Good practice in partnerships for international development

Welcome toWelcome toa 1-day coursea 1-day course

“Effective Southern “Effective Southern Partnerships”Partnerships”2828thth February 2011 February 2011NIDOS Training ProgrammeNIDOS Training Programme

EdinburghEdinburgh

www.nidos.org.uk

AgendaAgenda 9.309.30 RegistrationRegistration 10.0010.00 Introductory SessionIntroductory Session 10.1510.15 What is partnership all about?What is partnership all about? 10.5010.50 Partnerships and PowerPartnerships and Power 11.1511.15 BreakBreak 11.3011.30 Setting up PartnershipsSetting up Partnerships 12.4512.45 LunchLunch 1.451.45 Partnerships in realityPartnerships in reality 3.00 3.00 BreakBreak 3.153.15 Tips and final questionsTips and final questions 4.304.30 Reflection and evaluationReflection and evaluation 4.454.45 CloseClose

Aims of the dayAims of the day To consider the meaning of the term ‘partnership’ To consider the meaning of the term ‘partnership’

and look at examples of how it is and isn’t applied and look at examples of how it is and isn’t applied in reality.in reality.

To discuss the challenges/benefits of working with To discuss the challenges/benefits of working with multiple partners.multiple partners.

To look at strategies and tools for managing To look at strategies and tools for managing different forms of partnerships.different forms of partnerships.

To explore how to cultivate a shared learning To explore how to cultivate a shared learning environment when working in partnership.environment when working in partnership.

Session 2Session 2

What is partnership all What is partnership all about?about?

““A partnership is a relationship A partnership is a relationship between parties to accomplish a between parties to accomplish a

common goal.”common goal.”

On your own…On your own…

Think of a good partnership in your life at Think of a good partnership in your life at the moment. What makes it work so well?the moment. What makes it work so well?

Jot your thoughts down on a piece of paper. Jot your thoughts down on a piece of paper.

On your own…On your own…

Think of a bad partnership in your life at the Think of a bad partnership in your life at the moment. What makes it difficult?moment. What makes it difficult?

Jot your thoughts down on a piece of paper.Jot your thoughts down on a piece of paper.

Background on partnershipsBackground on partnerships Many NGOs like the idea of a partnership. It gets talked about a lot. Many NGOs like the idea of a partnership. It gets talked about a lot. INTRAC research with ten European NGOs - all said that they see INTRAC research with ten European NGOs - all said that they see

working with Southern Partners as a key pillar of their developmental working with Southern Partners as a key pillar of their developmental approach (INTRAC)approach (INTRAC)

The EU also prefer a partnership approach, i.e. a ‘network’ of NGOs.The EU also prefer a partnership approach, i.e. a ‘network’ of NGOs. Some NGOs see the term ‘partnership’ as too idealistic and prefer to Some NGOs see the term ‘partnership’ as too idealistic and prefer to

use the term ‘partner cooperation’. In some circles, partnerships is use the term ‘partner cooperation’. In some circles, partnerships is also synonymous with ‘alliance’ or ‘network’ (seems popular also synonymous with ‘alliance’ or ‘network’ (seems popular currently).currently).

Partners can be internal (i.e. branches of the same organisation) or Partners can be internal (i.e. branches of the same organisation) or external (i.e. separate organisations).external (i.e. separate organisations).

Ultimately, we cannot do our work without partners. Two NGOs Ultimately, we cannot do our work without partners. Two NGOs working together should accomplish more than two working apart. working together should accomplish more than two working apart.

But, how do we work most effectively with our partners, and how do But, how do we work most effectively with our partners, and how do we avoid some of the common pitfalls?we avoid some of the common pitfalls?

Think about where you Think about where you work…work…

Does your organisation work Does your organisation work with partners? If so, which with partners? If so, which

ones?ones?

Current thinkingCurrent thinking1.1. There is a move away from a There is a move away from a project focus project focus to a to a partner focuspartner focus, i.e. From discrete, , i.e. From discrete,

piecemeal interventions to strategic, result-orientated ways of working together (See piecemeal interventions to strategic, result-orientated ways of working together (See World Vision Partnership agreement as an example).World Vision Partnership agreement as an example).

2.2. The old or traditional model of partnerships, i.e. Revolving around one-off time-The old or traditional model of partnerships, i.e. Revolving around one-off time-bound project funding, is being replaced by networks /alliances/partnerships which bound project funding, is being replaced by networks /alliances/partnerships which go beyond funding. The trend is for partnerships which go beyond financial aid and go beyond funding. The trend is for partnerships which go beyond financial aid and those which aim to ‘do no harm’.those which aim to ‘do no harm’.

3.3. There is shift away from being operational to working alongside S-partners.There is shift away from being operational to working alongside S-partners.

4.4. There seems to be a trend away from service delivery to advocacy and policy There seems to be a trend away from service delivery to advocacy and policy influence. This is positive in terms of partnership, as it offers more equality and influence. This is positive in terms of partnership, as it offers more equality and mutual benefit. mutual benefit.

