2023-09-30-accounts

j

THE PARTNERING INITIATIVE Trustees’ Annual Report and Accounts 2022-23

England & Wales Company Registration: 8528402 Charity Commission Number: 1164259 Address: 21b Park End Street, Oxford, OX1 1HU, United Kingdom

The Partnering Initiative Annual Report 2022-23

TRUSTEES’ ANNUAL REPORT

1[st] October 2022 - 30[th] September 2023

TABLE OF CONTENTS

1. Legal and administrative information ......................................................................... 4 1.1. Trustees .................................................................................................................................................................................... 4 1.2. Chief Executive .................................................................................................................................................................. 4 1.3. Registered Office .............................................................................................................................................................. 4 1.4. Auditors .................................................................................................................................................................................. 4 1.5. Bankers ................................................................................................................................................................................... 4 2. Structure, governance and management ................................................................. 5 2.1. Organisational structure.............................................................................................................................................. 5 2.2. Key management personnel remuneration ................................................................................................. 5 2.3. Risk management .......................................................................................................................................................... 5 3. Objectives and activities.................................................................................................... 6 3.1. TPI’s vision and mission ................................................................................................................................................ 6 3.2. TPI’s charitable purpose .............................................................................................................................................. 6 4. Details of significant activities for achieving objectives ....................................7 4.1. TPI’s approach .................................................................................................................................................................... 7 4.2. Foundational initiative: Partnership Accelerator for the 2030 Agenda ....................................... 8 4.3. Strategic programmes and research ................................................................................................................. 8 4.4. Services and support ....................................................................................................................................................11 4.5. Open and tailored trainings ................................................................................................................................... 14 4.6. Outreach .............................................................................................................................................................................. 15 4.7. Future plans ..................................................................................................................................................................... 17

Page: 2

The Partnering Initiative Annual Report 2022-23

5. Administration ....................................................................................................................... 18 5.1. Public benefit .................................................................................................................................................................... 18 5.2. Financial review .............................................................................................................................................................. 18 5.3. Reserves policy ................................................................................................................................................................ 18 6. Statement of trustees’ responsibilities ..................................................................... 19 7. Independent auditors’ report to the members of The Partnering Initiative ........................................................................................................................................ 20 7.1. Opinion ................................................................................................................................................................................ 20 7.2. Basis for opinion ............................................................................................................................................................ 20 7.3. Conclusions relating to going concern .......................................................................................................... 20 7.4. Other information ......................................................................................................................................................... 21 7.5. Opinions on other matters prescribed by the Companies Act 2006 ........................................... 21 7.6. Matters on which we are required to report by exception ................................................................. 21 7.7. Responsibilities of trustees ..................................................................................................................................... 22 7.8. Auditor’s responsibilities for the audit of the financial statements ............................................. 22 7.9. Use of our report ............................................................................................................................................................ 23 8. Financial statements ......................................................................................................... 24 8.1. Statement of Financial Activities (including Income and Expenditure Account) for the period ended 30[th] September 2023........................................................................................................................... 24 8.2. Balance Sheet as at 30th September 2023 .................................................................................................. 25 8.3. Board approval ............................................................................................................................................................... 25 8.4. Statement of cash flows for the year ended 30[th] September 2023 ............................................ 26 8.5. Notes forming part of the financial statements for the period ended 30th September 2023 .................................................................................................................................................................................................27

Page: 3

The Partnering Initiative Annual Report 2022-23

1. LEGAL AND ADMINISTRATIVE INFORMATION

1.1. Trustees

James Cole Sean De Cleene (resigned 15[th] June 2023) Marta Garcia (Treasurer) Thomas Hale

Katherine Hartley (Chair) Marianne Mwaniki Caron Rohsler Elizabeth Stuart

1.2. Chief Executive

Dr Darian Stibbe

1.3. Registered Office

21B Park End Street Oxford OX1 1HU United Kingdom

1.4. Auditors

Wenn Townsend 30 St Giles Oxford, OX1 3LE, United Kingdom

1.5. Bankers

Metro Bank

4-5 Queen Street, Oxford, OX1 1EJ, United Kingdom

The trustees, who are also directors of the charity for the purposes of the Companies Act, submit their annual report and the audited financial statements for the year ended 30[th] September 2023. The trustees have adopted the provisions of the Statement of Recommended Practice (SORP) “Accounting and Reporting by Charities” (FRS 102) in preparing the annual report and financial statements of the charity.

Page: 4

The Partnering Initiative Annual Report 2022-23

2. STRUCTURE, GOVERNANCE AND MANAGEMENT

The charity is a charitable company limited by guarantee, set up on 14[th] May 2013. It is governed by a memorandum and articles of association.

2.1. Organisational structure

The Partnering Initiative operates out of a central hub in the UK with a core staff working on programme development and delivery, partner relations and communication. Our development projects, action research, strategic consultancy support and training services are delivered internationally through both core staff and a global network of highly experienced Associates. A key feature of all The Partnering Initiative’s activities is the drawing out of cutting-edge knowledge on the theory and practice of partnership which is then disseminated widely through online knowledge exchange and webinars, guidebooks, reports and other publications.

The Partnering Initiative is run by an Executive Director reporting to a multi-sector independent Board.

2.2. Key management personnel remuneration

The Trustees consider the Board of Trustees and the senior management team of the Executive Director plus two senior directors as comprising the key management personnel of the charity in charge of directing and controlling the charity and running and operating the charity on a day-to-day basis. All Trustees give their time freely and no Trustee remuneration was paid in the year. Details of Trustee expenses and related party transactions are disclosed in note 4 to the accounts.

Trustees are required to disclose all relevant interests and, in accordance with policy, withdraw from decisions where a conflict of interest arises.

The pay of the Executive Director is reviewed annually by the Trustees to ensure it is commensurate with experience and performance and fair in comparison with similar roles. The pay of the senior directors is reviewed annually by the Executive Director to ensure salaries are competitive, fair and commensurate with the role, experience and performance and external cost-of-living increases.

2.3. Risk management

The Trustees have implemented systems to be followed by Charity staff to ensure the risks of financial loss are minimised. Trustees and Charity staff review the appropriateness of these procedures annually and ensure that they are being adhered to. The Trustees have also examined other operational and business risks that might arise and confirmed that they have established systems to mitigate the significant risks. Over the course of the last year, the Trustees have considered any financial or other risks facing the Charity at every Trustees’ meeting.

