Difference between revisions of "NGO-Business Partnerships"
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==Key Issues== | ==Key Issues== | ||
| − | Over the past 20 years, countries have liberalized their economies and opened them to foreign goods competition. The NGO sector also increased. As governments play a lesser regulatory role, NGOs sometimes battle with corporations over social responsibility in certain jurisdictions and have emerged as “de facto regulators” to keep the actions of corporations in check. When they do not behave responsibly, NGOs | + | Over the past 20 years, countries have liberalized their economies and opened them to foreign goods competition. The NGO sector also increased. As governments play a lesser regulatory role, NGOs sometimes battle with corporations over social responsibility in certain jurisdictions and have emerged as “de facto regulators” to keep the actions of corporations in check. When they do not behave responsibly, NGOs can damage the reputations of businesses by publicly exposing them. For example, NGOs launched attacks on Nike for violating [[Human Rights NGOs|human rights]] and on Merck and GlaxoSmithKline for enforcing patents on AIDS medicines (Brugmann). |
| − | The most difficult issue that businesses and NGOs deal with is the conflict between ethics and commerce. If a business | + | The most difficult issue that businesses and NGOs deal with is the conflict between [[Brief Overview of NGO Ethics|ethics]] and commerce. If a business does not make money, it is not going to be interested in partnering and NGOs may jeopardize their legitimacy by helping businesses make money. This trend however, is changing from “principles or profits” to “principles AND profits.” The characteristics that businesses and NGOs share make their differences almost indistinguishable. |
The International NGO Training and Research Centre’s (INTRAC ) Millennium Paper states: | The International NGO Training and Research Centre’s (INTRAC ) Millennium Paper states: | ||
| − | + | <blockquote>“...we have identified... the dramatic change in the nature and form of NGOs. Even the language used to describe NGOs is changing and identities and boundaries are clearly shifting. We see NGOs with no value base, as against commercial enterprises with very strong ethical values; certain non-profit organisations run counter to the traditional spirit of voluntarism; commercial consultancy firms compete with established NGOs to operate programmes in areas formerly considered 'NGO territory', and NGOs are setting up commercial consultancy wings” (INTRAC).</blockquote> | |
==Partnering for Success== | ==Partnering for Success== | ||
Revision as of 11:05, 12 August 2008
The foundation for this article was a paper on "Networking with Business" prepared by Frances C. Gretes for the NGO Handbook.
A partnership is defined as a relationship between individuals or groups that is characterized by mutual cooperation and responsibility and established for the achievement of a specified goal. Within the international development community, the term “partnership” often comprises the host country's counterpart organizations, for-profit entities, and program beneficiaries. The UN defines the private (for-profit) sector as having four components:
- Multi-national corporations (MNCs)
- Small and medium enterprises (SMEs)
- National large-scale enterprises (LSEs)
- Micro-enterprises.
Since 2000, MNCs have increasingly played a more active role as partners providing financial resources, expertise and other forms of support. (Cooley, 1)
Models for successful business-NGO partnerships have been slow to develop. As the number of NGOs grows and NGOs face increasing competition, they are moving towards partnering as a means of differentiation. (Davies, 29) Both NGOs and businesses have learned lessons from early partnership experiences and are now developing meaningful relationships that provide mutual benefits. Each side, possessing certain knowledge, skills and infrastructure, is helping the other meet their goals, without sacrificing integrity or profit, and producing results for the common good.
Jeb Brugmann points out: “As their interests and capabilities converge, these corporations and NGOs are together creating business models that are helping to grow new markets at the bottom of the pyramid and niche segments in mature markets.” (Brugmann, 2)
Rajat Gupta, former McKinsey managing director, said to the UN General Assembly in 2005, “… there is no hope for development without business, and in the long term, there is no hope for business without development.” (Gupta)
To achieve partnership success, development and business experts agree that the requisites are common ground, effective leadership, and accountability at all levels. They recommend focusing on trust, people, and on managing those relationships. Businesses need to have flexibility and work in circles other than those that are customary. NGOs, on the other hand, must understand that businesses work with different start timetables and protocols and that they expect their partners to respect deadlines and commitments. NGOs must also improve accountability to their partners as well as their communities.
Below is a presentation of the key issues and recommendations for building successful long-term partnerships.
