Rotary District 9510Membership HubLegendary Clubs PackageM-T1-SP-03

M-T1-SP-03 · Detailed guide · Theme 1

NGO Partnership Development

Create an evidence-led partnership with an NGO whose specialist delivery capacity complements Rotary's convening, volunteer or fundraising strengths.

Where this idea came from

Playbook entry
M-T1-SP-03 · NGO Partnership Development
Theme
Theme 1: Attraction & Visibility · Subtheme SP: Strategic Partnerships
Source material
Existing checked Theme 1 guide
Linked playbook entry
M-T1-SP-03 · NGO Partnership Development

Why a club might use this

Communities gain a coordinated response that combines technical expertise, accountable delivery and Rotary's relationship network.

Use it when

  • Australian and international NGOs, club service directors, District grant advisers and prospective technical partners. Use when the need requires expertise or field access the club does not hold.

Before the club starts

  • Proportionate due diligence covering legal status, governance, safeguarding, finances and delivery record.
  • A documented problem statement, beneficiary voice and evidence that the approach is appropriate.
  • Board agreement on funds, reputation exposure, reporting obligations and decision authority.

Capacity guide

Likely cost
$$
Lead time
4-6 weeks
People
3-5 members

How to put it into practice

Detailed implementation steps for NGO Partnership Development
StepActionSuggested owner
1Screen potential NGOs against mission fit, capability, geography and integrity criteria.Due-diligence lead
2Compare theories of change and identify the smallest useful joint outcome.Service director
3Test references, financial controls and safeguarding arrangements.Governance reviewer
4Negotiate a written workplan, budget, evidence schedule and escalation path.Partnership negotiator
5Approve continuation only after an evidence and relationship checkpoint.Club board

Controls and safeguards

  • Keep due-diligence evidence and recheck sanctions, registration and key personnel when risk warrants.
  • Separate restricted funds, approve expenditure authorities and prohibit unverified impact or tax claims.
  • High — partner integrity, safeguarding, restricted funds and overseas exposure may create material legal and reputational risk.

What to measure

  • Due-diligence decision is completed and signed.

Follow-up: Maintain a risk-based review calendar, resolve exceptions before further funding, and give the NGO a documented renewal or closure decision.

Related playbook entries

  • M-T1-SP-26
  • M-T1-SP-28
  • M-T1-SP-18

Before your club says yes

Does the idea fit?

Talk with the people it is meant to serve and check that the need is real.

Who can say yes?

Name the person or group that can approve the work, spending and any safety arrangements.

Are people protected?

Check privacy, consent and safety. Collect only the information you genuinely need.

Can everyone take part?

Check the language, format, place, technology and cost for barriers.

Are the facts and permissions right?

Check names, claims, images, quotations, partner references and Rotary branding.

How will we learn?

Note where things stand now, check in at 30, 60 and 90 days, and decide what to do next.