Development Co-operation Report 2015
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Development Co-operation Report 2015

Making Partnerships Effective Coalitions for Action

With the adoption of the Sustainable Development Goals, the question of how to finance, implement and monitor these goals moves to the centre of the debate. Today, international development co-operation takes place in an increasingly complex environment, with an ever growing number of actors, policies and instruments involved. This complexity raises the stakes for achieving the goals, but also opens up new opportunities. Although governments will remain the key actors in the implementation of the new post-2015 goals, the role of non-state actors such as civil society, foundations and business is growing. Their association through effective partnerships will be key to the implementation of the post-2015 agenda.
The Development Co-operation Report 2015 explores the potential of networks and partnerships to create incentives for responsible action, as well as innovative, fit-for-purpose ways of co-ordinating the activities of diverse stakeholders. The report – Making Partnerships Effective Coalitions for Action – looks at a number of existing partnerships working in diverse sectors, countries and regions to draw lessons and provide practical guidance, proposing ten success factors for post-2015 partnerships. A number of leading policy makers and politicians share their insights and views.
 

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Chapter
 

The Gates Foundation's experience with successful development partnerships You or your institution have access to this content

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Author(s):
OECD

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Over the past 15 years the Bill & Melinda Gates Foundation has built up a wealth of experience in working through global partnerships to produce a dramatic impact on people’s lives. This chapter draws lessons from this experience, looking at partnerships – such as Gavi, the Vaccine Alliance; the Global Fund to Fight AIDS, Tuberculosis and Malaria; Family Planning 2020; and Every Newborn – to identify success factors. While the co-ordinating mechanisms and governance structures of these partnerships vary, they all have certain characteristics in common: a shared sense of purpose, a unified mission, action plans, well-defined targets and agreed accountability mechanisms.

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