Before seeking a partnership, one should do their research and find out who to communicate it to in the organization. E.g in emails, one could cc the head of the organization and also the head of linked departments if you have their contact details to ensure you have the right people on the table.
Documentation of every stage of the partnership is important as it ensures that in case any of the partners switch roles, those present and incoming can easily follow through and take up the duties as expected.
It is important that a right person is given the responsibility to the partnership. That means it to be people in leadership or middle management, who have a direct effect on the activities through the partnership. This way they plan better to improve the partnership approach. Also, it is important to keep the internal team update about the partnership thus, minuting all the decisions by the team leader is important.
SDG-3: Good health. As health projects mostly need technical know-how of the subject. Hence, instead of the CEO, it is better to have an expert for the partnership like the health worker if the funding is limited
Depending on the nature of the partnership, a representative who has very good communication, people management and time management skills should be given the responsibility to be the point of contact from an organization for that partnership goals to be achieved.
As recommended by the OECD partnering guidelines, the co-ordinators of the partnership shoud be nominated by the partners. A partner should bring a specific asset and knowledge to the table to act for the common partnership objective (have a deep understanding of the situation and be willing to collaborate) but should also have a minimal personal motivation to join this partnership effort; as well as certain skills in terms of working in a diverse team. Also, when the candidate is selected (or even before), rules of conduct should be established for all partners to abide by them (e.g. good communication between actors, regular attendance of meetings, continuity of personnel, regular transfer of information among the partners).