Page: 5

The Partnering Initiative Annual Report 2022-23

3. OBJECTIVES AND ACTIVITIES

The Partnering Initiative is a UK-based, globally-operating charity dedicated to driving effective multisector collaboration for a sustainable future.

3.1. TPI’s vision and mission

TPI passionately believes in the power of collaboration across societal sectors to leverage complementary resources and unleash the innovation necessary to achieve prosperous, sustainable business and societies. We are working to realize a world in which business, governments, NGOs, international organisations, communities and academia combine their resources through partnership at an unprecedented scale to maximize collective business and societal value and drive sustainable development.

TPI’s ambitious mission is to professionalize collaboration and drive the development of the enabling environment: the ‘infrastructure’ of support, the quality of collaboration, and the institutional optimization necessary to scale up and mainstream effective partnerships for the Sustainable Development Goals (SDGs) globally.

3.2. TPI’s charitable purpose

The charity is a charitable company limited by guarantee and was set up on 14th May 2013. It is governed by a memorandum and articles of association. TPI’s mission is to drive widespread effective cross-sector collaboration for a sustainable future by:

1) Promoting sustainable development for the benefit of the public by:

• Raising awareness and promoting the use of cross-sector partnerships globally.

• Building systemic, institutional and individual capacity across all societal sectors to develop and support effective partnerships.

• Directly and indirectly supporting the development and effective delivery of cross-sector partnerships globally.

• Promoting and undertaking study and research in cross-sector partnerships and disseminating useful results of such study to the public at large.

• Supporting the development of an enabling architecture to drive the systematic use of crosssector partnerships globally.

2) Advancing the education of the public in subjects relating to cross-sector partnerships globally.

Note: Sustainable development is defined as “development which meets the needs of the present without compromising the ability of future generations to meet their own need”

Cross-sector collaboration or partnership is defined as “any combination of public, private, NGO, UN or other bodies working together to achieve common objectives which contribute to sustainable development.”

Page: 6

The Partnering Initiative Annual Report 2022-23

4. DETAILS OF SIGNIFICANT ACTIVITIES FOR ACHIEVING OBJECTIVES

4.1. TPI’s approach

TPI’s cutting-edge, holistic approach aims to enable, at scale, five key ‘building blocks’ required to engage business in development and drive multi-stakeholder partnerships as an essential mechanism towards delivering the Sustainable Development Goals (SDGs).

TPI delivers its mission through a mixed portfolio: i) services and training to individual organisations; ii) strategic collaborative programmes which engage multiple organisations to collectively drive forward the state of the art of partnering in specific areas; iii) foundational initiatives – major programmes delivered collectively with other organisations to build an enabling eco-system that can deliver partnerships at scale.

Page: 7

The Partnering Initiative Annual Report 2022-23

4.2. Foundational initiative: Partnership Accelerator for the 2030 Agenda

The Partnership Accelerator for the 2030 Agenda is a major programme with the United Nations Department of Economic and Social Affairs (UN DESA), along with UN Office for Partnerships (UNOP), UN Global Compact and UN Development Coordination Office. The programme works in two areas:

• Partnership platforms: supporting effective country-driven multi-stakeholder partnership platforms and mechanisms that can engage business and other stakeholders and catalyse partnerships for the SDGs; drawing out best practices and guidance to assist optimizing emerging platforms; and supporting a new generation of UN Resident Coordinators and country teams.

• Partnership skills and competencies: building capacity of relevant stakeholders to develop and implement partnerships for the SDGs, and to support organisations to develop their policy and strategy, systems and processes, legal agreements, and culture to support collaboration.

Activities and achievements over the financial year included:

Sri Lanka Partnerships Week to support implementation of the United Nations Sustainable Development Cooperation Framework in Sri Lanka through effective partnerships. The week included:

• The Sri Lanka Partnerships Forum , attended by the Minister for Finance, convened high-level representatives from business, the UN, civil society and the public sector to inspire multistakeholder collaborative action towards Sri Lanka’s development priorities, and plot out a roadmap for more systematic all-of-society collaboration;

• A partnering training / development hybrid workshop , on natural resource management, climate resilience and environmental sustainability, brought together all societal sectors, building skills and competencies for collaboration while brainstorming ideas for new partnerships in Sri Lanka;

• A training-of-trainers of UN staff responsible for the six results groups of the Cooperation Framework. The training built colleagues’ capacities to run their own partnership trainings in the future (including a training run two months’ later by the UN Resident Coordinators Office’s partnership lead).

Mexico: Supported the development of the partnership platform, Building Alliances for Innovation and Sustainable Territorial Development, as a follow-up to the 2022 Mexico Partnership Forum.

Mauritius and Moldova: Provided support to the development of national partnership landscape assessments in Mauritius and Moldova.

Asia-Pacific: Undertook a training and training-of-trainers of a network of ‘partnership accelerators’ to advance and cascade partnership knowledge in Small Island Developing States.

4.3. Strategic programmes and research

Partnering for Philanthropic Impact

TPI’s collaborative programme brings together foundations from around the world to develop good practice, build sector knowledge and support foundations to deliver more transformational impact through multi-stakeholder, multi-sectoral partnerships.

Page: 8

The Partnering Initiative Annual Report 2022-23

Porticus: Better Together? A study on the added value of collaboration in Porticus programmes

TPI conducted a high-level analysis of 14 Porticus programmes, investigating how funders can most effectively support impactful and transformational collaboration. The report identified four specific enablers of successful collaboration funded by philanthropy. These key enablers are linked to the important role of Programme Managers and Learning Partners; the need for thoughtful, iterative design for collaboration; allocation of dedicated resources to support the operational requirements of collaboration; and supportive institutional strategy and processes for programme approvals.

The report also identified the critical importance of strong partnership Monitoring, Evaluation, and Learning (MEL) approaches, highlighting the specific ways in which MEL could be further developed to support and measure successful collaboration.

Templeton World Charity Foundation (TWCF)

TPI worked closely with TWCF, designing and facilitating a workshop for major philanthropic research funders, to explore the concept of Collaborative Regional Research Hubs. The workshop involved exchanging experiences of foundations funding universities and research centres in low-income countries and collectively explored areas of potential future collaboration.

