Exit strategies for partnerships – why they are important for impact in international development

In this blog we explain why partnerships need to agree on exit strategies before they are formed, and outline how different exit strategies work in practice for different types of partnerships in international development. Key lessons are summarised at the end of this blog.

Happy endings? Why international development partnerships rarely end.

In this blog we look at why international development partnerships rarely end, and what the implications are for the international development sector and its impact. Key lessons are summarised at the end of this blog.

Pragmatism vs Planning – How to increase international development partnerships‘ impact

In this blog we provide guidance on how to best balance pragmatism and planning in partnerships. We also look at which pathway leads to more impact. Key lessons are summarised at the end of this blog.

When do partnerships make a difference? Interview with Amanda Glassman, Executive Vice President of Center for Global Development (CGD), CEO of CGD Europe, and Senior Fellow

In this interview, we discuss whether impact drives the formation of new partnerships, why the aid harmonisation agenda has not lived up to expectations, and why partnerships rarely close down fully.

International Development Partnerships – Dos and Don’ts

In this blog we list ten “dos and don’ts” for international development organisations that are working in or looking to work in partnership. Yes, we can partner – but how? Many organisations working in international development have a mandate and mission to achieve impact (defined e.g. as lives saved, poverty eradicated, development potential of populationsContinue reading “International Development Partnerships – Dos and Don’ts”

Increasing impact for the end beneficiary – Interview with Benoit Kalasa, Director, Technical Division, United Nations Population Fund (UNFPA)

In this interview, we discuss how partnerships differ at global, regional and country levels, and look at how an organisation’s mandate and strategy provides a framework for selecting partners. We also talk about challenges such as earmarked funding, and organisations that are primarily focused on themselves.