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.