation
  • Healthier communities
  • Improved lives
  • Reduced poverty
  • Sustained economic growth
  • More gender equality

Investment areas:

  • Improve Maternal and Newborn Health and Nutrition
  • Meet the Demand for Modern Contraception and Reproductive Health
  • Respect, Protect, and Fulfill Sexual Health and Rights
  • Ensure Health for All
  • Dramatically Reduce Gender-Based Violence and Harmful Practices
  • Ensure Equitable and Quality Education at All Levels
  • Boost Women’s Economic Empowerment
  • Strengthen Women’s Political Participation and Decision-Making Power
  • Accelerate Access to Resources – Land, Clean Energy, Water, and Sanitation
  • Invest in Women to Tackle Climate Change and Conserve the Environment
  • Improve Data and Accountability for Girls and Women

To access the full webpage, click here.

List of Organizations that Support Gender Equality and Women and Girl’s Empowerment

Resource database

Resource Sidebar

ATTRIBUTES
  • Outreach Initiatives and Partnerships

SOURCE
  • Various organizations

TYPE OF RESOURCE
  • LList

TARGET AREA
  • Implementation

TARGET UNIT
  • Community Outreach, Corporate Social Responsibility, Diversity & Inclusion

LINK TO RESOURCE

List of Organizations that Support Gender Equality and Women and Girl's Empowerment

Various organizations
This list provides some examples of Canadian organizations that the private sector can support through funding or direct involvement in corporate social responsibility programs.

  • Canadian Women’s Foundation: This foundation has programs revolving around violence, poverty, girls’ empowerment, and inclusive leadership.
  • Girls Action Foundation: This foundation has local programs (Montreal), regional gatherings, national and multi-day training for young women’s leadership, national career day, and national day of action for girls and young women.
  • CARE: This organization works around the globe supporting women and girls through programs related to health and nutrition, food and farming, earning and saving, emergencies, and advocating for change.
  • Save the Children: This organization works around the world addressing child issues such as child early and forced marriage, sexual and gender-based violence, and gender equality in humanitarian settings.
  • SHEInnovates: This is a global program created by UN Women and the Global Innovation Coalition for Change.
  • Gender Equality Network Canada (Canadian Women’s Foundation)[1]: This national network of over 150 diverse women leaders across Canada addresses key issues in gender equality such as: gender-based violence, women in trades and STEM, women’s entrepreneurship, Indigenous women’s leadership, childcare, gendered impact poverty, and immigrant women.This webpage lists all the different leaders across Canada’s provinces and territories and can help your organization select civil society projects to support your gender equality outreach initiatives.

Partnering for Parity: Strengthening Collaborations for Gender Equality

Resource database

Resource Sidebar

ATTRIBUTES
  • Outreach Initiatives and Partnerships

SOURCE
  • McKinsey & Company

TYPE OF RESOURCE
  • AArticle

TARGET AREA
  • Implementation

TARGET UNIT
  • Community Outreach, Corporate Social Responsibility

LINK TO RESOURCE

Partnering for Parity: Strengthening Collaborations for Gender Equality

McKinsey & Company
This article acknowledges that individual efforts towards gender equality are driving progress but highlights the multiplier effect that cross-sector partnerships could have in accelerating progress even further. The article discusses common pitfalls in partnerships and provides recommendations to address them in order to ensure sustained, long-term impact.

  • Drive commitment from the top to ensure that the partnership has the resources and momentum needed to make progress.
  • Keep it simple – have a single, measurable goal to enable progress monitoring and avoid changes in scope. Establish a clear, simple mission for the partnership, and ensure that the goal is quantified, time-bound, and specific.
  • Establish a clear value proposition for all members. A compelling rationale is required to get partners involved and maintain engagement. Establish what value each partner is likely to derive from being involved in a particular role.
  • Find and deploy the unique strengths of each partner. Partners do not need to contribute identically – nor should they. When partners come from different sectors (government, non-profit, for-profit sectors, and so on), or from different industries, identifying opportunities to combine their unique skills requires careful planning and design of initiatives.
  • Clearly define the operating model for the partnership. Ideally, there should be a small group of people at one or more of the partner organizations, or a formalized “secretariat” that dedicate their time to managing and mobilizing activities.
  • Conduct rigorous monitoring and evaluation to determine which interventions are working. When different parties are involved, careful upfront planning to align on a clear measurement framework is essential to success.

