Our implementing partners are non-governmental and community-based organisations at the grassroots, with a good reputation in the community they represent.

Our strategic decision to work through local implementing partners is a crucial aspect of our development approach. It enables us to be attentive to actual needs on the ground, tapping into local knowledge, and putting decision making close to implementation. The capacity building of implementing partners is an important part of our work to strengthen civil society.   

Our strategic decision to work through local implementing partners is a crucial aspect of our development approach. 

We work with implementing partners of varying capacities and abilities, which show willingness to both learn and develop. Implementing partners may range from community-based organisations, to national or international non-government organisations with an office in the country where we  work. Regardless of form, the organisation will have been legally registered with the relevant authorities for at least two years and have a history of working for poor and marginalised people. 

Clear criteria guide our selection of implementing partners. These include alignment with our vision and ways of working; good governance and zero tolerance for corruption; and a good reputation. 

Donors are partners that provide funding for our programme operations. Donors include institutional donors, business donors and philantropists.

Strømme Foundation has a diversified funding base. In 2019, 42% of our funding came from the Norwegian government, while income from other institutional donors made up 19% and business and private donors accounted for 39%. We place a high priority on remaining accountable our donors through clearly communicating the results and impact of our programmes.   

Donor partnerships are vital for the implementation of Strømme Foundation’s programmes to help eradicate poverty. 

I recent years, we have expanded our portfolio of international donors both through consortia with other INGOs and in partnership with governments. 

As part of our commitment to build the capacity of local partners, we provide training and we are also increasingly exploring opportunities for local resource mobilsation. 

A mutually beneficial arrangement between two separate organisations that enable both parties to better attain their strategic goals.

Our strategic partners include private sector actors and likeminded INGOs that strengthen our efforts towards poverty eradication. Strategic partnerships enable Strømme Foundation and partners to jointly attain more Sustainable Development Goals, by offering complementary approaches in the field, technical expertise in different areas, visibility and access to major donors, etc. 

Strategic partnerships enable SF and partners to jointly attain more Sustainable Development Goals.

Strategic partnerships are usually long-term and offer opportunities for joint programming, joint fundraising and joint policy engagement and advocacy. They create room for consortium development and act as platforms for joint creativity. 

Through strategic partnerships, we can scale up and strengthen the impact of our programmes, expand our funding sources, and strengthen our operational systems and procedures to reduce costs and mitigate risks. This adds value to our work, helps us reach our goals and make us grow and improve as an organisation. 

All our programmes are implemented in close collaboration with relevant national and local/decentralised government structures.

Strømme Foundation’s rights-based development approach requires close collaboration with government and the state as the principal duty-bearer for the local communities that we work with.  As a result, all our programmes are implemented in close collaboration with local communities and relevant national and local/decentralised government structures. Capacity building, advocacy, good governance, accountability and knowledge transfer are key components in this.  

All our programmes are implemented in close collaboration with relevant government structures. 

In all our countries of operation, we have agreements with relevant government departments or agencies, both at the national and regional/local levels, depending on the context and requirements. We also collaborate with governments on joint funding proposals for major institutional donors.   

In line with our Development Policy, Strømme Foundation only intervenes in service delivery where the government is unable to meet their responsibilities. We advocate for government adoption and scale up of our successful programmes where relevant. Our interventions strive to be low-cost and provide sustainable solutions that complement and reinforce public systems rather than creating parallel structures. Our long-term aim is to strengthen government structures and their ability to deliver essential services. 

Through research partnerships we are able to document, evaluate and scale up our programmes to eradicate poverty.

Research partners are institutions and organisations that through providing knowledge and evidence-based research, can shed light on some of the enablers or disablers of poverty eradication and sustainable development.  

Research partnerships help us improve and expand our programmes to eradicate poverty

Such partnerships enable us to pilot, evaluate and scale up different development programmes across our countries of operation. Research allows us to innovate and inform programme development. Dissemination through academic journals and international conferences help build awareness of the impact of our work and can facilitate new donor partnerships.  

We are keen to expand our network of research partners, both in Norway and internationally. Examples of current research partners include FAFO, the Norwegian University of Life Sciences (NMBU), Makerere University in Uganda and et ENS (École Normale Supérieure du Niger).

Partnership between two or more strategic partners – usually individual NGOs – that have common geographical or thematic areas of implementation.

We have Consortium partnerships in all regions of intervention.  

Organising strategic partners into consortia enables the group to jointly leverage resources and expertise. It strengthens policy engagement, advocacy and bargaining power, and enables access to larger sources of funding.

Consortium partnerships usually improve networking and fundraising opportunities, as well as brand visibility.

It also enables cross learning to take place, where different partners pool their different resources and knowledge that can be used to achieve both individual and common goals. Thus, consortia create synergy; i.e. there are stronger results when working together than when working individually. 

Consortium partnerships usually improve networking and fundraising opportunities, as well as brand visibility. It also usually allows partners to jointly access more and larger sources of funding.