Deepening Partnerships with Nonprofits for Win/Win Outcomes
Michael Carren, Director Employee Engagement and Volunteerism
JPMorgan Chase
Jeff Eichenlaub, Director Global Corporate Partnerships
World Vision
Charities at Work Conference 2012
World Vision and JPMorgan Chase – A Shared Value Partnership
World Vision
JPMorgan Chase
•Employee Population: 40,000
•Employee Population: 290,000
•International Presence: 100 countries/100
•International Presence: 40 Countries
million lives
•Domestic Presence: program sites 14 states,
regional offices offer nationwide coverage
Brand Positioning: Conservative, trustworthy,
accountable to donors, integrity of mission
to ground action, leadership in market,
•Areas of Operational Excellence: holistic
community development-educationmicrofinance-water/sanitation-disaster
response-child advocacy
•Culture: Divided between 5 major sector
lines of intervention and across multiple
international geographies
•Domestic Presence: 43 States
•Brand Positioning: Solid, consistent,
trustworthy, oriented to customer and market
realities, leadership and innovation
•Areas of Operational Excellence: Consumer
and Commercial Banking Solutions and
Customer Service; Personalized Investor
Services; Corporate Clearing, Mergers and
Acquisitions
•Culture: Divided between six major lines of
business and across multiple international
geographies
<<LOGO>>
Partnership Origins: Learning, Testing and Growth
•
Crisis response, an area of shared concern and attention to both parties brought us together
• Haiti 2010
1
• JPMorgan Chase regional business expansion
• Shared solutions
•
2
Collaboration and cultural sharing
• Senior level involvement
3
• Continued dialogue
• Excellence in delivery
•
4
Partnership Expansion
• Shared networks of value for both groups
• Demand for innovation and employee participation
• Opportunity for education of employees
2
5
Building Common Networks: Providing Solutions and Innovation
•
Disaster Response Partners
• Mico-sites and employee awareness
• The Philippines, Japan and Haiti Follow Up
• Mobilizing with energy
• Cultural Commonalities
• Business model
• Global reach with local focus
• Ability to customize and respond quickly - Tuscaloosa
• Shared cultural leverage – massive network
• Mode of Operations
• Logistics savvy
• Delivery orientation
• Added value
•
•
•
•
Volunteer Market Expansion and new choices
Intern and Analyst programming – innovation in the workplace
Senior leadership exposure and action
Client and customer outreach
• TEXPO
• Appalachian Outreach and business expansion
• Miami follow up
Partnership Foundations, Growth and Relationship Management
•
Common business functions
• Global cash clearing and treasury management services
• Leadership involvement
• Common communication and story telling goals and realities
• Magazine articles and case studies
• Tuscaloosa follow up
• Boyle Heights and Wiil.I.Am
• Best practice sharing at professional conferences
• Ensuring employee education, understanding and support
• Internal and external leverage
• Annual reports
• Development assistance
• Shared Accountability
• Honesty
• You get what you pay for, no matter who is paying
• Measured and consistent impact for business and social goals
• Staying true to our missions