Abstract: The purpose of this presentation is to describe an effective model of non-government organization (NGO) and industry collaboration, the achievements experienced by the partnership, and the lessons learned. The authors represent, respectively, the NGO, industry, and third-party consultant. The presentation draws upon the experiences of the authors in this successful, on-going partnership as well as research and experiences in other partnerships, both successful and not-so successful. These are used to extrapolate factors differentiating successful from unsuccessful partnerships as well as guiding principles for effective partnerships. There is growing interest in collaboration between industry and NGOs and acknowledged common interests and mutual benefits. Unfortunately, there are perhaps more examples of failed partnerships than successful ones. This presentation discusses the example of a successful partnership between the Canadian Breast Cancer Network (CBCN) and Janssen-Ortho Inc. (JOI) in Canada. For CBCN, the success factors were: clearly-defined organization mission and goals; innovative leadership that remained accountable to the membership at every step; and adequate source of non-industry funding. Some of the key success factors for JOI were: dedicated team within JOI to develop community partnerships; extensive and NGO experience of key members of JOI team; mutually-developed, agreed-upon, and beneficial goals and outcomes; and commitment to CBCN beyond financial support. Finally, another success factor was the availability of third-party facilitators and consultants who were accountable equally to the NGO and the industry partner. Achievements were: advocacy training workshops and materials, fund-raising and public awareness initiatives, development of educational materials, and identification of potential supporters. Based on this experience and others studied, some of the guidelines for partnership that emerged were: clear terms of engagement; incremental approach that allowed for development of trust and understanding; mutually-defined goals and objectives for each project; and control over the relationship (established boundaries and ability to terminate, at will). Written agreements were not as important as mutual respect and open communications.