NGO-Business Partnerships - Revision history

Frederick Swarts: /* Examples of Successful Alliances */

2008-08-13T15:06:44Z

‎Examples of Successful Alliances

Frederick Swarts: /* Examples of Successful Alliances */

2008-08-13T15:06:07Z

‎Examples of Successful Alliances

Frederick Swarts: /* Examples of Successful Alliances */

2008-08-13T15:05:45Z

‎Examples of Successful Alliances

Frederick Swarts: /* Examples of Successful Alliances */

2008-08-13T15:04:35Z

‎Examples of Successful Alliances

Frederick Swarts: /* Need for International Standards */

2008-08-13T15:00:35Z

‎Need for International Standards

Frederick Swarts: /* Need for International Standards */

2008-08-13T15:00:23Z

‎Need for International Standards

Frederick Swarts: /* Key Questions to Ask */

2008-08-13T14:57:30Z

‎Key Questions to Ask

Frederick Swarts: /* Key Questions to Ask (Asian Development Bank- Proceedings/ adapted) */

2008-08-13T14:56:32Z

‎Key Questions to Ask (Asian Development Bank- Proceedings/ adapted)

Frederick Swarts: /* Recommendations for Establishing a Partnership */

2008-08-13T14:48:52Z

‎Recommendations for Establishing a Partnership

Frederick Swarts: /* Recommendations for Establishing a Partnership */

2008-08-13T14:48:23Z

‎Recommendations for Establishing a Partnership

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 *World Business Council for Sustainable Development.
-Pact, a [[US NGO Sector, Tax Benefits, WANGO Survey|United States]]-based organization, and the International Business Leaders Forum are among the groups devoted to making partnerships work.
+Pact, a [[US Nonprofit Sector, Tax Benefits, WANGO Survey|United States]]-based organization, and the International Business Leaders Forum are among the groups devoted to making partnerships work.
 ==References==

@@ Line 267: / Line 267: @@
 *World Business Council for Sustainable Development.
-Pact, a [[United States NGO Sector, Tax Benefits, WANGO Survey|United States]]-based organization, and the International Business Leaders Forum are among the groups devoted to making partnerships work.
+Pact, a [[US NGO Sector, Tax Benefits, WANGO Survey|United States]]-based organization, and the International Business Leaders Forum are among the groups devoted to making partnerships work.
 ==References==

@@ Line 267: / Line 267: @@
 *World Business Council for Sustainable Development.
-Pact, a [[Tax Benefits, WANGO SurveyU.S.-based organization, and the International Business Leaders Forum are among the groups devoted to making partnerships work.
+Pact, a [[United States NGO Sector, Tax Benefits, WANGO Survey|United States]]-based organization, and the International Business Leaders Forum are among the groups devoted to making partnerships work.
 ==References==

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 ==Examples of Successful Alliances==
-* BP worked with local groups to develop a fuel-efficient stove for poor consumers in rural India.
+* BP worked with local groups to develop a fuel-efficient stove for poor consumers in rural [[India NGO Sector|India]].
 * Coca-Cola transformed libraries into youth learning centers in Indonesia.
-* Chevron built local business and civil society in Angola and worked with Citibank on microfinance in Vietnam.
+* Chevron built local business and civil society in Angola and worked with Citibank on microfinance in [[Vietnam NGO Sector|Vietnam]].
-* Hewlett Packard has helped to provide microfinance in Uganda.
+* Hewlett Packard has helped to provide microfinance in [[Uganda NGO Sector|Uganda]].
 * Microsoft has teamed with NGO Pratham to deliver personal computers to Indian villagers.
 * Starbucks maintains alliances with groups impacted by the coffee business.
-Examples of multi-member partnerships include the Nordic Partnership, a consortium of leading Scandinavian companies and the World Business Council for Sustainable Development.
+Examples of multi-member partnerships include:
-Pact, a U.S.-based organization, and the International Business Leaders Forum are among the groups devoted to making partnerships work.
+Pact, a [[Tax Benefits, WANGO SurveyU.S.-based organization, and the International Business Leaders Forum are among the groups devoted to making partnerships work.
 ==References==

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 Forster proposes five stages during which international standards might add real value to an NGO:
-#Identifying or confirming the need for collaboration/
+#Identifying or confirming the need for collaboration
 #Identifying the shortlist of potential partners.
 #Selecting the partner for the collaboration.

