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IYF’s experience leveraging partnerships for youth development

IYF’s experience leveraging partnerships for youth development. WB Y2Y Conference Session 4: Leveraging Partnerships: The Role of Various Stakeholders October 23, 2008. Overview. Partnerships are fundamental to IYF’s business model…

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IYF’s experience leveraging partnerships for youth development

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  1. IYF’s experience leveraging partnerships for youth development WB Y2Y Conference Session 4: Leveraging Partnerships: The Role of Various Stakeholders October 23, 2008

  2. Overview Partnerships are fundamental to IYF’s business model… • Investing in a network of locally sustainable youth serving organizations • Building alliances across sectors, in particular with companies, to promote “ESS” effectiveness, scale and sustainability of youth programming

  3. IYF Partner Network – Global Presence 71 countries; 166 partners

  4. “Sub-Networks”

  5. Benefits of working in-network with local NGOs • Program delivery with capacity building • Local relevance of programming • Link to national agendas and platforms • Collaboration with local networks of NGOs and other key stakeholders • Sustainability of efforts – long lasting links to communities • Lower operational costs • Opportunity to build strategic global alliances with donors (across themes and regions)

  6. Working with Companies –Partnership Values and Principles • Youth as Assets: Positive potential versus relief or remediation • Co-creation: All partners collaborate on design and implementation • Local Relevance: Programs locally defined; rooted in local youth need • Leverage: Multi-themed, multi-country, multi-sector alliance building plus product integration • Metrics and Measurement: Commitment to measuring combination of individual and societal outcomes • Standards of Excellence: commitment to quality design, execution, monitoring, and relationship stewardship • Branding and Communications: Flexibility for exclusive corporate branding • Employee Engagement: Meaningful, appropriate employee volunteerism

  7. What makes corporate partnerships work? Experiences from global partnership with Nokia • Shared goals and “value fit” • Understanding and appreciation of core competencies and clearly defined roles and responsibilities • Spirit of co-creation • Emphasis on local relevance, with global systems to support – “glocal” NGO-corporate alliance • Commitment to metrics and measuring impact • Ability to refresh and renew the relationship • Prove and Improve (taking tested programs to scale) • Long term investments (6-8 years) allows for realistic progress for impact and sustaining programs • Balancing social benefit with business benefit

  8. Challenges • Mismatch between corporate schedule (quarterly) and NGO (min of 3 years for sustained development) • Changes are more frequent in business than NGO field • Sometimes speak different language and different communication styles • Competing priorities – societal benefit vs. business benefit • When roles and responsibilities change

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