As experts in the field of partnership for sustainable development, my colleagues and I spend a lot of our time helping our partners and clients master what we call the ‘art and science of cross-sector partnering’.
Some magic quality emerges when people work in close sync with each other. We’ve all experienced the fellow feeling of being in a choir or band, a sports team or a friendship. It’s hard to explain what exactly this feeling is, or the importance of it: you have to experience it directly.
In September 2015, the governments of the world agreed the most comprehensive and integrated development agenda ever conceived: the Sustainable Development Goals (SDGs). Developed under the auspices of the United Nations, the goals bring together not just the world’s governments but also private sector and non-profit organisations, including academics, research institutes and more. The Goals […]
Constituency models are generally acknowledged as the most appropriate and representative governance form for global health partnerships, particularly for those with a large number of stakeholders tackling complex, systemic issues. The model is not perfect, however, and the advent of the SDGs and the new emphasis on universalism has encouraged many partnerships to reflect on their mandate, remit and working practices.
While partnering has the potential to achieve extraordinary things (including, we believe, the Sustainable Development Goals), there are times when a good old transactional arrangement will get the job done quicker and more effectively.