Wellcome

TPI is an ‘Accompanying Partner’ to the Wellcome Trust ‘Strategic Partnerships Team’, helping them to refine and operationalize the partnering approach of the team, as well as their support offer to the rest of the organisation. The initial phase involved creating a roadmap for how to strengthen Wellcome Trust’s partnering capacity/approach, followed up with specific work to develop a partnership typology, M&E framework/tools, partner selection process, and a ‘Partnership Practice Group’.

PPPPs for People and Planet

Public-private-philanthropy partnerships (PPPPs) are a powerful type of multi-stakeholder collaboration, with the potential to bring about systemic change. Philanthropy can play critical, diverse roles in such partnerships, enabling them to address complex challenges such as energy transition, climate adaptation and mitigation, food security, health, and education.

In 2023, TPI launched its programme with the World Association of Public Private Partnership Practitioners (WAPPP), PPPPs for People and Planet, supported by Laudes Foundation and the African Climate Foundation. The programme aims to develop and accelerate good practice for philanthropy to help drive transformative PPPPs through research, knowledge sharing and exchange, community building, and directly supporting PPPPs.

During the first phase of the programme, TPI undertook research looking at 46 PPPPs around the world to understand the impact they are having, the levers of change being utilised and the critical role of Philanthropy in injecting the ‘activation energy’ that makes them happen.

Unite to Ignite international campaign

The Partnering Initiative, UN DESA, Partnerships2030 (GIZ) and the Global Forum for National SDG Advisory Bodies undertook a joint campaign over the course of 2023 aimed at raising awareness and

Page: 9

The Partnering Initiative Annual Report 2022-23

challenging governments, funders and other stakeholders to invest in the critical enabling factors supporting the development, optimization and scale-up of multi-stakeholder partnerships in support of the SDGs and beyond.

The campaign included a major research programme looking at the state of partnership enabling factors around the world, and asked what is required for multi-stakeholder collaboration to thrive. The research included a global survey, desk research and interviews with partnership practitioners around the world. The insights were supplemented by side events at the ECOSOC Partnership Forum, the 2023 High-Level Political Forum on Sustainable Development, the 10th Asia-Pacific Forum on Sustainable Development, the 2023 Regional Forum on Sustainable Development in the ECE region, and the 2023 SDG Summit.

The campaign culminated in a Partnership Symposium held in the margins of the SDG Summit in September 2023 where the final report, Unite to Ignite: Accelerating the Transformational Power of Partnership for the SDGs and Beyond, was launched. The results were fascinating, demonstrating for the first time the critical need for professional partnering competencies, neutral facilitation support, and organisations to become institutionally ‘fit for partnering’. It also showed how current funding modalities are not supportive of partnerships The report identifies the necessary actions and investments governments, partnerships, funders, organisations of all kinds need to take to ignite a new, systematic wave of transformational collaboration.

Global Forum for National SDG Advisory Bodies

TPI continued to act as secretariat for the Global Forum, a network of national advisory bodies that promote national-level multi-stakeholder engagement in their government’s planning, implementation and reporting of the UN Sustainable Development Goals (SDGs). The secretariat supports members and strategic partners and provides mechanisms and advice to help members engage with each other and share learning. Its role is also to grow the network and encourage national governments to recognise the value of members’ activities and advice.

In the last year, the Global Forum has been able to fulfil its roles in two ways. Firstly, its activities have increased advisory bodies’ knowledge of good practice in progressing their mandates, and on how to operate efficiently. Secondly, the profile of advisory bodies has been built up, to help ensure their role, and its importance, are more visible to governments.

Activities included:

• TPI facilitated two communities of practice: 1) Using Voluntary Local Reviews (VLRs) to drive localization of the SDGs and inform Voluntary National Reviews (VNRs), and 2) Leave No One Behind (with a focus on youth). The communities of practice provided opportunities for peer to peer sharing of experiences and learning about how best to support national governments and processes in working towards the SDGs.

• Two knowledge documents have been produced based on multiple exchanges between members. These are a guide to ‘How to use multi-stakeholder advisory bodies to support an inclusive approach to VNRs and VLRs’ (July 2023) and a checklist on ‘How national governments can promote partnerships’ (September 2023).

Page: 10

The Partnering Initiative Annual Report 2022-23

• The Global Forum also invited individual members to contribute at learning events, such as an SDG learning, training and practice session arranged by the campaign partners in New York (July 2023), an ECOSOC partnership event (January 2023), a VNR Lab at the HLPF (July 2023), and a side event in the UN as part of the SDG Summit action weekend (September 2023).

• The Global Forum website, launched in June 2023, provides an accessible platform for all the accumulated knowledge from the network, including its flagship reports, guidance notes and information about its news and events. The new website is a showcase for Global Forum members and their achievements. It currently features profiles of 27 members.

School Partnerships for Impact

The School Partnerships Alliance (S.P.A.) was formed to build on the many formal and informal partnerships across state and independent schools, and work closely with schools to encourage collaboration and promote best partnering practice.

Commissioned by S.P.A., TPI undertook a research study and developed the School Partnerships for Impact Guide, which provides a common framework for collaboration, and serves as a call-to-arms for head teachers and administrators on the value and impact which can be created through effective partnering.

The findings revealed strong evidence of effective cross-sector school partnering across England and Wales, with almost all built on strong relationships and recognition of individual and collective needs and shared goals. The study noted there is tremendous potential to build on existing experience to create professional standards around partnering for the whole education sector.

TPI and the School Partnership Alliance (S.P.A.) launched the School Partnerships for Impact Guide on 24th January 2023, at the House of Lords.

Since publishing the report, TPI has worked closely with S.P.A. to develop a set of partnering tools to specifically support partnerships within the education sector, in particular between state and private schools, as well as other partners.

4.4. Services and support

Food and Agriculture Organisation (FAO)

TPI’s previous work with FAO involved helping the organisation to define ‘transformative partnerships’ and developing a guidance note setting out how to deliver this form of collaboration in practice.

This phase focused on socialisation of the guidance note. A major element of this work concerned the creation of an online, self-guided series of modules that took FAO colleagues through the aspects covered in the guidance note, including a visualisation of the partnership contribution to agrifood systems; the levers of change available through partnerships to create change in those systems; and the forms of added value created by those partnerships.

