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While working on project proposals I realized how difficult it can become to remain in your lane by carefully weighing potential opportunities and partnerships against the organizations mission and vision. At times one starts a proposal because of the donor, the amount of funding, previous history with this donor or aparent ease of the proposal requirements rather than weighing whether the opportunity aligns with the organizations vision and mission. A major risk with this is the real effort becomes looking for common factors which merge the interests of the partners and making it work.

Another major reason why reputation poses are greater risk for NGOs is because there is very high competition among them as a result market saturation and a poor reputation can quickly resort to reduced funding or loyalty by partners.

My organisation take conflict of interest very seriously. When ever its purpose, primary mission or vision is attempted to be tampered with, staff or partner, my organisation addresses the attempt by reminding the perpetrator or its core values, mission, vision and interests. No individual should be bigger than his organisation and no partner whomsoever, should be so powerful as to disrupt the interest or vision of the organisation. except of such interest or vision is proven to have negative effect on the true course of the organisation.

Honestly, it is imperative for every enterprise to guard against loss of autonomy when going into partnership of any sort. No doubt a number of factors can tilt the balance in favour of one of the parties thereby undermining the autonomy of the other nevertheless one's autonomy can still be retained iif the necessary checks have been put in place.

The most important risk for my organization to identify with is loss of reputation and to avoid this due diligence is being made before going into partnership with any organization. Again, it has always been the norm for my organization to spell out clearly the terms and conditions as well as document every process involved before sealing the partnership agreement. More so, there is a legal unit to help out in ensuring things don't go awry in the arrangement.

Among all of these partnership risks, I think that Loss of Autonomy is the most threatening one for my organization. Since, my organization is a grassroots organization in the health and nutrition sector seeking to partner with well-established NGOs, we expect that these NGOs will exert significant influence on our organization. This may come in the form of data collection sources, interpretation and use or just the scope of the work we're allowed (by way of funding) to perform.

One of the risks we have at our organization is the conflict of interest. While we genuinely want to regulator non profits, government local authority administrators prefer to receive kickbacks from these non profits when they have cut corners

Small organizations have really less autonomy when it comes to partnering

For me working with larger partners has been a challenge due to loss of autonomy. This comes when your organization is not fully established to enter into a partnership and ending up losing all the control you had over your company. The larger partners like CISCO would want the small partners to adhere to their way of doing things. This posses a bigger challenge to my organization since we divert from our normal working ways and try to adapt the CISCO way as they have already established architecture to conducting trainings. Since they approve for accreditation of certificate course we have to play by their rules and loss some of our rules.

This is a nice approach to take it when dealing with suspicious companies who could have hidden their bad reputation information from you so that they can attract you to entering into partner with them and later finding out their bad reputation.

All the Risks levels are great and is something I don't wish it happened to my organization, but in the same time,I think the Risk most likely to managed is "Conflict of Interest Risk" it's very easy to manage compare to other risks levels. Although,my organization hasn't experience any of those risk in terms of partnership with another organization or agencies.

Every organization have their way of doing things documented in their organization structure. These could be their leadership structure or culture. Partnering with big and well established international organization, you risk having been absorbed as the larger organization would like you to employ their organization structures. This is loss of autonomy since you loss control of how your organization does things and employ your partner's way of conducting business. To avoid this you can choose who to partner with and the level of your partner as well as define your roles in the beginning.

To some point I would agree with you since conflicting interest can be resolved by proper communication and agreements set.

Absolutely - that's why is critical to flesh out policies and have frameworks in place.

I am currently working for a non-profit which manages the implementation of scholarship programme. At the moment, we are partnering with another scholarship provider which holds interest in funding students from Indonesia to study in the Netherlands. However, it took almost a year to set up an agreement that is acceptable for both parties due to changes in the leadership of the organisation we are partnering with. Even more than that, we are also facing another challenge in terms of implementing the joint scholarship programme since it involves matching our timelines and selection processes that are rigorous, on which we finally apply some measures of flexibility to accommodate the needs of both parties. I find the Implementation Challenges as the most difficult risk in my project.

