Types of partner engagement

Different stakeholders will require different tactics of approach in partnership formation. Table 1 below sets out a range of specific partnership engagement approaches available to Movements.  Table 2 in the Annex sets out the range of approaches across the full stakeholder engagement spectrum (see Figure 1).

Range of possible partnership engagement approaches 

Coordinate

Working together for a common purpose to coordinate and maximise you and your partners’ activities, which are still delivered separately. 

Coordinating, e.g. a campaign, to lobby the government on a common issue, for example, on maternal mental health resourcing and support. Activities are delivered separately, but messaging is coordinated. 

Cooperate

Pooling some resources and planning some joint activities toward a common purpose. Cooperating begins to require significant time and effort, as well as a high level of trust between partners. 

E.g. Joining forces with either one, or a small number, of partners to increase your impact beyond simple coordination – for instance, contributing different resources to organise a joint statement or event. 

Collaborate – for innovation

Combining assets to create new approaches and processes (ie, different ways of doing something), delivered collectively. Involves a common vision and purpose and includes working specifically to create mutual benefit so that all involved receive added value for their individual initiative / organisation. Of importance is creativity and the readiness and capability to trial, test, and learn from previously untried processes and approaches.

E.g. Co-creating a multi-stakeholder partnership to co-design and deliver a new technology for the disposal of single-use plastics.

Collaborate – for systems change 

Collaborating to bring about systems-level change – ie, changes in people’s mindsets and behaviours that require a national and / or international response in terms of new national structures and legislation. Requires your theory of change to support a fundamental transformation in perspective, and thus visionary, aligned, collaborative leadership (e.g., in every partner organisation). It also requires a willingness to potentially ‘give way’ to greater expertise in another partner with everyone focussed on the change set out in the vision. Necessitates a well-developed partnering skill set and an understanding of systems change in practice. Of importance is creativity and the readiness and capability to trial, test and learn from previously untried processes and approaches.

E.g.Co-creating a global, multi-stakeholder partnership, with multiple strategic objectives and shared leadership, to bring about a fundamental change toward greater sustainability in the global agri-food sector.

Note: This table has been adapted from Business for Social Responsibility’s Five-Step Approach to Stakeholder Engagement and vichealth.vic.gov.au’s Partnership Analysis Tool