Partnership Between Governments, Corporations, and NGO’s: Important Note on the 17th SDG

Partnership Between Governments, Corporations, and NGO’s: Important Note on the 17th SDG

Partnership for the goal is the 17th goal in the list of Sustainable Development Goal (SDG), it means that partnership agreement is necessary to support the achievement of the previous goals. Knowing what Sustainable Development Goal is aimed for, we can’t expect a small and simple partnership. We might need to involve the government into the mix, along with corporations or Non-Governmental Organization (NGO). This article will help to introduce you how are the parties above can collaborate and why it is important for the goals.

Why Do We Need Such Partnership

Collaboration between government and other sectors (business, civil society, and NGO), is important and actually not a new thing. Rather, this phenomenon is increasing in frequency, magnitude and sophistication. It’s bid to improve governance capacities and capabilities worldwide, and it can be optimised to generate public social value. This alliance is useful for government to learn more about the burdens experienced by the citizens in the society, and make the correct measure to lighten said burden.

Governments today have to fulfil lots of difficult tasks, providing public order, providing public goods, and facilitate discussions among communities with diverging interests. Overwhelmed with these growing demands, governments can either hire more in hope to keep up with society’s progress or to create ways to distribute or share some of their burden to businesses, civil society and even individual citizens, apes together strong. Partnerships can help government to expand their notion of governance.

Speaking of government’s task, their burden is getting more and more complex  increasingly. In the sense that they are difficult to define or understand, partnership with a corporation or an NGO would help them to define problems in society. Problems such as climate change, demographic challenges, extremist terrorism and religious conflict, it would be easier of an expert is present to assist the government. So not only government’s task is increasing in quantity, but also in quality, and partnership agreement can help to alleviate it.

Partnership agreement will develop cognitive biases, entirely new different mindsets, attitudes, knowledge and wisdom for the government to harness. People have different biases in how they perceive the world, process information and make decisions, it’s the reason political theories exist in the first place. Biases are inherited, cultivated, and culture-born, civil society organisations are familiar with such biases as they adjust themselves to it. Such alliance would upgrade government’s problem-solving ability, considering how problems has evolved.

How They Formed a Partnership

We simply cannot think that the only purpose of business and corporations should be just to make profit, but rather to form a social value, that’s why more and more businesses are becoming familiar with social responsibility practices. When business interests and societal interests can be one and the same, CEOs partnering across sectors with public officials, nonprofit managers, and community members to make an impact on society over the long run. One important note, successful collaborations begin with a common interest and process.

Government and Business Partnership Conclave seminar in New Delhi, August 8th, 2018.

Photo is taken from Wikimedia Commons
The Minister of State (I/C) for Power and New and Renewable Energy, Shri Raj Kumar Singh addressing at the Government and Business Partnership Conclave on Fast Tracks for the 2030 Agenda: Water, Energy and Green Industry, organised by the NITI Aayog, in New Delhi on August 08, 2018. The CEO, NITI Aayog, Shri Amitabh Kant and other dignitaries are also seen.

To form a partnership between state actors (government) and non-state actors (corporations or NGOs), a concrete plan must be prepared, with a couple of steps. First, we should plan a coordinated and comprehensive process for cross-sector partnerships, it as all started from planning. Successful partnership is made out of diverse yet compatible organizations that collectively contribute to the creation of long-term value. To plan such thing, partners must align their efforts and capabilities for  a well-structured operating process later.

For a real example of such topic, you can read: Indonesia’s Ministry of Health Signed a Comprehensive Partnership With HaloDoc In Accordance to Battling Covid-19

Second, we need to think about the people, manage people effectively through decentralized teams across organizations. Cross-sector partnership thrive through a network of decentralized leaders and managers. Both figureheads and their teams consist of a range of varied strengths but are aligned toward common interest. By focusing on the empowerment of  the people involved (those who will receive the benefit of the partnerships), partnering institutions will have a clear vision about the partnership success and carry out effective plan.

Third, is to unite stakeholders from across organizations and communities in a given place. Cross-sector alliance like this assimilate stakeholders as shareholders of a partnership’s investment, rather than just beneficiaries. This process requires time and effort to build trust and requires intentionality around prioritizing stakeholders’ preferences and best interests (would be great if we can align it with our own interest). Working collaboratively with a sense of permanent community, build an important long-term relationships, as the plan runs smooth.

Fourth, develop portfolios of financing to balance out the risk and achieve greater scale. It means that cross-sector partnership utilize combined various financial tools and investments. This enables partners to minimize risk and expand the pool fundings available to carry out the partnership’s programs and deliver its outcomes. By blending financial capital from different sources, anyone involved in the partnership can receive equal amount of benefit. Partnership agreement will only exist on papers without the fundings.

Last part to consider is to define success collaboratively, and measure social-impact performance. Partners must work together to identify, measure and select collaborative programs that will work best with their plan, with comparatively high intrinsic value. Programs that are in line with partners’ interests and the whole objective of the partnership. By identifying programs clearly, partners can allocate fundings based on specific priorities and goals. It is complicated, but partnership between legal and business institution is hard to begin with.

Source: Why government needs partners: three reasons, three examples. By Apolitical, August 30th, 2017

How Companies, Governments, and Nonprofits Can Create Social Change Together. By Howard W. Buffett and William B. Eimicke. May 31st, 2018

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