I have noticed a risk of lack of autonomy with in ones organization operates mostly in small organizations that partner with international Organizations, they don,t have power and decisions are normally dictated by these big organizations which makes partnership bad.

In many ways, a partnership between several organizations is like a marriage between two people. Both partnerships and marriages require negotiation, compromise, and teamwork. When partnerships and marriages work well, all of the participants win. However, just like marriages, partnerships have the potential to be difficult, expensive, and occasionally unsuccessful. So, just as you would not enter a marriage without some information about your new spouse, you should not enter a partnership without carefully assessing your new partner.

We have good news and bad news about assessing potential partners.

The good news? Once you have completed the stakeholder mapping process that we discussed in the last section, you will have already started the process of assessment.

The bad news? This process is ongoing. In fact, an effective partnerships team will continue to assess the value of a partnership throughout the lifetime of the partnership.

In this section, we will explore some of the things you should assess before you enter a partnership.

In my experience, reputational loss was one of exposed risk as the partner was in blame of become involved in activity that was not allowed by authority. Proper agreement covering all those issues like breach of agreement/exit/end/ termination of agreements is important and useful. However, thorough assessment/vetting process will be helpful to avoid such risks.

Autonomy is one major risk of partnering.
But also i work on a project that has two major institutions, and the challenge is that the project is time bound, but the processes to acquire funds and materials is very tedious and takes months to execute which negatively affects the work done.

I agree that one of the risk smaller organizations face is the loss of autonomy,but if the resources are complimentary, this could be a mitigation to that risk.

I have also experienced conflict of interest, but in a different way, in that organizational goals may not align and also have had a situation where one of the key members of the partnership, shared the partnership goals with another organization that she partnered with. This organization not only used the results of the project my organization funded in their report without consulting us, but they also incorporated the goals of the original partnership into theirs and did not ask us to be a part of their potential partnership with other actors.

Yes i agree with loss of autonomy, we have noted that when partners have more money than the small organization they want to have overall control of projects. I also believe implementation challenges is another risk, the funder often will push for things to be done on their time table and this could lead to the organization being fund having to do poor quality work due to the pressure of possibly losing funds.

It includes strategies to achieved the goals and objectives

Frankly speaking I agree that staff capacity building and orientation on organizational goals and risks is very important for preventing loss of reputation but also conflict of interest.

It includes strategies to achieved the goals and objectives

Its important to maintain the autonomy of an organisation in partnerships. I think this can be achieved by ensuring that a clear strategic vision and mission of the organisation is clearly laid that maintains the operations of an institution.

To make sure that I am taking time to build trust with my partners I will share with them progressive processes that are being made on the project.

The partnership created a 6 person steering committee which demonstrated value in providing transparent communication. Principles not respected are commitment and accountability as well as trust and relationship. The partnership should be able to communicate and ensure that mutual benefit is thoroughly achieved for both partnerships.

I would approach the school by explaining what our vision and mission is in promoting adult education. Further I would explain what we are looking to achieve as an institution. I would further request the school to also share what they do and request if they are able to see any areas of alignment with us. Finally I would explain what we have on offer and allow the institution to think about it and see if it something that would interest them.

Being that we partner with NGOs and looking forward to international agencies, the risk of autonomy and loss of reputation is very important why because we are building a new belief system in our society hence our reputation has to be prompt and firm also we cannot afford to lose control of what we want to achieve and how we want to achieve it.

My organization's risk is that of difference in our culture (modes of operation) and Financial Year

I agree that one of the risk smaller organizations face is the loss of autonomy,but if the resources are complimentary, this could be a mitigation to that risk.

In a partnership to scale up production in a processing project. We have identified a technical partner who is in the private sector. However the same partner has a production line in the same business we want to venture into. We anticipate a conflict of interest on the technical partner side because he has products similar to the ones we are planning to produce. However this partner is ideal since they have the capacity and know-how in this kind of production.