Two cohorts of staff were identified to receive further in-depth training following the completion of the online self-guided modules. These facilitated, interactive workshops enabled participants to contextualise and apply the materials from the guidance note in their specific programmes and

Page: 11

The Partnering Initiative Annual Report 2022-23

spheres of operation. The workshops also provided a significant opportunity for colleagues who would not normally work together to engage with a shared language around the topic of transformative partnership.

Cities Rise

citiesRISE was created in 2018 with the aim of improving the lives of one billion young people around the world through transformation of policy and practice of mental health and well-being, using cities as the key entry point for initiating systems change. In recognition of the fact that it has many existing partners and partnerships, and many potential new partners that would like to engage with citiesRISE, TPI was engaged to systematise citiesRISE’s partnerships, to prioritise which partners to engage with, and on what basis. Engaging through workshops in the US and South Africa, the project focussed on strengthening the Theory of Change for citiesRISE, identifying ideal future state on partnering and creating a results framework.

World Resources Institute Partnership Unit Support

In 2023, the globally renowned World Resources Institute (WRI) created a new partnerships unit, dedicated to building on WRI’s considerable legacy and ramping up WRI’s ambitions to collaborate more widely and with new actors for more transformational impact. TPI worked closely with the partnerships team and the Global Executive Team to understand current practice, help to create consensus around the future organisational ambition, the internal and external barriers and enablers and capability requirements, as well as making comparisons with experiences and good practice from other major organisations.

Heifer International

Heifer International has been working for over 75 years to end hunger and poverty – while protecting the environment – by supporting smallholder farmers and their communities. It currently operates in 21 countries across Africa, the Americas, and Asia.

Over the past few years, there have been shifts in its operating model, by diversifying sources of funding, ambition for greater impact, and a push towards wider collaboration, including with the private sector. The second significant shift has been the move towards regionalisation, and a degree of strategy-setting and decision-making moving closer to country-level implementation.

In the context of these strategic shifts, TPI was asked to undertake a review of Heifer’s approach to partnering and to provide a baseline on current practice. We undertook a fit for partnering exercise which covered Heifer’s partnership portfolio, its partnering culture, and staff skills and competencies.

Novo Nordisk

TPI continued its support to Novo Nordisk, working with the company to understand the institutional accelerators and barriers for collaboration, as well as helping to build professional competencies for collaboration.

Hope and Homes for Children

TPI designed and facilitated a session on strategic partnerships for Hope and Homes for Children as part of a workshop with senior managers to develop a new business plan. The session used TPI’s knowledge of transformational partnerships and collaborative advantage to help the participants develop and populate a partnership typology for their existing partnerships, as well as looking forward to future strategic collaboration.

Page: 12

The Partnering Initiative Annual Report 2022-23

Ripple Effect

TPI worked with the Ripple Effect (formerly Send a Cow) to support their UK Aid Match (FCDO) partnership "Living with Wildlife" throughout its lifecycle. The partnership focused on wildlife conservation and sustainable community livelihoods in the Murchison Falls National Park in Uganda. Ripple Effect teamed up with wildlife conservation charity Tusk and their local partner Uganda Conservation Foundation (UCF) to find solutions to human-wildlife conflict. Through initial partnership training and goal-setting, to regular workshops and a partnership review, the TPI team was able to support the partnership through the challenges of Covid and local climate change impacts. Thanks to the Living with Wildlife project, 38,000 people in the Murchison Falls area now have improved food security, increased livelihood opportunities, and more positive relations with Uganda Wildlife Authority.

Collaborative Partnership of Forests

TPI completed its assessment of the effectiveness and impact of the Collaborative Partnership of Forests (CPF). This is an informal, voluntary arrangement among 15 international organisations with substantial programmes on forests. Findings from the assessment, as well as recommendations, and suggestions for the way forward were included in the final report that was shared with FAO in December 2022, and at a meeting in Rome with all the partners, funders and key government partners.

World Food Programme (WFP)

TPI worked with the World Food Programme to review the implementation of their ‘partnership action plans’, which were intended to guide and maximise the contribution of partnership to WFP’s operations at country level. TPI undertook a major survey and document review, together with a series of consultation workshops, which resulted in suggested shifts to the design of the Partnership Action Plans (PAPs), bringing them much closer to overall country strategies, while also addressing ongoing relationship management processes through a separate but linked mechanism. This re-ordering of the PAPs helped to better integrate partnerships into established management systems, rather than partnerships being seen as a somewhat separate and parallel system.

Ethical Tea Partnership (ETP)

In addition to a number of training events with ETP (see section 4.5), TPI provided partnership health support to one of ETP’s partnerships.

Development Initiatives (DI)

Through two workshops with staff, TPI undertook a rapid diagnostic of DI’s organisational capacity to partner effectively. The main output was a framework for building strong partnerships aligning with best practice partnership working, along with guidance and tools for how to successfully manage each stage require to develop a partnership. A tool was also shared for scoping and defining the different types of partnerships DI may want to undertake, accompanied by a road map setting out what DI should aim to deliver or change to achieve their goals in partnership.

Wellcome Trust

TPI has been working with Wellcome Trust since August 2022, taking a flexible, long term ‘Accompanying Partner’ approach, to accompany the foundation on its journey to becoming a partnering powerhouse. TPI supports Wellcome to build its externally focused partnering function with strategic partners as well as its internal partnering support role, and supporting the foundation to become an inclusive partner of choice.

Page: 13

The Partnering Initiative Annual Report 2022-23

Work in this financial year included: the development of a partnership typology, a tool and process for assessing and selecting potential strategic partners, development of a partnership M&E framework and added value and health check tools. TPI also supported a partnership community of practice and undertook a research piece on public-private-philanthropy partnerships (PPPPs) for Climate and Health.

TPI undertook a broad ‘Power and Partnerships’ scoping study across the philanthropy landscape, looking at approaches and strategies being adopted by peers to partner equitably and globally; approaches and strategies being advocated, regarding access to funding and equitable partnership opportunities; a set of recommendations for Wellcome Trust’s equitable partnering approach; recommendations for leveraging Wellcome Trust’s influence and resources to support wider change. In line with Wellcome Trust’s ambition to lead on Equity, Diversity and Inclusion, TPI undertook a review of EDI documents and developed a set of EDI metrics.

