Difference between revisions of "NGO-Business Partnerships"
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#'''Power''': Power in the partnership should be balanced. No one party should dominate discussions or decision-making. Dispute resolution procedures should be established early. | #'''Power''': Power in the partnership should be balanced. No one party should dominate discussions or decision-making. Dispute resolution procedures should be established early. | ||
#'''Openness''': Partners should hold open, candid discussions about power to further transparency and trust. | #'''Openness''': Partners should hold open, candid discussions about power to further transparency and trust. | ||
| − | #'''Loyalty: Partnerships are based on a common purpose and shared responsibility toward the goal and toward each other. To achieve mutual accountability, each partner should demonstrate loyalty and consideration. | + | #'''Loyalty''': Partnerships are based on a common purpose and shared responsibility toward the goal and toward each other. To achieve mutual accountability, each partner should demonstrate loyalty and consideration. |
| − | #'''Joint Action: Partners should work together harmoniously in the partnership, including when evaluating and reporting on partnership activities. | + | #'''Joint Action''': Partners should work together harmoniously in the partnership, including when evaluating and reporting on partnership activities. |
#'''Ownership''': The organizations should share ownership of the partnership. Any work done belongs to the collective partnership and not to any single party. Both partners should take credit for all outcomes – achievements and failures. | #'''Ownership''': The organizations should share ownership of the partnership. Any work done belongs to the collective partnership and not to any single party. Both partners should take credit for all outcomes – achievements and failures. | ||
| − | #'''Information''': There should be a balanced flow of [[Information Management|information]] among partners. All reports and documents generated through collaborative work should be shared and open to all partners for review, comment, reference and use. | + | #'''Information''': There should be a balanced flow of [[NGO Information Management|information]] among partners. All reports and documents generated through collaborative work should be shared and open to all partners for review, comment, reference and use. |
| − | # | + | #'''Communication''': Communications should be fair, open, effective, respectful, and candid. |
| − | # | + | #'''Respect''': Partners must demonstrate mutual respect and trust in negotiations and decision-making. |
| − | # | + | #'''Values''': Shared [[Brief Overview of NGO Ethics|values]] on development and social action are crucial to the success of the partnership. In order to find common approaches, partners must understand each other’s views of development and the particular work in which they are engaged. |
| − | # | + | #'''Vision''': Partners should conduct their partnership using shared priorities and organizational visions. They must agree on how to address not only complex issues such as finances, information sharing, program activities, but also basic issues such as meeting schedules and logistics. |
==Key Questions to Ask (Asian Development Bank- Proceedings/ adapted)== | ==Key Questions to Ask (Asian Development Bank- Proceedings/ adapted)== | ||
Revision as of 07:48, 13 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.