5.5. Value the partner. Ask ‘What can we do for you?’ (e.g. S-NGO provides photos, Value the partner. Ask ‘What can we do for you?’ (e.g. S-NGO provides photos, stories and N-NGO provides access to international networks, resources)stories and N-NGO provides access to international networks, resources)

6.6. Role of N-NGO is changing and funding is being given directly to S-NGOs. So, what is Role of N-NGO is changing and funding is being given directly to S-NGOs. So, what is role of N-NGO beyond channelling of funds? What is the added value of N-NGOs? role of N-NGO beyond channelling of funds? What is the added value of N-NGOs? There is a need for N-NGOs to develop greater clarity in terms of the purpose and There is a need for N-NGOs to develop greater clarity in terms of the purpose and nature of individual partnerships.nature of individual partnerships.

7.7. Partnerships can become more balanced as both partners become stronger in Partnerships can become more balanced as both partners become stronger in articulating their needs and what they can both offer.articulating their needs and what they can both offer.

8.8. The aim is to see partnerships between two strong autonomous organisations.The aim is to see partnerships between two strong autonomous organisations.

Discuss in pairs:Discuss in pairs:

Choose one partner. What (i) Choose one partner. What (i) benefits and (ii) problems benefits and (ii) problems

have you noticed have you noticed whilst working with this partner?whilst working with this partner?

Write each point on a separate piece of card.Write each point on a separate piece of card.

Group people according to their answers previously. Similar experiences with Group people according to their answers previously. Similar experiences with internal/external participants go together.internal/external participants go together.

Overcoming common pitfalls…Overcoming common pitfalls…

Common Problems

Possible solutions

Capacity mismatch (i.e. partners have different skills and are different in size)

Carry out a good assessment prior to establishing a partnership with any NGO/CBO.

Both or one NGO(s) doesn’t live up to expectations

Ensure all roles/resp are documented clearly, e.g. in a MoU. Enter into short-term agreements (which are renewable).

Cross-cultural issues cause misunderstanding

Have a ‘partnership approach’ to working, e.g. be open, communicate clearly (in writing) and visit where feasible.

Funding processes can dominate and inform decision-making, etc.

Be transparent. Ensure funding processes are clear and financial information is available to all (in the long-term).

More common pitfalls…More common pitfalls…

Common Problems

Possible solutions

N-NGOs take a functional view of working with partners, i.e. partnership with S-NGO is a means for the N-NGO to achieve its own organisational aims.

Ensure the benefits to the S-Partner are clearly documented (in a MoU).

Example of a bad partnershipExample of a bad partnership The partnership between Shell and the Nigerian Government left The partnership between Shell and the Nigerian Government left

extreme degradation of the Delta Region in Nigeria.extreme degradation of the Delta Region in Nigeria. Key question: Were the people in the local community fully involved Key question: Were the people in the local community fully involved

in giving consent and in the design, planning, implementation and in giving consent and in the design, planning, implementation and monitoring of the partnership activities?monitoring of the partnership activities?

In practice, the word ‘partnership’ is often not unpacked with In practice, the word ‘partnership’ is often not unpacked with rigorous power analysis or with real understanding of ‘who is in it for rigorous power analysis or with real understanding of ‘who is in it for what’.what’.

Partnerships can be constructive but can also be highly exploitative.Partnerships can be constructive but can also be highly exploitative. We need good partnerships with local communities at the centre, We need good partnerships with local communities at the centre,

and civil society, Gov and/or the corporate sector all playing their and civil society, Gov and/or the corporate sector all playing their roles in a process where potential problems with inequitable power roles in a process where potential problems with inequitable power relationships are managed through a system of checks and relationships are managed through a system of checks and balances.balances.

Aim to mitigate against problems in advance.Aim to mitigate against problems in advance.

Session 3Session 3

Partnerships and Partnerships and PowerPower

Power and PartnershipsPower and Partnerships

Does money make a true partnership impossible?Does money make a true partnership impossible? ““When a NGO enters into a partnership with a donor, this is When a NGO enters into a partnership with a donor, this is

a dialogue of the unequal. However many claims are made a dialogue of the unequal. However many claims are made for transparency or mutuality, the reality is – and is seen to for transparency or mutuality, the reality is – and is seen to be- that the donor can do to the recipient what the be- that the donor can do to the recipient what the recipient cannot do to the donor. There is a asymmetry of recipient cannot do to the donor. There is a asymmetry of power, that no amount of well-intentioned dialogue can power, that no amount of well-intentioned dialogue can remove” remove” (CVO paper, page 4)(CVO paper, page 4)

Funding processes tend to dominate the role of NGOs and Funding processes tend to dominate the role of NGOs and influence the nature of partnerships (INTRAC)influence the nature of partnerships (INTRAC)

How do we overcome the imbalance that money can often How do we overcome the imbalance that money can often create between partners?create between partners?

Remember these three principles...Remember these three principles...

EQUITY?EQUITY?