I am working with a large international non-profit organization. Loss of reputation is the main risk for my organization. So my organization has clear and specific business rules for the partnership. My organization values accountability, honesty, integrity, trustworthiness and joint co-creation activities when partnering with any organization. If any loss of reputation threats are incurs due to the partnership then immediately take action as per the contingency plan of the organization.

I am working with a large international non-profit organization. Loss of reputation is the main risk for my organization. So my organization has clear and specific business rules for the partnership. My organization values accountability, honesty, integrity, trustworthiness and joint co-creation activities when partnering with any organization. If any loss of reputation threats are incurs due to the partnership then immediately take action as per the contingency plan of the organization.

I am working with a large international non-profit organization. Loss of reputation is the main risk for my organization. So my organization has clear and specific business rules for the partnership. My organization values accountability, honesty, integrity, trustworthiness and joint co-creation activities when partnering with any organization. If any loss of reputation threats are incurs due to the partnership then immediately take action as per the contingency plan of the organization.

In my experience the smaller organisation or entity in the partnership suffers the most especially in the aspect of loss of identity and autonomy hence the wisdom of getting a constituted mode of operation before entering a partnership resonates deeply with me

I've also had experience with this , I think an effective way to tackle it would be to have a consensus on an M.O.U at the onset of the partnerships where roles and functions are clearly defined

Reputation is very crucial especially with our organization which works with communities directly.

Loss of reputation risk is manageable since our organization trains and retains staffs.

I would say reputational risk poses the greatest challenge. My organisation is a nonprofit government parastatal. Already, people do not readily trust the government. And once we lose the trust of the people, it will be difficult to gain their trust again.

I have come across this kind of risk, a good code of ethics that is professionally trained on and distributed is particularly important. I am doing this course because I would like to start a partnership with a betting company to reduce illegal betting and match manipulation through training and education of players, referees and administrators

One notable risk that my organization must identify, manage and mitigate is loss of reputation as some organizations support beneficiaries that are not environmentally friendly which might affect our implementation.

This is true. I think your organization would have to exorcise itself from the government to gain public trust. Also, people, largely your beneficiaries as the case may be, might think your organization does not have the autonomy to self govern.

I share same though, I see two risks such as Loss of identity and loss of autonomy

As small organisation who work at health, we lose our reputation because the governement like to demonstrate the achievement of project is always from Governement and they forgot to demonstrate a relationship and logo also.

I totally agree with you because we have a same problem in the past to manage the risk of partnerships. Lose an autonomy, an visibility are the high risks that we have encountered.

The smaller organisation or entity in the partnership suffers the most especially in the aspect of loss of identity and autonomy hence the wisdom of getting a constituted mode of operation before entering a partnership resonates deeply with me

The smaller organisation or entity in the partnership suffers the most especially in the aspect of loss of identity and autonomy hence the wisdom of getting a constituted mode of operation before entering a partnership resonates deeply with me

I agree, I think if you don't do the early work of scoping and building the partnership you may deviate from the original mission. Each member of the partnership needs to have clear goals and assess where those goals align, and where they may differ.

would be conflict of interest because large companies are for monetary value gain whereas we are upto environmental gains

As a well know International Organization, our reputation is the greatest risk in partnering. We mitigate that by an in depth assessment and review of the potential partner.

As a well know International Organization, our reputation is the greatest risk in partnering. We mitigate that by an in depth assessment and review of the potential partner.

Yeah you are absolutely right about this but i fill for small companies or organization i feel there should be standard of operation which would have been stated before the partnership takes place and i feel things need to be documented and signed incase there is any dispute in future

I believe one of the greater risk is loss of reputation, If the company losses it reputation on what they stand for. they tend to loose other partners and also very difficult to partner with other organizations in the future.

Before venturing into any partnership you should truly check the risks

This is interesting to note because we have some organizations that has the upper influence.

