Both public and private organizations are keen on partnering with non-government organizations (NGOs) in the Philippines as part of their commitment to corporate social responsibility (CSR). However, a successful association with an NGO takes more than committing oneself to a shared cause.

Here are the ways to develop a successful NGO-private partnership. These tips are especially helpful for companies looking to partner with an organization.

Ways to develop a successful NGO-private partnership

1) Initiate the partnership.

Success comes to those businesses that start early. Unfortunately, some companies would only consider partnering with an NGO once there is already a donor request.

Take the initiative instead. Integrate partnerships into business strategy and planning. As such, the business needs to make NGO engagement part of the core business. Look out for potential partnerships even if there are no deadlines on the horizon. Talk to them to fully grasp the causes that are most important to your business. In this way, you will feel no pressure and be assured that the partnership will have a good foundation.

2) Find a cause to support.

CSR strategies are discussed in the boardroom. While at it, you can list the causes or advocacies the company would want to support. The board must decide how it wants to support a cause and the organization specializing in it. For example, suppose you are a tech firm in Cebu IT Park. In that case, you may want to find an NGO in Cebu specializing in providing IT skills to underprivileged youth.

Supporting a cause dear to the company influences its dedication and commitment. If there is a lack of commitment, the business may eventually become an unwilling partner. This creates a barrier to working effectively as partners. So once the board decides on causes that align with the firm’s business values, the next step is to conduct research and create a shortlist of potential NGO partners.

3) Involve the leadership and management.

When looking for a potential NGO partner, obtaining the buy-in of the C-suite is critical. Leadership support ensures real alignment of vision, mission, and values between your firm and the NGO. This builds trust, which is also fundamental in any partnership, paving the way for a long-lasting partnership.

Apart from this, the business partner will expedite decision-making since there is support from the founders down to supervisors. Decisions need to be made quickly, allowing the firm to act and meet the terms of the MoU.

4) Assign a champion.

A partnership is a new strategic approach, especially for the business company. In overcoming inertia, it is essential to have an empowered champion. He or she must have authority and decision-making abilities. This will get things done faster than expected.

5) Define roles and responsibilities.

Speaking of MoU, there should be a Memorandum of Understanding. This document clarifies the roles, responsibilities, and expectations between the two organizations. It also serves as a guide for program implementation, so everything should be in writing.

Having an MoU is helpful in the long run because you are both clear about the partnership’s work. For one, it prevents role confusion and conflict since both organizations are guided on what deliverables are expected from each other.

6) Utilize core competencies.

For any partnership to be successful, one needs to tap into its strengths and capabilities. It will always be a good match if the NGO you partner with has core competencies you do not have as a business. However, you need to be open about your weaknesses or what you cannot do. Embrace differences and work your way through them.

Finding a good NGO partner allows the business to maximize its core competencies while minimizing its weaknesses. Each entity must supplement in areas where one feels lacking. Companies need to trust their values and vision to find an NGO with which they can communicate freely and come up with solutions with each organization’s inputs and insights. Respect each other’s potential and actual contributions. This contributes to the effective utilization of available resources by both organizations.

7) Be flexible.

While it is critical to base decisions and processes moving forward on the MoU, the firm and NGO must be flexible. Situation changes, and so both must be able to accommodate them uncompromisingly. Yes, the MoU is a contract, but it is not set in stone, so do not treat it as one.

You need to be ready to change the MoU accordingly. Supplementary documents will do. Nonetheless, there is a need to make sure that both partners agree on the proposed changes. A successful NGO partnership also lies in being on the same page.

8) Communicate regularly.

The fact that communication is the key to success cannot be emphasized enough. Therefore, having frequent meetings is vital. Progress is discussed during these meetings, as well as the potential problems and challenges and what can be done to address them. If conflicts arise, both can solve them during these meetings too.

As a partner, you must be as honest and transparent as possible. In this way, you can both tackle issues head-on early on in the process before they grow into something both of you can no longer control. When issues escalate, it is difficult for both parties to handle them. You will end up blaming each other for the failure of the partnership.

In so doing, both parties may also evaluate the usefulness of the partnership. Reflecting on the collaboration and communicating the outcomes of this activity also brings clarity to the entire process.

9) Think long-term.

The most successful partnerships with any NGOs in the Philippines are not one-off partnerships. Instead, these partnerships have a long-term orientation with proactive and ongoing programs. Thus, do not treat these programs as a stand-alone enterprise the business engages with because it impacts the bottom line.

A common pitfall is stopping the partnership when the program ends. However, if the program implementation is successful, it is all the more important to continue with what you have started. Initial success should be the basis for future collaborations. Build on such to continue with the partnership.

Remember, doing things together is better and stronger than doing it alone.