Seeing is Believing held up as best practice example of public-private partnership
16 February 2010
An independent case study of Seeing is Believing as a case of public-private partnership pulls out the general lessons from Seeing is Believing’s seven year collaboration between the Bank and its numerous NGO partners.
Ros Tennyson, Director of The Partnering Initiative explains “The invitation from Standard Chartered was to use the Seeing is Believing project as a way of teasing out lessons that could be useful to others in the corporate or NGO sectors seeking to collaborate to achieve sustainable development goals. The case study offers insights for everyone trying to work on corporate / NGO collaboration programmes. It is not often one has the opportunity to ‘get inside’ the realities of a sustainable development partnership.”
Produced by the Partnering Initiative, a global programme of the International Business leaders Forum (IBLF), the case study presents a balanced insight into a high-achieving project alongside a more critical analysis of an on-going partnership tackling the kinds of issues that so many cross-sector partnerships face on a daily basis.
Case study findings
The case study focuses on capturing the lessons for those involved in running partnerships worldwide.
The study records the achievements of the collaboration’s activity, which include:
- consistently exceeding fundraising targets
- a successful employee engagement programme
- client and customer interest in the programme
- alignment with global strategies on eye care.
However, this is not solely a story of success. The complexity of this multi-partner initiative has proved challenging for all involved. The case study also highlights how the partnership acknowledged and continues to work on:
- how to work with an organisation or sector who’s culture is very different from your own
- how to reach agreements on the scope of the project
- how to reach scale in a relatively short timeframe
- how to keep the activity globally communicated but locally appropriate.
You can download the case study below.
About Seeing is Believing
The main concept of the programme identified by Bank staff in 2003 was simple: raise funds to tackle avoidable blindness across the Bank’s developing world footprint.
The implementation has been far more complex, over the course of the seven year partnership it has shifted from a philanthropic venture into an initiative that is clearly aligned with the Bank’s primary business.
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Downloadable files
“The case study offers insights for everyone trying to work on corporate / NGO collaboration programmes. It is not often one has the opportunity to ‘get inside’ the realities of a sustainable development partnership.”Ros Tennyson, Director of The Partnering Initiative
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