To build my trust with any partner organization, i must do a background check about the organization. More so, if I know someone within the organization, that is seen as advantage for me to work closely with and can be my contact person.

Resources drain. As a student/youth organization that is based on a nonprofit principals, I cant deny the fact that our locals organizations are mostly limited in their resources, such as human resources, funding, etc. Therefore, i think a failed relationship would damage the most in that area

From our working experience, the major risks we encountered in partnering were conflict of interest and loss of autonomy. This happened when we partnered with the government counterpart in the security project. While we targeted our efforts to achieving project outcome and impact, our partners were moving in the opposite direction focusing on getting the DSAs. Because the security officers were in charge of all issues related to security in the project, they sometimes threatened to stop the project if we would not give them fund for providing technical support. To secure the project we gave them fund to help them provide technical support. Consequently, we realized there was over-budgeting due to investing more money on one project output due to fear of our project being burnt by security officers who had strong power to change our course. This led to fund which eventually led to failure to support other project outputs due to lack of fund.

Reputation challenge posses a big threat to an organization because once you loose the trust of the people it difficult to get it back.
My advice would always be to becareful when choosing a partner investigate them thoroughly

You've made a valid point here.

Highlighting the potential risks is an important step and mustn't be ignored. For my organisation, Loss of Autonomy is the most important. As a new NGO with the interest to improve the skills of young aspiring professional, we can easily be shifted off our course by well established organisation seeking to chase clout for their brand image.
Loss of Reputation is also an important risk for my organisation to identify, because as a result of a wrong partnership, our reputation with our beneficiaries will be on the line.

I agree, potential risk are the same
The organizations must establish their own team and settle on their goals including visions and missions.

For the newly established organization, they need to come up with clear vision, mission, and boundaries. So they don't let themselves being diverted into different mission while working the partnership.

Partnership is not free from risk if not well planned and mutual need exists !

I work in a donor funded program where conflict of interest is high from the organization being funded to run the project due to TOR not being favourable to them, hence leading to poor management of the project.

In my experience, loss of reputation and conflict of interest posed the biggest risks. Once an organisation's reputation is damaged it may be irreparable, and may affect future partnership prospects.
Conflict of interest can also jeopardise reputation & operations integrity.

I have same concern about the risk - loss of autonomy. In our case, we are small and local nonprofit, but our partner is prestigious university, and they tend to only speak for their own interest and schedule. It really frustrating and challenging.

Apart from the loss of autonomy, for a small organisation, partnering with an overly influential organisation can affect the formulation of the scope of a project. It can also affect the reputation and purpose of your organisation.

Loss of autonomy can lead to loss of focus on key mission and priorities

The most important risk for my organization will be implementation challenge that emanate from difference in work culture, systems, processes and procedures. My organization have unique ways of doing what we do which is not common to most partners.

Yes, I agree that loss of autonomy is a big risk for small companies. As the person negotiating, one needs to be careful and put emphasis on this when assessing potential partners.

I totally agree. For a small organisation like ours with little influence, the biggest risk we face all the time is to lose our autonomy by entering into a relationship with a more powerful and influencial structure.

Each organization seeking to enter into a partnership must be clear on the motive for the partnership, it must maintain and stand for its mission. Every partnership should be driven by some form of agreement to help create clear boundaries right from the start.

OUR NON PROFIT IS WORKING FOR THE CHILDREN AND ADULTS WITH DISABILITIES LIVING IN THE URBAN SLUMS AND RURAL VILLAGES IN INDIA. IT HAS SUCCESSFULLY COMPLETED ITS 2ND DECADE OF ITS SERVICE JOURNEY AND ADDED SEVERAL MILESTONES INTO ITS SERVICE CAP WITH INNOVATION AND CREATIVITY.

NON PROFIT HAS DEVELOPED ITS FUTURE VISION COVERING:

1. TO REACH SUCH CHILDREN AND ADULTS WITH DISABILITIES WHO ARE TO REACHED
2. CONSTRUCTION OF BUILDING WITH MATCHING INFRASTRUCTURE.