World Vision

TPI has been working with World Vision over a number of years, as an accompanying partner, to support their organisational development approach to becoming a Partner of Choice, in particular through supporting strategic and effective partnering at all levels and building internal partnering capabilities throughout the organisation. In 2023, TPI provided support in conducting interviews and analysis of interview data for a Partner of Choice review (based on TPI’s Fit for Partnering approach) for World Vision Mali and World Vision DRC.

4.5. Open and tailored trainings

Open training

TPI continued to develop and deliver its flagship Building Effective Partnerships for Development open training course, aimed at individual partnership practitioners. The online training combines virtual group sessions with inter-module assignments, to be completed individually or in groups. These assignments are designed to provide space for both individual reflection and the opportunity to take the tools, frameworks and concepts covered in the sessions and apply them to their personal partnering context.

In 2022-23 TPI held 4 Building Effective Partnerships for Development courses, open for partnership practitioners from any global region or sector. The value of these online facilitated courses continues to be evident in the wide range of participants, allowing knowledge sharing among practitioners with both strong ‘on the ground’ experience and those with a more strategic outlook, leading to lively discussions and effective and interesting group work.

TPI also delivered a range of trainings on a variety of topics to individual organisations, including:

United Nations System Staff College (UNSSC)

TPI has been a partner with UNSSC since 2007, and we are delighted to provide the partnership sessions into a range of UNSSC courses. In 2022/23, courses included the UN Secretariat Executive Management Programme,

CIFF

TPI continued its work with CIFF, delivering the second in a series of training courses designed to support CIFF’s new people strategy and leadership behaviour framework which include collaboration across the organisation and strengthening external partnerships. This new Building Effective Relationships course develops competencies to support effective relationships, both internally and in

Page: 14

The Partnering Initiative Annual Report 2022-23

external partnerships. Following internal scoping, a programme of seven modules was developed including mapping collaborative landscapes, influencing with and without power, dealing with conflict and challenges, effective negotiation, facilitation skills, and an introduction to collaborative leadership.

Ethical Tea Partnership

TPI has worked with ETP to build the partnering capacity of its UK and regional office staff over the last two years. TPI originally design and delivered a six-session tailored online course for two training cohorts in 2021 and followed this with the delivery of a two day in-person tailored course for a third cohort in December 2022. Both the online and in-person course were designed to provide staff with a common language and understanding around the principles of effective partnering using context specific examples and scenarios. Later in 2023 TPI will be hosting an online workshop for all course participants to take a deeper dive into some of the challenges identified in the in-person course.

Mennonite Economic Development Associates

In March of 2023, TPI worked with MEDA, an international economic development organisation that creates business solutions to poverty, to design and deliver online facilitated training programme. This 6-session course was designed to support MEDA’s strategic partnerships work in agri-food market systems, focussing primarily on women and youth in rural communities in the Global South. The course brought together established partnership theory and practice alongside specific sessions to build understanding of MEDA’s potential value as a ‘partner of choice’ and how to contextualise the course learning to feed directly into MEDA’s country strategies.

SIOC-CDT

In August 2023 TPI worked with the Sishen Iron Ore Company-Community Development Trust, established to invest in the development of communities in which Kumba Iron Ore Limited operates. Focussing primarily on the foundational aspects effective partnership, participants in this two day inperson course, undertook group work aimed at building understanding around the opportunities of cross-sectoral partnerships, including partnership and engagement with local communities.

4.6. Outreach

Global policy influence through the Partnership Accelerator

Much of TPI’s outreach, aiming to build global understanding of partnerships for sustainable development and the need to invest in the capabilities and enabling environment to make partnerships happen was undertaken through the Partnership Accelerator activities described above.

Philea ‘What if? Reimagining Philanthropy’ Event

In November 2022, TPI had the pleasure of co-hosting Philea’s fifth “What if? Reimagining Philanthropy” event, together with Jacobs Foundation, on how funders can support partnership in efforts to drive systems change. With speakers and participants from both philanthropy and civil society, the discussions highlighted some of the challenges and opportunities facing funders with ambitions to partner more effectively and equitably in pursuit of systems change.

Watch and Jewellery Initiative 2030

In November 2022, TPI Executive Director Darian Stibbe was an Independent Observer at the inaugural members meeting of the Watch and Jewellery Initiative 2030 (WJI) in Paris, providing commentary and inputs on best practice partnering. The Initiative comprises a vast group of luxury goods brands and ‘maisons’ including Kering and Cartier (founding members), along with Chanel, Pandora and Gucci

Page: 15

The Partnering Initiative Annual Report 2022-23

among others. The collective mission of the initiative is to create a fully sustainable watch and jewellery industry that is resilient to climate change, preserves resources and fosters inclusiveness. By bringing together a core group of progressive companies and fostering collective action, the WJI aims to support a transformation in industry practice.

PPPPs WAPPP and TPI roundtable

On the 7[th] of September 2023, building on WAPPP’s Philanthropy Forum discussions, TPI hosted the roundtable event “Public-Private-Philanthropy Partnerships for People and Planet - Meet pioneers of transformative PPPPs” which delved deeper into the vital intersection of the public, private, and philanthropy sectors in tackling today’s significant global challenges, including climate change, health crises, food scarcity, digital exclusion, and just transition.

The event was moderated by Max von Abendroth and attended by global leaders who are initiating, facilitating and leveraging impact of PPPPs for people and planet from the likes of UNICEF, The World Bank and the Connect Humanity Fund.

SDG Partnership Symposium – Unleashing the power of MSPs

On September 17th, 2023, the SDG Partnership Symposium was held in New York City on the eve of the 2023 SDG Summit. The subject of the event was addressing challenges and solutions for unleashing the power of multi-stakeholder partnerships (MSPs) to achieve the Sustainable Development Goals (SDGs) and climate goals.

TPI's Executive Director, Darian Stibbe, presented the study "Shifting the System: How to Unleash the Power of Partnership for the SDGs and Climate Action" during the Symposium. The study's findings, based on a global survey and interviews, highlighted the need for professionalizing partnering skills, optimizing organisational setups for collaboration, adjusting funding models, and establishing multistakeholder partnership platforms.

