Driving change through deliberate, locally anchored, equitable, bold and ethical partnerships

The humanitarian system is operating under unprecedented strain.

Protracted crises, climate-related shocks, and constrained resources are converging to test not only how we respond, but how we work together.

In this context, partnerships are a core mechanism through which the sector can adapt, innovate and ultimately deliver more accountable, coordinated, effective and locally led responses.

Strategic partnerships are not about scale for its own sake, branding exercises, or transactional collaborations. They are about connecting complementary strengths, challenging entrenched ways of working, and creating the conditions for collaboration that accelerate learning and impact.

With this in mind, Start Network has recently developed five core partnership principles which could guide how we as a sector engage with each other. They place impact at the centre of all collaboration and embed honest reflection around each partner’s unique contribution.

Deliberate

We must be purposeful and deliberate in how, when and why we engage. For Start Network this means us being clear about how a prospective partnership aligns with our purpose to be a catalyst for system-level change that improves the efficiency, effectiveness and ethics of humanitarian action.

However, partnerships are not rigid and should not be transactional. Mutual curiosity is a strength. This means exploring what unique and complementary capabilities a prospective partnership can bring – and how it can intentionally combine strengths to create something more impactful.

In a sector often criticised for fragmentation and competition, deliberate partnering acts as a counterweight. It prioritises coherence over proliferation, collaboration over visibility, and long-term value over quick wins.

Locally anchored

Contextual intelligence and sensitivity are central to ensuring relevance, credibility, and lasting impact. Locally led solutions and shifting power are fundamental to create a humanitarian system that better serves those facing crises. This commitment to being locally led should also extend to the partnerships we pursue.

In fast-moving and high-pressure contexts, there is a natural tendency to collaborate with actors we already know. But while familiarity can bring efficiencies and comfort, it can also limit perspective and reinforce existing power structures.

The sector needs a more intentional approach – proactively investing in researching, prospecting and nurturing relationships with local actors, understanding the ecosystems in which they operate, and identifying synergies across different spaces and sectors. This is not always the fastest path, but it is often the most meaningful and the one that’s bound to bring the real change we want to see.

Equitable

In a sector shaped by historical power imbalances, partnerships must be designed to avoid reinforcing inequitable dynamics. This means considering the status, biases and identities of all parties, actively interrogating the risks of power imbalance, and taking mitigating actions before formalising collaboration.

It also means being prepared to adapt your role. You don’t always need to lead, and in some contexts your greatest value may lie in convening, enabling or stepping back altogether.

Commitment to equitable partnerships is not new, but translating intention into practice too often remains shallow. Embedding equity through honest and deep reflection before partnerships are formalised increases the likelihood that these commitments move beyond rhetoric.

Equitable also means honest. When exploring and meeting potential partners, set out the challenges you foresee in partnering, discuss how you want to raise potential funds needed, and agree who will deliver what. All parties need to be part of actively shaping the nature of collaboration and ensure mutual value. 

Bold

The scale and complexity of today’s humanitarian challenges demand new ways of working. So we need to be willing to seek partnerships that challenge convention, embrace creativity and take smart risks. We need to reimagine how partnerships create impact and turn bold ideas into practical solutions.

Being bold, doesn’t mean pivoting from your strategy or partnering when things don’t feel quite right. It means recognising when established approaches are falling short. This may be a simple acknowledgement that in-house expertise or knowledge is insufficient in some areas. We do not all need to be experts in the same things but instead leverage complementarity to drive efficiency.

Most importantly, bold means pursuing partners who are willing to experiment, learn and adapt. Bold partnerships are built on trust and a shared tolerance for uncertainty. They require a commitment to turning ideas into practice, even when that involves navigating unfamiliar terrain. Re-framing risk-taking as an opportunity can open doors.

This openness creates space to collaborate beyond the ‘traditional’ humanitarian ecosystem, engaging with actors from other sectors who bring different perspectives. Bold partnerships can be a vehicle for learning, evolving and finding new pathways.

Ethical

Finally, collaborations must never compromise values and always uphold accountability, transparency, and respect. Ethics are not a compliance exercise, but act as a foundation for trust among partners, with affected communities, and within the wider humanitarian system. Ethical partnerships are not static either; they require ongoing reflection and dialogue as contexts evolve. This includes careful consideration of reputational risk, safeguarding, data responsibility, knowledge production, and the potential unintended consequences of partnership activities.

By holding ourselves and those we partner with to high ethical standards, we can model partnership practices that contribute to a more credible and accountable sector.

An invitation to collaborate

Strategic partnerships are one of the most powerful levers we have to drive meaningful change in humanitarian action. When strategically deliberate, locally anchored, equitable, bold, and ethical, they can help us collectively move beyond business as usual. They invite others to help us re-imagine and deliver better.

Start Network is keen to learn from others and to continue evolving how partnerships are conceived and practised. We recognise that a principled approach sometimes requires saying no to interesting – even inspiring – opportunities when they do not ultimately serve the goal of accelerating meaningful impact. We believe that this discipline strengthens, rather than limits, our contribution.

We also recognise that a key success measure for strategic partnerships is the willingness to take time to get there. It doesn’t always manifest in formal agreements and rapid joint projects. Instead, it can also mean ongoing conversations, facilitating connections, and building an environment where collaboration can take shape at the right time.

If you share our vision for systems change, are curious about reimagining collaboration, or are interested in exploring a strategic partnership, we welcome the conversation and commit to sharing learning along the way.