WITH SUCH FUTURE VISION, OUR NON PROFIT REQUIRES

1. FUNDING FOR THE REGULAR PROJECTS AS WELL AS TO SCALE THEM
2. FUNDING FOR THE CONSTRUCTION OF BUILDING WITH MATCHING INFRASTRUCTURE.

WITH SUCH STRENGTHS AND NEEDS / INTERESTS, NON PROFIT STARTED THE PROCESS OF MOBILIZING RESOURCES.

IN THIS PROCESS, PROPOSED ONE PRIVATE COMPANY AS A PARTNERS WHICH IS WORKING IN THE SECTOR OF TOBACCO PRODUCTS IS INTERESTED TO SUPPORT THE NON PROFIT BY EXTENDING FUNDING WITH A CONDITION THAT "DON'T PROPAGATE ABOUT THE HEALTH ISSUES OF THE TOBACCO TO THE PUBLIC.

THOUGH THE INTERESTS OF NON PROFIT AND PROPOSED PARTNER ARE ALIGNED BUT THE CONDITION OF TEH PARTNERS AGAINST THE ETHICS OF THE NON PROFIT.

IN SPITE OF PERSUASION, PROPOSED PARTNER IS VERY INSISTING FOR ITS CONDITION WHICH IS AGAINST THE REALITY KNOWN TO EVERYONE OVER THE GLOBE.

RESULTANTLY, NON PROFIT FACED WITH SEVERAL RISKS LIKE: LOSS OF TIME, WASTAGE OF RESOURCES, LOSS OF REPUTATION. CONFLICT OF INTERESTS, ETC.

IT IS GOOD THAT OUR NON PROFIT HAS NOT SELECTED THAT TYPE OF COMPANY AS A PARTNER FOR PARTNERSHIPS AT PRESENT AND IN FUTURE. .

THIS IS THE LEARNING EXPERIENCE FOR THE NON PROFIT TO SELECT THE RIGHT PARTNER TO ACHIEVE ITS GOALS.

YES, MANY TIMES LARGE COMPANIES DO AIM FOR PROFIT LEAVING THE PEOPLE AND ENVIRONMENT WHOSE REPUTATION IS VERY LOW.

AS A TRUST BUILDING MEASURE, SUCH COMPANIES DO SHOW INTEREST TO PARTNERSHIP WITH NON PROFITS WHO'S INTERESTS ARE TO GET FUNDING SUPPORT FOR PROJECTS AS WELL AS CONSTRUCTION OF BUILDINGS..

THIS IS THE CLEAR CUT EXAMPLE OF CONFLICT OF INTEREST AND RISK ORIENTED TO THINK FOR PARTNERSHIP.

NON PROFITS SHOULD BE CLEAR TO SAY NO TO SELECT SUCH PARTNER FOR PROPOSED PARTNERSHIP AS IT INVOLVES SEVERAL RISKS FOR THE NON PROFITS. .

YES, WELL DEFINED AND PLANNED TO AVOID RISKS WHILE LOOKING FOR PARTNERSHIPS. CONGRATS AND ALL THE BEST FOR MAKING WIN WIN SITUATION IN MAKING PARTNERSHIPS.

YES. VERY MUCH TRUE. BEFORE GOING FOR PARTNERSHIP, YOU SHOULD BE VERY CLEAR ABOUT THE LEGAL, ADMINISTRATIVE, AND TECHNICAL ASPECTS ALONG WITH VISION, MISSION, CORE VALUES, OBJECTIVES / GOALS, SYSTEMS, ETC. ALSO YOU SHOULD BE SPECIFIC ABOUT THE NEEDS OF OUR ORGANIZATION BASED ON THE NEEDS, AND INTERESTS OF THE BENEFICIARIES / COMMUNITIES.
ALSO SHOULD BE CLEAR ABOUT WHAT YOU HAVE DONE, DOING, AND PROPOSED TO DO.
SUCH SELF ASSESSMENT HELPS TO KNOW WHAT TYPE OF PARTNER PARTNERSHIP IS REQUIRED.
GOD WORK DONE. CONGRATS AND ALL THE BEST.

