Partnering is both challenging and resource intensive. A partnering strategy is essential to guide an organisation to make robust choices on its investment in collaboration: the right issue area, the right type of partnerships, and the right type of partners to ensure the greatest value to the organisations.
You may be an NGO or international agency considering how best to engage business, a government wanting to work more effectively with donors, or a business wanting to build up or rationalise your partnerships with NGOs and the UN. We can help you develop a clear strategy for partnering by clarifying your needs, exploring the potential benefits and risks of partnering, and helping you consider the types of partnership which will be most effective in helping you achieve your aims.
Examples of partnering strategy development
World Food Programme and the International Fund for Agricultural Development
TPI worked extensively with WFP and with IFAD to develop their overarching partnering strategies which were adopted by their Boards in 2014 and 2013 respectively. The strategies set out a clear business case for partnering with each of the sectors, the underlying principles for partnering, as well as the internal organisational change necessary to implement the strategies.
TPI worked with UNESCO to develop a comprehensive partnering strategy comprising a policy framework and distinct partnership strategies for four categories of partners: civil society organisations, private sector, governmental sector, and the UNESCO family.
The strategy was developed through a review of existing UNESCO policies and frameworks and in consultation with key stakeholders within UNESCO and their partners. TPI also formulated strategic and actionable steps to leverage partnerships for achievement of UNESCO’s goals.
Pan American Health Organisation (PAHO)
Through a mixture of original research, interviews and workshops, TPI developed a strategic framework and guidelines for PAHO to partner with a range of partners, most notably the private sector. This included the creation of PAHO’s flagship ‘Partners Forum for Action Against Chronic Disease’, a multi-stakeholder platform which brings together companies, government agencies, PAHO and NGOs to inspire, facilitate and support action against chronic disease.
In addition to helping to convene the Forum, TPI worked within PAHO to build understanding of the potential of partnerships with the private sector and conducted a major capacity building programme throughout Latin America to build the skills of PAHO staff to partner more effectively (2010-11).
TPI assisted World Vision in developing their partnering strategy and become a ‘partner of choice’ for the corporate sector. Working with Accenture Development Partnerships, this programme also resulted in the publication of ‘Emerging opportunities for NGO-business partnerships’ .
TPI supported UNDP in creating policy guidelines covering an over-arching UNDP partnership definition, principles of good practice, instruments, processes and review procedures to help UNDP partner more systematically and more effectively with others, including the private sector.
Working with UNICEF, TPI reviewed the trends in corporate social responsibility in relation to the UN corporate partnerships, and developed guiding principles for corporate engagement, recommendations for future forms of engagement by UNICEF and a framework for building capacity within UNICEF to become an effective partnership player . This was summarised in the seminal report ‘REALISING THE POTENTIAL: Mobilising and maximising the corporate contribution to UNICEF’s mission’ which was based on desk research, interviews with multiple UNICEF staff and partners, and feedback from a workshop for 25 senior-level staff.