UNDP Climate Finance Network Webinar on Philanthropy for Climate Action

On the 6[th] of September 2023, the UNDP Climate Finance Network organised a webinar titled "Philanthropy for Climate Action." The event aimed to showcase opportunities for utilising philanthropy as an alternative source of climate finance, especially for adaptation and resilience in the Asia-Pacific region. TPI was part of the panel of speakers, along with representatives from organisations like the World Economic Forum and the Asian Venture Philanthropy Network, where they highlighted the potential of philanthropy in bridging the climate finance gap and facilitating philanthropic giving for climate action.

Workshop with European Community Foundation Initiative

On June 29th, 2023, TPI delivered a partnership workshop at the European Community Foundation Initiative (ECFI) network meeting in London. The subject of the event focused on partnering for the Sustainable Development Goals (SDGs), where TPI presented its framework for philanthropic partnering approaches. TPI's role was to introduce this framework consisting of four partnership models foundations can adopt, facilitate discussions on how these models resonate with the work of community foundations in Europe, and explore how community foundations' unique insights and partnership approaches can contribute to achieving the SDGs through effective collaborations.

Partnerships for a sustainable future - Alliance Magazine publication

Partnerships for a sustainable future: Philanthropy’s emerging role in public-private collaboration , written by Anna Hirsch-Holland and Max von Abendroth, was published in Alliance Magazine in April 2023. The article discusses TPI's emerging role in promoting public-private-philanthropy partnerships (PPPPs) for addressing global challenges such as climate change and inequality. It mentions that, in April, TPI

Page: 16

The Partnering Initiative Annual Report 2022-23

hosted a virtual session to explore examples of PPPPs at local, national, and global levels, with the aim of understanding their potential for scalable impact.

4.7. Future plans

TPI will continue to provide services and training, build on existing programmes, and develop new major initiatives to scale up our impact.

2030 Agenda Partnership Accelerator

TPI’s future plans as part of the Partnership Accelerator include:

• A programme of activities to support partnering in Small Island Developing States (SIDS). This will include training and workshops in Bangkok, as well as policy inputs into the SIDS 4 conference in 2024 where we will launch a paper on a revised SIDS Partnerships Framework;

• Continued support to country offices and trainings.

Global Forum for National SDG Advisory Bodies

TPI will continue to support the Global Forum as its secretariat, while piloting a distributed model with regional network facilitators in Latin America and Africa. We plan to hold a Steering Committee meeting in Oxford in January 2024, and support a number of Forum events at the UN’s High Level Political Form (HLPF) in New York in July 2024.

Partnering for Philanthropic Impact

TPI will continue and expand its work towards a step change within philanthropy, maximising its transformational impact through engaging in, and supporting, multi-stakeholder collaboration.

With the continued support of Laudes Foundation and the African Climate Foundation, we plan to complete the first phase of the Public Private Philanthropy Partnership research project, with the launch of the report: ‘Systems Change Activation: Empowering philanthropy’s catalytic role in transformational PPPPs’ in December 2024.

The next phase will involve disseminating research findings through our global partners (WAPPP, WINGS) and regional philanthropy associations (AVPA for Africa, AVPN for Asia, Latimpacto for Latin America and Philea for Europe) through virtual and in-person events. We will also undertake a needs assessment to better understand philanthropy’s ambitions, constraints and needs to engage in partnerships for systems change, to input into the design of the next phase of the programme.

Finally, we will be providing direct support to, and developing cases studies of, a number of PPPPs and drawing out learning for the wider sector.

Network of partnership support organisations

Since its inception TPI has sought to work with nationally-based partnership support organisations, including ALIARSE in Costa Rica, Global CAD in Spain and Out of the Box in Lebanon / Kenya. As part of our new strategy we have sought to be more proactive in building a network of these organisations. There are now around eight of these organisations that have all contacted TPI for support and we are looking for ways to support this emerging network, for example through offering expert guidance on effective partnership support strategy and business models for social enterprises.

Page: 17

The Partnering Initiative Annual Report 2022-23

Open training

TPI will continue to facilitate its flagship Building Effective Partnerships for Development open training course for individual partnership practitioners, and aims to re-introduce in-person courses, hosted in the Global South, in additional to continuing facilitated online learning.

Over the next few years TPI also aims to build on its current open training course options, utilising TPI’s programmatic experience and materials developed across its tailored training programmes to include increased focus on relationship building and masterclasses on building more advanced skills.

The Transformational Partnership Academy

TPI will continue to develop its concept for The Transformational Partnership Academy seeks to empower a revolution in the professionalization of partnering and so dramatically improve the efficiency and transformational impact of collaboration worldwide. Our vision is a standards-based revolution in partnering practice at three levels: Individuals will have the necessary professional skills and competencies; Organisations will be institutionally fit for partnering – i.e. they will have the right strategy, leadership, systems and processes, staff capability and, essentially, a culture that multiplies opportunities and accelerates collaboration; Partnerships will operate to best practice standards, delivering the greatest impact and providing the best return on investment to funders and partners.

5. ADMINISTRATION

5.1. Public benefit

The Trustees have complied with their duty to have due regard to the guidance on public benefit published by the Charity Commission in exercising their powers and duties.

5.2. Financial review

The results of the charity for the year can be seen on page 24.

5.3. Reserves policy

The Partnering Initiative aims to maintain in reserve six months’ worth of operating costs (approximately £300k), along with a development budget for creating new cutting-edge programmes or investing in the organisation. As of 30th September 2023, free reserves held were £364,756, which the Trustees deem acceptable.

Page: 18

The Partnering Initiative Annual Report 2022-23

6. STATEMENT OF TRUSTEES’ RESPONSIBILITIES

The Trustees (who are also directors of The Partnering Initiative for the purposes of company law) are responsible for preparing the Trustees’ Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for the year. In preparing these financial statements, the Trustees are required to:

• select suitable accounting policies and then apply them consistently;

• observe the methods and principles in the Charities SORP 2019 (FRS 102);

• make judgements and estimates that are reasonable and prudent;

• state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements;

• prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the Trustees are aware:

• there is no relevant audit information of which the charitable company’s auditor is unaware; and

• the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

This report has been prepared having taken advantage of the small companies’ exemption in the Companies Act 2006.

This report was approved by the Board, 21[st] June 2024.

