Selecting Partners and Structuring the Partnership
Choose a suitable sized business for the partnership, such as multinational companies, small-and medium-sized enterprises, governmental institutions, civil society organizations and/or other UN entities.
- Partnership Passport: Your Journey in Partnering with the UN
- UN Business Partnerships: A Handbook
- A 10 Step Guide For Creating Effective Partnerships
- The Business Guide to Partnering with NGOs and the United Nations
- The Partner Assessment Tool
- Structuring Partnerships Appropriately
- Stakeholder Mapping Tool
Defining the Scope
Define a sphere of influence for the partnership that can be local, regional or global, depending on the location of its target groups and beneficiaries.
Each partner should take on a role in the partnership that reflects its comparative advantage and relates to its core competencies - for example, the role of implementer, convener or enabler.
Managing the Partnership
Draft a roadmap for the partnership that segments implementation into distinct development stages and defines a time-bound or ongoing timeframe for the partnership. Then the partnership will function, partners can draft a formal or informal agreement, choose a degree of autonomy and establish management bodies, such as project teams and steering bodies.
- Guidebook on Promoting Good Governance in Public-Private Partnership
- Moving On: Effective Management for Partnership Transitions, Transformations and Exits
- The Partnering Cycle
- Acceptance of pro bono goods and services
- Talking the Walk: A Communication Manual for Partnership Practitioners
- Sample Partnership Agreements
- Partnership Agreement Checklist
Monitoring and Evaluation
Ensure that information on a partnership’s performance will be collected and analysed, either internally or through external evaluations.