Page 6 - PIC Magazine Issue 21
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    It Takes A Village
CBIT’s New Strategic Partnerships Programme Focuses On Collaborative Support
  STARTING THE JOURNEY
When the Child Brain Injury Trust (CBIT) begins the journey of creating a
new initiative, we reflect on our vision, our mission and our values before developing our idea and bringing it to market. How will our new activity help us to achieve a future where all children and young people with an acquired brain injury receive prompt diagnosis and the support they need to reach their full potential? How does this fit with our values? Are we still acting with integrity and compassion, whilst delivering something innovative that also shows our ability to reflect on our experiences?
The process was no different for our latest initiative; the Strategic Partnerships Programme. We spent some time looking at how we currently work with corporate supporters, how our existing commercial relationships work,
and what a new, mutually beneficial commercial programme could look like. We also wanted to lean into the broader experience we’ve had working with external stakeholders during recent years. We have seen that collaboration forges better results for all parties, that we are all stronger when we work together and that our vision becomes closer when we are able to articulate
it as part of a focussed and supportive community. We can reach further.
We therefore wanted to create something that was modelled on the
best practices from this learning that could offer long-lasting impact for
both CBIT and the companies we chose to align with on this programme.
The Strategic Partnerships Programme took all of this learning to create an offering that provides clearly identifiable positive outcomes for both CBIT and aligned companies. Whilst that statement can be interpreted in a number of different ways, what it means for us is:
Creating an offering that opens the door to co-production with 1 aligned companies.
WHY THIS INITIATIVE, AND WHY NOW?
Our charity is currently in the final year of a three year strategic plan. We shaped this plan in late 2020/ early 2021, whilst the Covid 19 pandemic was still an aggressively active part of daily life. It was important to us to shift our longer term focus to visualising what growth would look like for our charity. It was with that in mind that we designed a strategy based around transforming access and increasing impact.
We have made great strides
since 2021; we’ve commenced
a big piece of structural work
that reimagines how we position our service, creating more opportunities for us to provide more focussed early intervention, virtual support, and increased access to our community inclusion and education opportunities. We’ve had the pleasure of launching our pioneering digital health intervention, CBIT In
Hand, and we’ve rolled out our counselling service nationwide,
to high, sustained demand. But we know that there’s still so much more we can do, and many lives we’d like to touch, differences we’d like to make.
Creating a programme that is focussed not only on financial growth, but also on forging a meaningful relationship with corporate supporters enables us to do just that. Learning from our collaborative experiences, the old adage that “it takes a village...” rang true for us and we wanted to create our own. One that could make meaningful strides into delivering better outcomes and more tangible support for our families. This is at the heart
of the Strategic Partnerships Programme.
 Chances for both parties to discover new ways of working, as learning and opportunities are shared.
The opportunity to develop relationships that span the course of multiple years, allowing both parties to learn and grow.
A project that can offer aligned companies both a clear commercial benefit and a CSR benefit.
5 Clearly delineated funding for different areas of our service provision.
CBIT providing a clear return on investment to our aligned companies via regular written and verbal reporting.
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We had great pleasure in launching the Strategic Partnerships Programme earlier this year, and we have sought to gradually build it up, working with aligned companies that share our values and a desire to do good, give back and take a collaborative approach to the relationships they build with charities. Our concept was to provide joining companies with the opportunity to give CBIT financial support routed down one of four different pathways, each named after a different part of the brain. The first three variously support our families through counselling and family days, pursing the improvement of quality of life via education and learning opportunities, and our ability to raise awareness about our work. The final pathway is an amalgam of each of the previous pathways, for organisations who wish to take an “umbrella” approach to support.
INDUSTRY EXPERTS
Partners In Costs































































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