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Include the resources and capacity of partners.

Many strate­gies have a lever­age ele­ment or in some way explic­it­ly include the engage­ment of oth­er orga­ni­za­tions or actors. If there are ample resources and capac­i­ty to be effec­tive in that strat­e­gy ele­ment, then this step should con­sid­er the like­ly capac­i­ty and resources of part­ners or oth­er actors as well. For exam­ple, if a cor­po­rate engage­ment strat­e­gy aims to influ­ence a com­pa­ny’s sourc­ing activ­i­ties, the cur­rent or pro­ject­ed foot­print of their sup­ply chain should be mapped, not just the loca­tion of the one or two offices we may be work­ing direct­ly with. The assump­tion is that if the strat­e­gy works, the com­pa­ny will apply new prac­tices to all of its sup­ply chain, so that is the spa­tial extent of the poten­tial strat­e­gy impact.

You can find a part­ner capac­i­ty scop­ing data­base tem­plate, as well as oth­er part­ner­ing tools and tem­plates, at the Con­ser­va­tion Part­ner­ship Cen­ter here.