How can you build partnerships to maximize social impact?

When you're looking at how your mission, vision and values align with your prospective partners, and what you need from them, also consider what they might need from you. I've found it a more positive way to start the engagement if you can offer what they might be looking for first before asking for what you need. Identify how you can help them achieve their goals, or address a 'pain point'.

As I seek partners, particularly funders, I find that monitoring and evaluation is a key component of getting the buy-in from prospective partners.

Focusing on mutual areas of interest and opportunities for positive outcomes for both parties and population served. Example, partnering for increased service access and uptake with minimal operating cost and lasting impact.

Networking and gathering information about the community in which you serve aides in identifying the gaps in service provision. Reaching out to promote awareness of service opportunities, providing training and education, as well as partnering with neighboring service providers can optimize community service provision and bridge gaps in essential services.

And once you have done your research to identify those who are most suited to be partners, keep them engaged by constantlybsharing updates with your network. This will ensure that you maintain a relationship even when you are not seeking funding.

If I had to choose one skill for EVERY social impact professional to learn, it would be nonviolent communication. We often use language that comes from a place of scarcity and FOMO. A partnerships approach grounded in compassionate communication allows us to develop a more honest and clear understanding of what people in our network -- and the people we serve -- truly need.

Following on from the point I made above. If you can come to a partnership with what you can offer rather than what you need you will get more interest. That's not to say you ignore your needs. Your needs are important, but if you want to get what you need, it helps if you can offer what they need. Mutually beneficial partnerships are stronger and last a lot longer.

When establishing a partnership, MOUs are ideal. They provide both parties the fluidity as you are adjusting to the partnership. To ensure collaboration, try creating the MOU as a part of a formal meeting with necessary stakeholders present. This builds inclusion, buy-in and rapport ensuring that all are heard, valued & get what they need from the agreement. This can reduce the waiting period for signatures which may delay the start of the partnership. Hosting a partnership meetings at the conclusion of a board meeting has been pivotal for establishing strong MOUs.

During the implementation period, schedule meetings early & often. These should be brief check-ins with the simple purpose of nurturing the new partnership. The partnership is the seed; successful partnerships need good soil, water & sunlight. Communication develops these strong roots. A signed formal partnership are official & require a designated person to oversee, monitor, communicate & report on the status of each partnership. This applies to both sides of the partnership. This should be adopted as a daily, weekly, monthly & quarterly part of the designated person(s) responsibility. Partnerships work best when they are monitored & nurtured. A contract or MOU is a guideline so make sure they are used as such & always stay in touch.

This is a great summary of how you evaluate and sustain the relationship as you strengthen them on your journey to social impact.