Multi-Akteurs-Partnerschaften Success Factor 1 Common strategy & future planning

Each stakeholder in a partnership has individual interests and objectives, which may differ from those of other partners. The challenge for a partnership is to agree on a strong common set of objectives. This means achieving a consensus on the mutual benefits of working together. Developing joint objectives and a vision outlining the transformational potential of the partnership requires both commitment and ownership. Agreement on results chains and milestones creates a solid framework for action and gives partners and third parties assurance regarding the common approach. Only by clearly defining strategic objectives are partners able to assess the investments that are needed in institutional capacity development and to critically reflect on these.

The concept of leadership in multi-stakeholder partnerships is fundamentally different from that of individual organisations. Where decision-making in organisations is hierarchical, in multi-stakeholder partnerships decisions are reached through processes of negotiation. MAP leadership is defined as the willingness of partners to take responsibility for the joint project, share any risks and invest the necessary resources. So particularly in the initial phase, committed individuals are needed who can form a kind of ‘core group’ which drives the partnership forward and takes responsibility for its success.

The success of multi-stakeholder partnerships depends not only on the commitment of partner organisations, but can also be greatly influenced by external stakeholders. In the political context, in particular, public support through influential individuals can make an important contribution to the achievement of partnership objectives. High-level support helps to maintain political momentum for an issue and to mobilise both public and private resources. It is therefore important for stakeholders in a partnership to identify institutions for which their topic may be of importance and how to involve these in order to increase the partnership’s effectiveness. In addition to external advocates, high-level support from within participating institutions is also essential. Without support from management levels within the partner organisations, the MAP will not be able to sustain its success.