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Success factors

1. Phase

Initiation

The aim of the first phase of a (prospective) multi-stakeholder partnership, or MSP, is to develop a clear understanding of the problems and involve the key stakeholders. This includes systematically integrating the relevant decision-makers and, in particular, potential target groups in partner countries. In addition to identifying the challenges in detail and clarifying whether or not the problem can be dealt with effectively through a partnership, the initiators must analyse the context and the views of the relevant stakeholders, and outline the planned approach. The key task in Phase 1 is to get people involved and generate support for the project. In order to ensure that the partnership can function, a core group of key and committed stakeholders should be formed around the initiators to get the partnership up and running. This core group is responsible for creating a space for dialogue and cooperation and for coordinating the engagement process. The first phase is not about developing formal structures. Rather, stakeholders should take plenty of time for informal exchange and building relationships, since this paves the way for the future success of the MSP.

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Success factors

2. Phase

Design

Phase 2 is concerned with designing a common roadmap and identifying initial agreements. Partners agree on common goals, indicators for success and a vision of what the partnership can change. They should also establish and clarify the roles of individual stakeholders, including who should bring what resources to the partnership. This should be set down in writing if possible – e.g. in the form of a memorandum of understanding. The second phase lays the foundations for the involvement of partners and the formal structuring of management, decision-making and communication processes. This creates the conditions necessary for effective implementation in Phase 3.

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Success factors

3. Phase

Implementation

In Phase 3, the multi-stakeholders partnership enters implementation. This is where the defined objectives are flexibly implemented based on the agreed roadmap and roles. And it also includes creating space for reflection and learning processes based on an institutionalised monitoring system. If it becomes clear during implementation that conditions have changed, key partners are missing or results chains are not working, stakeholders can revisit the planning process in Phase 1 or 2 described above at any time. For effective implementation, it is vital to establish financing for the MSP, as well as structures for decision-making, management and communication. In addition, stronger public relations and stakeholder management is necessary in order to generate broad general interest in the topic and the commitment of partners. The partnership should therefore budget for extra staff, in particular for a well-equipped secretariat.

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Success factors

4. Phase

Further Development

Phase 4 is about securing the long-term success of the multi-stakeholder partnership and identifying scaling-up potential. Initially, it is important to maintain momentum for the change process through transparent governance and communication. In addition, based on monitoring and evaluation and previous lessons learned, partners should consider how and in what direction the partnership might be developed in future. For example, it might be advantageous to broaden the impact of the partnership – e.g. by internationalising the process. An alternative would be to shift the focus of the MSP to a different set of problems, in order to increase its impact. If the partnership is to sustain its success, it is important for stakeholders to agree what needs to happen for the MAP to continue to carry out its activities. They should also make provision for handing over responsibility to others so as to enable new partners to join and in particular to strengthen local partners and their capacities.

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Success factors

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