The Challenge
Corporate partnerships are a relatively new activity for the Hospice of St Francis (HoSF). In 2016/17 they had grown corporate income to £190K p.a. However, this was achieved by working with a large number of local companies, built on a huge team effort at networking, relationship building and organising events, in particular their growing Corporate Partners Network. This took all the available time of their Head of Corporate Fundraising, Carolyn Addison and her colleague Amanda Stalham. It was proving challenging for Carolyn and Amanda to move to the next stage and develop larger partnerships to help accelerate their income growth.
Book a call
the Solution
The RESULT
Developed a clear, targeted plan to secure high-value partnerships.
It has been fun-packed and informative working with Remarkable Partnerships and I can honestly say that both of us think it is the best training we have ever had! As you know, we both come from a sales background so have attended numerous sales training workshops but it is so refreshing to be with people that just 'get it' which is often not the case in the not-for-profit sector! It was also a real treat to have training that was bespoke to us and the Hospice - there are so many conferences and workshops that are not relevant nor focus on corporate fundraising for smaller charities, so I am so pleased that we met and have benefitted from your expertise. Money well spent and now we just have to deliver!
Ready to do the same?
Let’s build partnerships that your cause — and the world — actually needs.
Book A Discovery Call
RELATED CASE STUDIES
In early 2021, SolarAid’s corporate partnerships portfolio was unbalanced. One major partner dominated in size and contribution and its significant support was coming to an end in 2023, while a large number of smaller partners were time-intensive to manage and delivered low returns. Critically, the portfolio lacked mid-level, long-term corporate supporters. The team had limited time for strategic new business development, and the existing pipeline lacked focus and momentum. Corporate partnerships were not seen as a strategic priority, and income had plateaued as a result.
In early 2021, SolarAid’s corporate partnerships portfolio was unbalanced. One major partner dominated in size and contribution and its significant support was coming to an end in 2023, while a large number of smaller partners were time-intensive to manage and delivered low returns.
Remarkable Partnerships helped SolarAid refocus its business strategy, launch a bold purpose-driven campaign, and build stronger mid-level and in-kind partnerships. This strategic shift transformed their approach from short-term transactions to long-term collaborations, ultimately leading to renewed growth and a landmark £1 million partnership in 2025.
Research from Age Concern in 2005 revealed that 44% of people over 50 in the UK did not have Internet access. Further research from OFCOM found that older people, particularly those in lower income brackets, felt alienated from the digital economy.
Research from Age Concern in 2005 revealed that 44% of people over 50 in the UK did not have Internet access. Further research from OFCOM found that older people, particularly those in lower income brackets, felt alienated from the digital economy.
By combining strong corporate partnerships with a clear social mission, Silver Surfer Week empowered thousands of older people to get online and created lasting digital inclusion opportunities.
In 1998 Ken Deeks, Managing Director of Arrow PR (now Director at The Amber Group), approached Action for Children with the idea of uniting the IT industry to help prevent youth homelessness. He was inspired to contact the charity when he saw their ‘House our Youth 2000’ campaign poster and, being from the IT industry, he assumed it was something to do with preventing the millennium bug. But he soon realised it was for something far more important!
In 1998 Ken Deeks, Managing Director of Arrow PR (now Director at The Amber Group), approached Action for Children with the idea of uniting the IT industry to help prevent youth homelessness. He was inspired to contact the charity when he saw their ‘House our Youth 2000’ campaign poster and, being from the IT industry, he assumed it was something to do with preventing the millennium bug. But he soon realised it was for something far more important!
By acting quickly, fostering collaboration, and engaging key supporters, Jonathan transformed one creative idea into a long-lasting, multimillion-pound national fundraising event.
