Abstract
This chapter presents three very different partnership cases. The first focuses on partnerships among Rabobank, the second largest Dutch bank known for investments in food and agriculture worldwide, and two NGOs who worked with it to develop a climate-neutral credit card and to improve its investment portfolio’s carbon footprint. The second case addresses the collaborative design of a relicensing process for hydroelectric plants regulated by the U.S. Federal Energy Regulatory Commission (FERC). To improve the efficiency and equity of the relicensing process, FERC engaged in a collaborative governance process with stakeholders that produced new, widely legitimate relicensing procedures. The third reviews the IMF’s extended effort to build a partnership to address conflict over water contamination by a Peruvian gold mine. With many diverse local stakeholders and a resistant mining firm, this partnership struggled to achieve its goals. The case emphasizes the role of conveners, raising questions about partnering across power differences.
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