To read the full article, click here.

Partnering and Partnership: Lessons Learned in the DI

Resource database

Resource Sidebar

ATTRIBUTES
  • Outreach Initiatives and Partnerships

SOURCE
  • Devonshire Initiative

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Implementation

TARGET UNIT
  • Community Outreach, Corporate Social Responsibility, Diversity & Inclusion

LINK TO RESOURCE

Partnering and Partnership: Lessons Learned in the DI

Devonshire Initiative
The Devonshire Initiative has synthesized lessons learned from workshops, affiliate organization resources, and documents in the public domain related to cross-sector partnerships.

Due Diligence: Strong partnerships start with a strong foundation established through the due diligence process. Some lessons learned on due diligence are:

  • Know why you and the potential partner are interested in partnering
  • Get to know each other’s organizations
  • Build personal relationships and ensure there are common values and shared objectives

Communication: Strong communication is key in maintaining a strong relationship throughout the life of a partnership. Some lessons learned on communication are:

  • Communicate drivers, interests, and wants with the partner
  • Understand that partners don’t always communicate in the same ways
  • Communicate about the partnership with everyone in the organization

Evaluating Partnerships: Partnership evaluation is an ongoing process through the life of the partnership. Some lessons learned on evaluating partnerships are:

  • Use evaluations to continue improving the partnership
  • Don’t focus only on tangible and measurable benefits
  • Discuss boundaries and what is included in the evaluation

Strengthening Partnerships: This will help best ensure success of the partnership. Some lessons learned on strengthening partnerships are:

  • Formalize the agreement, establish timelines, make commitments
  • Establish good governance and accountability protocols
  • Commit adequate human resources to the partnership

To learn more, click here.

Strengthening Women’s Rights Organizations Through International Assistance

Resource database

Resource Sidebar

ATTRIBUTES
  • Outreach Initiatives and Partnerships

SOURCE
  • MATCH International Women's Fund, Nobel Women's Initiative, Global Affairs Canada

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Strategy

TARGET UNIT
  • Community Outreach, Corporate Social Responsibility

LINK TO RESOURCE

Strengthening Women's Rights Organizations Through International Assistance

MATCH International Women's Fund, Nobel Women's Initiative, Global Affairs Canada
This report is the summary of a workshop held by the MATCH International Women’s Fund and Nobel Women’s Initiative with support from Global Affairs Canada. The workshop discussed lessons learned on funding mechanisms, models, and approaches that effectively support women-led organizations and movements. This resource provides key learnings and recommendations that can help the private sector support women’s organizations and improve any existing relationships with those organizations.

  • Fund women’s organizations. Long-term, core funding is essential to enable women’s organizations to bring about social change. Seek out organizations committed to gender equality and women and girls’ empowerment.
  • Strengthen relationships. Long-term and meaningful relationships are key to advancing a women’s rights agenda. This requires ongoing dialogue and collaboration between donors, intermediaries and local activists.
  • Reduce administrative burden. Donors’ complex monitoring and evaluation frameworks, such as overly onerous results-based management requirements, end up squeezing out small organizations in favour of bigger non-governmental organizations (NGOs) that can recruit or pay for the expertise needed.
  • Intermediaries can help donors achieve impact and scale. Intermediaries such as women’s funds serve as a vital link to grassroots groups.

To read the full report, click here.

Unlocking Opportunities for Women and Business – Women and Community Engagement

Resource database

Resource Sidebar

ATTRIBUTES
  • Outreach Initiatives and Partnerships
  • Supply Chain

SOURCE
  • IFC

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Development

TARGET UNIT
  • Community Outreach, Corporate Social Responsibility

LINK TO RESOURCE

Unlocking Opportunities for Women and Business – Women and Community Engagement

IFC
This resource is a toolkit of actions and strategies for oil, gas, and mining (OGM) companiesto reach their gender goals. Even though the toolkit is focused on the OGM sector, the actions and recommendations provided in the resource can be easily translated to other industries.

