Constituency models are generally acknowledged as the most appropriate and representative governance form for global health partnerships, particularly for those with a large number of stakeholders tackling complex, systemic issues. The model is not perfect, however, and the advent of the SDGs and the new emphasis on universalism has encouraged many partnerships to reflect on their mandate, remit and working practices.

While partnering has the potential to achieve extraordinary things (including, we believe, the Sustainable Development Goals), there are times when a good old transactional arrangement will get the job done quicker and more effectively.

Music moves people in a way that perhaps nothing else can do, and it is transformative on its own terms. But when that power is harnessed in a skillful way to address social and ecological challenges, it may have the potential to achieve unprecedented things.

Over the last several years, models of business / NGO collaboration have begun to shift quite significantly. Five years ago, the relationship between a company and an NGO was most likely to be transactional in nature: a donation or sponsorship from the company or, in the case of a company’s social investment, a fee-for-service arrangement […]

At the heart of every partnership lies a paradox, an inherent contradiction that cannot be ignored in the process of building a successful collaboration. A primary goal of cross-sector partnership is to bring together organisations with different but complementary attributes and to achieve something together that neither organisation can achieve independently.