MY ASSOCIATION WITH NON PROFITS HELPED THEM TO SELECT SUITABLE PARTNER AND SPECIFIC ABOUT THE PURPOSE OF PARTNERSHIP.
FOR EXAMPLE, ONE NON PROFIT IS FACING PROBLEM IN PROVIDING TRANSPIRATION TO ITS BENEFICIARIES BOTH TO PICK AND DROP AT THEIR HOME. NON PROFIT NEEDS AND INTEREST IS TO GET SCHOOL VAN AS A DONATION FROM THE PARTNER. DURING THE SEARCH AND ASSESSMENT, SELECTED STATE BANK OF INDIA WHO SHARE SUCH RESOURCE TO NON PROFITS. MADE PARTNERSHIPS AND GOT THE SCHOOL VAN DONATED TO THE NON PROFIT. SUCCESSFUL PARTNERSHIP IN SHARING THE RESOURCES FROM SBI TO THE NON PROFIT.
BOTH THE PARTNERS ARE HAPPY AS IT IS THE WIN WIN SITUATION OF PARTNERSHIP.

My organization faces similar challenges and risks with current partners. Changes in leadership and processes constantly posses difficulties when implementing activities that are essential to the partnership and its objectives. In my organization's case, other risks like conflict of interest and loss (partial) of autonomy are highly possible when partnering with federal government agencies, which often times strive for their interests and systems to prevail and be adapted.

I agree. Smaller organizations must have a solid local recognition and reputation in their field of work, before engaging in a partnership

There are many partnership risk but just sample out examples and these include:

1. The loss of reputation. In the organization that I am working with reputation is of great importance. This is the case because the nature of work we are handling demands great integrity, trustworthy, honest and accountability for the communities to trust you. Now if the partner breaks any of the above mentioned principles, the reputation is damaged which becomes difficult to build again.
2. As a way of managing and mitigating this risk, the organization has for the past years worked with partners that have good reputation. Also if any partner is failing to adhere to the integrity standards of the organisation, it is automatically disqualified and the partnership ends there. Additionally all partners are oriented and frequently reminded of their responsibilities and the importance of maintaning good reputation in the society.

The risk that is likely to happen partnership is image tarnishing thus if one of the partners misbehave and the news goes to the public, there is the likelihood that this will affect all partners. Secondly, there is risk of loosing autonomy of the organization. This usually happens when one party has more powers than the rest in the partnership.

I believe that one of the main risks of small organizations while partnering with bigger ones is their loss of autonomy. Many small organizations do not have strong internal procedures and this could be a problem during the implementation process.

I think this is very right. An organization that has less resources and is not fully established about its operating strategies is at high risk of losing its autonomy when it partners with an organization that is fully established and has ample recourses. This can make the organization that is not well established to lose focus on its goals that it wants to achieve.

in the era where NGOs are used as vehicles for money laundering care is needed when partnering with other NGOs, otherwise there is a risk of loss of reputation

Smaller organizations face risk of partnership, but in business, risk taking is a must.

Economic

I agree with this idea

Established organization like ours face a conflict of interest risk especially when partnering with organizations delivering similar services. This sometimes makes the organizations duplicate services in an attempt to out do the other. To minimize this, it will be important to develop a terms of reference that clearly stipulates the roles and responsibilities of each partner

I have seen a loss of autonomy in small organizations, especially when they are partnered with bigger organizations who like to take a bigger role in the partnership. For smaller organizations, it is easy to get lost, especially when someone is providing a lot of resources.