Katherine Hartley Chair of Trustees

Page: 19

The Partnering Initiative Annual Report 2022-23

7. INDEPENDENT AUDITORS’ REPORT TO THE MEMBERS OF THE PARTNERING INITIATIVE

7.1. Opinion

We have audited the financial statements of The Partnering Initiative (the ‘charitable company’) for the year ended 30[th] September 2023 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement, and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

• give a true and fair view of the state of the charitable company’s affairs as at 30th September 2023, and of its incoming resources and application of resources, including its income and expenditure (including income from the United Nations and related expenditure), for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

7.2. Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

7.3. Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company’s ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Page: 20

The Partnering Initiative Annual Report 2022-23

7.4. Other information

The trustees are responsible for the other information. The other information comprises the information included in the trustees’ annual report, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

7.5. Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

• the information given in the trustees’ report (incorporating the directors’ report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the directors’ report has been prepared in accordance with applicable legal requirements.

7.6. Matters on which we are required to report by exception

In the light of our knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or

• the financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of directors’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit; or

• the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemptions in preparing the directors’ report and from the requirement to prepare a strategic report.

Page: 21

The Partnering Initiative Annual Report 2022-23

7.7. Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 19, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

7.8. Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The specific procedures for this engagement and the extent to which these are capable of detecting irregularities, including fraud are detailed below:

• Enquiry of management and those charged with governance around actual and potential litigation and claims;

• Enquiry of management and those charged with governance to identify any instances of non-compliance with laws and regulations;

• Reviewing minutes of meetings of those charged with governance;

• Reviewing financial statement disclosures and testing to supporting documentation to assess compliance with applicable laws and regulations;

• Performing audit work over the risk of management override of controls, including testing of journal entries and other adjustments for appropriateness, evaluating the business rationale of significant transactions outside the normal course of business and reviewing accounting estimates for bias.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater

Page: 22

The Partnering Initiative Annual Report 2022-23

regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

7.9. Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Benjamin Hayes BSc FCA (Senior Statutory Auditor)

21[st] June 2024

For and on behalf of Wenn Townsend Chartered Accountants, Statutory Auditor

30 St Giles Oxford OX1 3LE

Page: 23

The Partnering Initiative Annual Report 2022-23

8. FINANCIAL STATEMENTS

8.1. Statement of Financial Activities (including Income and Expenditure Account) for the period ended 30[th] September 2023

Income from: Note Charitable activities 2 Total income Expenditure on: Charitable activities 3 Total expenditure Net movement in funds Balances b/f at 1stOctober 22 Balances c/f at 30thSeptember 23	Unrestricted funds 2023 £ Restricted funds 2023 £ Total funds 2023 £ Total funds 2022 £ 717,738 177,367 895,105 874,939
	717,738 177,367 895,105 874,939
	697,679 177,367 875,046 791,198
	697,679 177,367 875,046 791,198
	20,059 - 20,059 83,741
	344,697 - 344,697 260,956
	364,756 - 364,756 344,697

All income and expenditure derive from continuing activities.

The statement of financial activities includes all gains and losses recognised during the year.

The notes, section 8.5, page 27, form part of the financial statements.

Page: 24

The Partnering Initiative Annual Report 2022-23

8.2. Balance Sheet as at 30th September 2023

	Notes	2023	2022
		£	£
Current assets
Debtors	6	429,084	378,206
Cash at bank and in hand		41,377	95,653
		──────	─────
		470,461	473,859
Creditors: falling due within one year	7	(105,705)	(129,162)
		──────	──────
Net current assets		364,756	344,697
		──────	─────
Net assets		364,756	344,697
Funds:
Unrestricted funds
General funds		364,756	344,697

8.3. Board approval

These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime.

The financial statements were approved and authorised for issue by the trustees on 21[st] June 2024 and signed on their behalf by:

Marta Garcia Treasurer

The notes, section 8.5, page 27, form part of the financial statements.

Page: 25

The Partnering Initiative Annual Report 2022-23

8.4. Statement of cash flows for the year ended 30[th] September 2023

Reconciliation of net income to net cash flow from operating activities Net income for year Increase in debtors (Decrease) / increase in creditors Net cash flow from operating activities Net increase / (decrease) in cash and cash equivalents Cash and cash equivalents at 1st October 2022 Cash and cash equivalents at 30th September 2023		2023 £ 20,059 (50,878) (23,457) (54,276) (54,276) 95,653 41,377	2022 £ 83,741 (181,669) 56,733
			(41,195)
			(41,195)
			136,848
			95,653

The notes, section 8.5, page 27, form part of the financial statements.

Page: 26

The Partnering Initiative Annual Report 2022-23

8.5. Notes forming part of the financial statements for the period ended 30th September 2023

1. Summary of significant accounting policies

a) General information and basis of preparation

The Partnering Initiative is a charitable company limited by guarantee and is incorporated in England. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The address of the registered office is given in the charity information in these financial statements. The nature of the charity’s operations and principal activities are detailed in the Trustees’ Report.

The charity constitutes a public benefit entity as defined by FRS 102. The financial statements have been prepared in accordance with Accounting Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland issued in October 2019, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102), the Charities Act 2011, the Companies Act 2006 and UK Generally Accepted Accounting Practice.

The financial statements are prepared on a going concern basis under the historical cost convention modified to include certain items at fair value. The financial statements are prepared in sterling which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest pound sterling.

The significant accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all years presented unless otherwise stated.

b) Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the charity and which have not been designated for other purposes.

c) Income recognition

All income is included in the Statement of Financial Activities (SoFA) when the charity is legally entitled to the income after any performance conditions have been met, the amount can be measured reliably and it is probable that the income will be received.

The charity receives government grants in respect of the Coronavirus Job Retention Scheme. Income from government and other grants are recognised at fair value when the charity has entitlement after any performance conditions have been met, it is probable that the income will be received and the amount can be measured reliably. If entitlement is not met then these amounts are deferred.

Project grants and service contract fees are included as income where any work involved has been undertaken by the period end date. Any income received in advance is deferred until associated costs are incurred and based on the level of completion of the project.

Gifts in kind donated for distribution are included at valuation and recognised as income when they are distributed to the projects. Gifts donated for resale are included as income when they are sold. Donated facilities are included at the value to the charity where this can be quantified

Page: 27

The Partnering Initiative Annual Report 2022-23

and a third party is bearing the cost. No amounts are included in the financial statements for services donated by volunteers.

d) Expenditure recognition

All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. Expenditure is recognized where there is a legal or constructive obligation to make payments to third parties, it is probable that the settlement will be required and the amount of the obligation can be measured reliably.

