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Fit for Partnering

The delivery of the Sustainable Development Goals (SDGs) and climate action requires an unparalleled level of collaborative action between business, government, DFIs, the UN, NGOs and civil society. The types of innovative, systemic and transformational collaboration required go well beyond the typical transactional and contract-based approach organisations are most familiar with. Scaling up partnering will require organisations from all sectors to have the institutional competency and readiness to be able to effectively deliver these new forms of collaboration.

Is your organisation institutionally Fit for Partnering?

As the demands for collaboration grow, most large organisations are finding they are not set up and operating optimally to be able to deliver on the rhetoric. Too many find themselves involved in a plethora of ‘partnership’ arrangements, some delivering strategic value, many not, some stagnating or completely forgotten since an MoU was signed with much fanfare. Staff are finding it challenging to navigate their internal procedures to set up collaborations in the first place, or finding that partnerships are taking too much of their time and effort without producing sufficient results to justify their investment.

For organisations to maximise the benefits of collaboration, they need to ensure they understand how and why partnerships can deliver value for their organisation and have a clear strategy to inform and prioritise engagement, along with the right leadershipcommitment to implement it. They must have sound systems and procedures to be able to take partnerships through their lifecycle from initial identification through prospective value assessment, due diligence and sign-off, implementation, monitoring, reviewing and learning, along with supportiveinstruments – both legal and HR. Organisations must have skilledstaff with the rightmindset, relationship and trust-building skills and technical partnering knowledge. They must be underpinned by a pro-partnering culture that is outward-looking and by nature seeks to collaborate wherever value can be created. And finally, organisations need to be well connected to its key stakeholders. 

Typical Fit for Partnering Process

A Fit for Partnering process typically includes:

1. Assessment

  • Undertake an extensive survey and a series of interviews (internal and external) and roundtables; analysis of documentation, strategy, systems and procedures.
  • Produce a Fit for Partnering report analysing the degree to which the organisation is set up for collaboration, including high-level recommendations for how to build institutional capacity 

2. Planning

  • Through iterative discussions and roundtables, prioritise the areas for action and develop a strategy and detailed plans for building institutional capability. Engage the relevant areas of the organisation to ensure sufficiently wide buy-in. 

3. Implementation

  • Collectively implement plan of action over a period of time.
  • Typically this may include: developing a partnering strategy incl. a typology and strategic imperatives, principles, UVP etc.; development of supportive systems and processes, internal guidelines and tools; pro-partnering legal agreements; training and coaching and nurturing of conducive culture. 

Case studies

World Vision International’s journey to become Partner of Choice

In 2018, World Vision set out on an ambitious journey to invest in building its internal capacity in order to become ‘fit for partnering’ – i.e. having in place the right leadership and strategy, systems and processes, staff competencies and a culture that together allow it to maximise its partnering impact. The video below illustrates their journey in becoming Partner of Choice.

Fit for Partnering Webinar

For further discussion of the Fit for Partnering process from the perspective of organisations who have walked the walk, watch our Fit for Partnering webinar  in which our colleagues from World Vision, Care International and the World Food Programme shared their experiences building their organisations’ institutional capability to partner effectively and become ‘partner of choice’. 

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