For me, the risk of loss of reputation and loss of autonomy is the most important for organizations to identify, manage and mitigate when going into a partnership. There was a time we had a digital skills acquisition project in 5states and wanted to partner with an institution. The institutions came up with a set of conditions, and all the conditions listed were favorable to them only. If we had proceeded with the partnership my organization might end up losing control.

I quite agree with you. I think that as INGO the loss of reputation is the most severe risk we put ourselves in when asessing new partners. Procedures and policies about how to handle staff behavioural issues are muche welcome from them.

That's right, and in addition to what I said, there should be a good foundation and clarity of the goal of the partnership, especially for small organizations, so it will be safer than to transfer the partnership from the organization with the largest influence.

This is absolutely right. As a baby organization, it is advised that more energy and focus should be placed on building the organization's structure and having high-quality staff who will work together to achieve the organization's vision rather than looking for partnerships. Partnerships can come at a later time when it is necessary.

I once worked with an inter-governmental organization, which has considerable influence in Africa. As a result of this influence, many organizations and countries across the world wanted to form partnerships with it. Some of the partnerships achieved spectacular results, whilst others failed miserably. A cursory review of the failed ones showed that some of risks of partnering such as resource drain and implementation challenges were responsible for the failure of the partnership. This led to my employer defining key strategic areas that it would accept partnerships from others as well as guiding principles for forging partnerships. This led to better and stronger partnerships between my employer and other entities, which gave win-win outcomes. The same advice can be given to small organizations.

When it comes to identifying, managing, and mitigating risks of partnering, it is important for organizations to assess the types of risks and prioritize the most important ones. Depending on the organization, the type of risk that is most important to identify, manage, and mitigate may vary.

For example, if an organization has a large number of partners, the most important risk to identify, manage, and mitigate may be operational risk. This type of risk could include operational issues such as data security, compliance, and contract management. Addressing these risks can help ensure that the organization is able to effectively manage its partnerships, while protecting its own interests.

At the same time, organizations may also prioritize financial risk. This type of risk includes assessing the financial health of its partners, as well as the potential for the partner to cause financial harm to the organization. By identifying and mitigating financial risks, organizations can ensure that they are working with partners who have the financial ability to fulfill their obligations.

Finally, another type of risk that organizations may prioritize is strategic risk. This type of risk involves assessing the potential of partnering with an organization or individual that could compromise the organization’s mission or reputation. By identifying and mitigating strategic risks, organizations can ensure that they are making the best possible decisions when it comes to partnering with other organizations.

Ultimately, the type of risk that is most important for an organization to identify, manage, and mitigate will depend on the organization’s specific risks and needs. By assessing the potential risks and prioritizing the most important ones, organizations can ensure that they are protecting their interests while effectively managing their partnerships.

Yes, it is important for smaller organizations to ensure that they do not lose their autonomy when partnering with larger organizations. It is important to maintain clear boundaries and to make sure that both parties have a clear understanding of their respective goals. Communication is key to ensure that both parties remain on the same page and that autonomy is not lost in the process.

i think the risk in partnership is unavoidable.

In the education sector where our organization operates, the most significant partnership risk is loss of reputation. We have organizations that express their desire for partnership and vice versa. Having been the victim of bad intentions which led to the loss of trust of the parents of our learners and consequently unsubscribed them, we are now carrying out a serious investigation into organizations with who we decide to be in partnership to know their history and their organizational culture in order to ensure that this is in harmony with our values ​​and ethics.
Recourse to justice in the event of conflict in the educational sector is not necessarily the right end and could prove suicidal; This is why we prevent by getting as much informations as possible about our partners before committing.

The resource drain risk. This is the type of risk where the partnership consumes the other party's resources, time, and money instead of using the time and other resources to to the maximum so as to solve the issues at hand in the organization. For the organisation such as Mummy Foundation, i would advise that it is so important to identify such a risk since the organisation is more likely to experience a lot of loses due to the fact that the resources, money and time are wasted. The risk can be resolved through discussing the discomforts that your facing in the partnership.

i totally agree to your selection of the types of risks and i think they are matching the level of your organization