Irrecoverable VAT is charged as an expense against the activity for which expenditure arose.

Fund-raising costs are those incurred in seeking voluntary contributions and do not include the costs of disseminating information in support of the charitable activities. Support costs are those costs incurred directly in support of expenditure on the objects of the charity and include project management. Governance costs are those incurred in connection with administration of the charity and compliance with constitutional and statutory requirements.

e) Foreign currencies

Foreign currency transactions are initially recognised by applying to the foreign currency amount the spot exchange rate between the functional currency and the foreign currency at the date of the transaction.

Monetary assets and liabilities denominated in a foreign currency at the balance sheet date are translated using the closing rate.

f) Employee benefits

When employees have rendered service to the charity, short-term employee benefits to which the employees are entitled are recognised at the undiscounted amount expected to be paid in exchange for that service.

The charity operates a defined contribution plan for the benefit of its employees. Contributions are expensed as they become payable.

g) Debtors and creditors receivable/payable within one year

Debtors and creditors with no stated interest rate and receivable or payable within one year are recorded at transaction price. Any losses arising from impairment are recognised in expenditure.

h) Tax

The charity is an exempt charity within the meaning of Schedule 3 of the Charities Act 2011 and is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes.

i) Going concern

The financial statements have been prepared on a going concern basis as the trustees believe that no material uncertainties exist. The trustees have considered the level of funds held and the expected level of income and expenditure for 12 months from authorizing these financial statements. The trustees have included an assessment of the impact of COVID-19 as part of this assessment. The budgeted income and expenditure is sufficient with the level of reserves for the charity to be able to continue as a going concern.

Page: 28

The Partnering Initiative Annual Report 2022-23

2. Income from charitable activities

come from charitable activities
	2023	2022
	£	£
Service contract fees	342,401	495,784
Programmes	420,422	212,818
Training courses	123,019	166,337
Grants	8,484	-
Other income	779	-
	─────	─────
	895,105	874,939

Total restricted income included in the above is £177,367 (2022: £22,139).

3. Charitable activities

Consultancy Wages and salaries Grants Venue hire Travel & accommodation Rent and rates Website & IT costs Marketing, postage & stationery Telephone Bank charges Insurance General expenses Audit fees Foreign exchange (gains)/losses	Direct charitable costs £ 218,638 376,040 8,559 7,846 33,598 - 696 468 - - - 1,021 - 8,808	Indirect charitable costs £ Total 2023 £ Total 2022 £ Core organisational Governance* 2,578 - 221,216 311,066 134,662 15,153 525,855 428,589 - - 2,893 - - - 8,559 7,846 36,491 - - 17,745 23,317 - 23,317 26,828 8,316 - 9,012 11,838 7,341 - 7,809 1,486 1,160 - 1,160 1,220 3,281 - 3,281 3,817 839 - 839 1,164 11,550 13 12,584 19,441 - 3,900 3,900 4,073 3,977 392 13,177 (36,069)
	655,674	199,914 19,458 875,046 791,198

*Core organisational costs include all non-programme-attributable costs including administration, policy engagement, new programme research and development, unfunded knowledge product generation, communication and dissemination.

Total restricted expenditure included in the above is £177,367 (2022: £22,139).

Page: 29

The Partnering Initiative Annual Report 2022-23

4. Trustees' and key management personnel remuneration and expenses

During the year, no Trustees received any remuneration or other benefits (2022: £nil).

During the year, expenses totalling £102 were reimbursed to one Trustee (2022: £nil).

The total amount of employee benefits received by key management personnel was £232,932 (2022: £218,961). The Trustees consider the charity’s key management personnel comprise the Board of Trustees, the Chief Executive, and the senior management team.

5. Staff costs

	2023	2022
	£	£
Wages and salaries	395,051	350,627
Social security costs	38,604	33,849
Pension costs	92,200	44,113
	─────	─────
	525,855	428,589

The number of employees whose emoluments as defined for taxation purposes amounted to over £60,000 in the year was as follows:

£60,000 in the year was as follows:
	2023	2022
Number	Number
£80,001 - £90,000	1	-
£90,001 - £100,000	-	1

The average number of employees, calculated on a full-time equivalent basis, analysed by function was:

	2023	2022
	Number	Number
Charitable activities	8	7
Management and administration of the charity	2	2
	─────	─────
	10	9
6. Debtors
	2023	2022
	£	£
Grants and fees receivable	127,524	279,886
Prepayments and accrued income	301,541	98,301
Other debtors	19	19
	─────	─────
	429,084	378,206

Page: 30

The Partnering Initiative Annual Report 2022-23

7. Creditors: amounts falling due within one year

editors: amounts falling due within	one year
	2023	2022
	£	£
Trade creditors	19,958	51,501
Accruals and deferred income	57,453	49,838
Other tax and social security	28,294	27,823
	─────	─────
	105,705	129,162

8. Restricted funds

	At 1st				At 30th
	October				September
	2022	Income	Expenditure	Transfers	2023
	£	£	£	£	£
Global Forum (GIZ)	-	101,982	(101,982)	-	-
PPPP	-	66,901	(66,901)	-	-
CSSI	-	8,484	(8,484)	-	-
Total restricted	-	177,367	(177,367)	-	-
funds

Global Forum (GIZ)

Secretariat services for the Global Forum for National SDG Advisory Bodies.

PPPP

Public Private Philanthropy Partnership research programme.

CSSI

Funding to support the hosting of the Cross-sector Social Interactions conference (Cape Town, April 2024), and travel bursaries for a number of participants.

In the prior year, restricted funds related to funds from GIZ for the Global Forum Project. €42,437 (£36,719) was received in September 2022, with £15k deferred as at 30th September 2022 and recognised in the current year.

9. Related parties

There were no related party transactions in the current or preceding year.

Page: 31

THE PARTNERING INITIATIVE 21b Park End Street Oxford OXIIHU United Kingdom Phone: [phone] WWW: TPlglobal.org Twitter: @TPl9lobal Linkedln: The Partnering Initiative Charity number. 1154259