This toolkit provides steps to ensure that companies incorporate gender equality as they develop community engagement strategies. It provides recommendations in three sections:

  1. Assess and Prepare: This section offers tools to help community engagement teams review the company’s community engagement activities to assess the extent to which gender is an explicit theme.
  2. Address: This section offers tools to help integrate gender sensitivity into the initiatives based on the assessment information collected.
  3. Monitor and Sustain: This section offers guidance on setting benchmarks, measuring impact, and improving practices to address potential concerns and avoid problems altogether.

Some examples of initiatives and programs to support women and girls:

  • Gender-based violence education and awareness
  • Capacity building and financial support for local and regional women’s organizations

Some examples of initiatives to encourage women’s economic empowerment:

  • Promotion of women’s entrepreneurship (e.g. start-up grants, microfinance, access to local markets or supply chains)
  • Scholarships and apprenticeship programs for women and girls (general in nature or specific to the sector of the company)

To learn more, click here.

Why Gender Matters: A Resource Guide for Integrating Gender Considerations into Communities Work at Rio Tinto

Resource database

Resource Sidebar

ATTRIBUTES
  • Intersectionality
  • Outreach Initiatives and Partnerships

SOURCE
  • Rio Tinto

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Strategy

TARGET UNIT
  • Community Outreach, Corporate Social Responsibility

LINK TO RESOURCE

Why Gender Matters: A Resource Guide for Integrating Gender Considerations into Communities Work at Rio Tinto

Rio Tinto
This guide provides organizations in the mining industry with direction on how to foster inclusive engagement and development by incorporating gender considerations into their work; avoiding putting women and men, communities and projects at risk; and better achieving diversity goals. The guide includes four phases for integrating gender into community work and connects all phases through inclusive engagement considerations to make sure women and men from different social groups can participate in meaningful and impactful ways.

The four stages of Communities work are:

  1. Know and understand the gender roles and responsibilities and the differences in women’s and men’s access to resources. Integrate gender considerations into: social impact assessment, baseline communities’ assessment, and social risk assessment.
  2. Plan and implement, avoiding adverse impacts and maximizing benefits. Integrate gender considerations into policies at business unit level, communities’ strategy and plans, operational plans and communities’ work, and standard operating procedures.
  3. Monitor, evaluate, and improve through accurate and reliable data. Use gender-sensitive indicators, evaluate gendered outcomes, review performance, and improve projects and plans.
  4. Report and communicate gender performance internally (e.g. annual reviews of community’s program) and externally (e.g. local Sustainable Development reports) to encourage feedback.

To learn more, click here.

Using CSR and Philanthropy to Close the Gender Gap in Tech

Resource database

Resource Sidebar

ATTRIBUTES
  • Organizational Culture
  • Outreach Initiatives and Partnerships
  • Recruitment, Retention and Promotion

SOURCE
  • Reboot Representation

TYPE OF RESOURCE
  • RReport

TARGET AREA
  • Strategy

TARGET UNIT
  • Community Outreach, Corporate Social Responsibility, Diversity & Inclusion, Human Resources

LINK TO RESOURCE

Using CSR and Philanthropy to Close the Gender Gap in Tech

Reboot Representation
McKinsey and Pivotal Ventures collaborated on this study to examine how tech-company philanthropy and corporate social responsibility investments can improve the gender diversity of the tech pipeline.

Through a survey they found insight on practices that can increase tech gender diversity through philanthropic and CSR investments.

  1. Focus on women and girls: It is important for companies to support either girls-only programs or coeducational programs. Maintain a focus on women’s equal representation, with stated goals at the program level to avoid replicating current gender ratios.
  2. Solve for those facing the most barriers – underrepresented women and girls of color: Companies can support programs that target specific challenges faced by the sub-segments of women who are facing multiple forms of marginalization.
  3. It is never too late; consider multiple on-ramps: According to research, because girls are less likely than boys to have exposure to computing as children, later on-ramps – such as those during higher education – offer high-impact opportunities for women and girls.

To learn more, click here.