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 ==Need for International Standards==
-The limited use of international codes and standards by both sides causes considerable concern. According to a survey conducted by the UK-based Forster Company, only 18% of NGOs use any form of standards to assist them in their work, despite the fact that these codes and standards are the only objective benchmarks that are available to check the behavior of business. The most frequently used by respondents was the Ethical Trading Initiative Base Code, followed by the use of Global Reporting Initiative criteria for best practice CSR reporting. (Forster, p. 7)
+The limited use of international codes and standards by both business and  NGOs causes considerable concern. According to a survey conducted by the UK-based Forster Company, only 18% of NGOs use any form of standards to assist them in their work, despite the fact that these codes and standards are the only objective benchmarks that are available to check the behavior of business. The most frequently used by respondents was the Ethical Trading Initiative Base Code, followed by the use of Global Reporting Initiative criteria for best practice CSR reporting (Forster, 7).
 Forster proposes five stages during which international standards might add real value to an NGO:
-. Identifying or confirming the need for collaboration
+#Identifying or confirming the need for collaboration/
-. Identifying the shortlist of potential partners
+#Identifying the shortlist of potential partners.
-. Selecting the partner for the collaboration
+#Selecting the partner for the collaboration.
-. Setting the aims and objectives of an agreed partnership
+#Setting the aims and objectives of an agreed partnership.
-. Monitoring and reporting of collaboration against international standards
+#Monitoring and reporting of collaboration against international standards (Forster,7).
 ==Examples of Successful Alliances==

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 ==Key Questions to Ask==
+These questions are adapted the Asian Development Bank (ADB) Proceedings.
 ===Choose the Rights Partner: Seek Mutual Trust and Respect===
 * What is the mandate of the organization/company?

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 #'''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==
-===Choosing the right partner --- Seek mutual trust and respect===
+===Choose the Rights Partner: Seek Mutual Trust and Respect===
 * What is the mandate of the organization/company?
 * What is its reputation in the target community?
 * Is the NGOs reputation likely to be damaged through association with this entity?
 * If this individual or entity has been critical of the NGO’s operations in the past, will a partnership help alleviate such criticisms or will it exacerbate them?
-* “If I were working for their organization or in their line of business, would I conduct myself in a similar fashion?” If the answer is yes, then there may be a basis for respect.
+* “If I were working for their organization or in their line of business, would I conduct myself in a similar fashion?” (If the answer is yes, then there may be a basis for respect.)
-===Managing the partnership --- Establish shared objectives, clearly defined expectations and systems for communication===
+===Managing the Partnership: Establish Shared Objectives, Clearly Defined Expectations and Systems for Communication===
-* Do you agree on the objectives?  The issue of misaligned expectations is one of the common causes of failure.  Among the issues that should be clarified are:
+Do you agree on the objectives?  The issue of misaligned expectations is one of the common causes of failure.  Among the issues that should be clarified are:
-* Roles:  Does the private sector partner wish to play an active or passive role in program implementation? Is the NGO an equal partner in all decision-making, or is it playing a supporting role? Roles will vary from case to case and no single approach works in every circumstance. The ADB recommends that NGOs be prepared for a negotiation in which both partners compromise to ensure a win-win situation for all.
+:* Roles:  Does the private sector partner wish to play an active or passive role in program implementation? Is the NGO an equal partner in all decision-making, or is it playing a supporting role? Roles will vary from case to case and no single approach works in every circumstance. The ADB recommends that NGOs be prepared for a negotiation in which both partners compromise to ensure a win-win situation for all.
-* Accountabilities: To ensure a necessary transparent decision-making structure, negotiators must be clear from the outset who will be responsible for what. Which partner, for example, will ensure that funds are properly spent and accounted for?  What deadlines and milestones have been agreed to, and are there consequences if they are not met?
+:* Accountabilities: To ensure a necessary transparent decision-making structure, negotiators must be clear from the outset who will be responsible for what. Which partner, for example, will ensure that funds are properly spent and accounted for?  What deadlines and milestones have been agreed to, and are there consequences if they are not met?
-* Policies: Partners should jointly develop operational procedures or policies.  It is useful to have clear guidelines on such issues as confidentiality and public relations in advance.
+:* Policies: Partners should jointly develop operational procedures or policies.  It is useful to have clear guidelines on such issues as confidentiality and public relations in advance.
-* Communication: Establish a mechanism on the frequency and manner of communication. The language of NGOs differs from that of the private sector. A pervasive argument or reasonable excuse in one sector may not be seen as legitimate in another. Recognize these differences and try to talk the same talk. This is just as important during the implementation of a project as it is during the exploration or negotiation phase.
+:* Communication: Establish a mechanism on the frequency and manner of communication. The language of NGOs differs from that of the private sector. A pervasive argument or reasonable excuse in one sector may not be seen as legitimate in another. Recognize these differences and try to talk the same talk. This is just as important during the implementation of a project as it is during the exploration or negotiation phase.
 ==Need for International Standards==

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 #'''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.
+#'''Values''': Shared 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.

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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.
 #'''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.
-#'''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.
+#'''Communication''': Communications should be fair, open, effective, respectful, and candid.
-# RESPECT: Partners must demonstrate mutual respect and trust in negotiations and decision-making.
+#'''Respect''': Partners must demonstrate mutual respect and trust in negotiations and decision-making.
-# VALUES: Shared 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.
+#'''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.
+#'''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)==