What does ‘equity’ mean in a relationship where there are wide divergences in What does ‘equity’ mean in a relationship where there are wide divergences in power, resources and influence? Equity is not the same as ‘equality’. Equity power, resources and influence? Equity is not the same as ‘equality’. Equity

implies an equal right to be at the table and a validation of those contributions implies an equal right to be at the table and a validation of those contributions that are not measurable simply in terms of cash value or public profile.that are not measurable simply in terms of cash value or public profile.

TRANSPARENCY?TRANSPARENCY?

Openness and honesty in working relationships are pre-conditions of trust. Trust is an Openness and honesty in working relationships are pre-conditions of trust. Trust is an important ingredient of any successful partnership. Only with transparent workingimportant ingredient of any successful partnership. Only with transparent working

will a partnership be truly accountable to its partners, donors and other stakeholders.will a partnership be truly accountable to its partners, donors and other stakeholders.

MUTUAL BENEFIT?MUTUAL BENEFIT?

If all partners are expected to contribute to the partnership they should also be entitled to benefit If all partners are expected to contribute to the partnership they should also be entitled to benefit from the partnership. A healthy partnership will work towards achieving specific benefits for each from the partnership. A healthy partnership will work towards achieving specific benefits for each partner over and above the common benefits to all partners. Only in this way will the partnership partner over and above the common benefits to all partners. Only in this way will the partnership

ensure theensure the

continuing commitment of partners and therefore be sustainable. continuing commitment of partners and therefore be sustainable.

Power ExercisePower ExerciseThink of the same partnership again.Think of the same partnership again.

What power do you have?What power do you have?

What power do they have? What power do they have?

Is there a power imbalance?Is there a power imbalance?

Equality? Transparency? Equality? Transparency?

Mutual Benefit?Mutual Benefit?

Ladder of participationLadder of participation

Session 4Session 4

Setting Up PartnershipsSetting Up Partnerships

Some questions to ask...Some questions to ask...

1. What is the aim of the 1. What is the aim of the partnership?partnership?

Where is the partnership on the following spectrums:Where is the partnership on the following spectrums: Funding-based – A funding-only relationship (as opposed to a partnership Funding-based – A funding-only relationship (as opposed to a partnership

based on policy dialogue with no funding). Aim is to send money to the S-based on policy dialogue with no funding). Aim is to send money to the S-NGO to enable them to implement a project which meets the aims of the N-NGO to enable them to implement a project which meets the aims of the N-NGO.NGO.

Capacity-based - A partner with limited capacity requires support from a N-Capacity-based - A partner with limited capacity requires support from a N-partner (as opposed to a strong autonomous organisation that contributes partner (as opposed to a strong autonomous organisation that contributes from its own experience). May involve no or small amounts of money from its own experience). May involve no or small amounts of money transfer.transfer.

Trust-based or relationship-based – A partnership born out of a fruitful Trust-based or relationship-based – A partnership born out of a fruitful meeting or conversation.meeting or conversation.

What are the weaknesses of the approaches above?What are the weaknesses of the approaches above? It is important to set the purpose of the partnership (involve all) and It is important to set the purpose of the partnership (involve all) and

ensure it is understood and agreed by all.ensure it is understood and agreed by all.

2. What can each partner 2. What can each partner offer?offer?

What are the comparative advantages of each What are the comparative advantages of each partner?partner?

Northern NGOs: Well placed to engage with Northern NGOs: Well placed to engage with the donor public and to undertake policy the donor public and to undertake policy influencing, advocacy.influencing, advocacy.

Southern NGOs: Have the benefit of local Southern NGOs: Have the benefit of local knowledge and presence.knowledge and presence.

Remember, the sum of the whole partnership Remember, the sum of the whole partnership has the potential to be (and should in reality has the potential to be (and should in reality be) greater than the sum of the two parts.be) greater than the sum of the two parts.

3. What are the overall 3. What are the overall benefits of the partnership?benefits of the partnership?

““Partnership improves local ownership, sustainability and Partnership improves local ownership, sustainability and poverty reach as well as mutual exchange of resources and poverty reach as well as mutual exchange of resources and ideas between the North and the South” (INTRAC).ideas between the North and the South” (INTRAC).

S-partners have legitimacy, and are rooted in their S-partners have legitimacy, and are rooted in their communities.communities.

The development of long-term relationships with S-NGOs The development of long-term relationships with S-NGOs can be seen as an end in itself, i.e. the main objective can can be seen as an end in itself, i.e. the main objective can be around the notion of strengthening civil society.be around the notion of strengthening civil society.

Partnerships is intrinsic and essential to what we do. Can Partnerships is intrinsic and essential to what we do. Can we really do international development without we really do international development without partnerships?partnerships?

Where is the accountability Where is the accountability and shared governance?and shared governance?

South to North Accountability. South to North Accountability. Centres on funding. Centres on funding. Often donors impose strict guidelines. The control aspect Often donors impose strict guidelines. The control aspect of funding systems can contradict the principle of local of funding systems can contradict the principle of local accountability to local communities.accountability to local communities.

North to South Accountability. North to South Accountability. N-NGOs are sometimes N-NGOs are sometimes not as transparent as we expect our S-partners to be. It not as transparent as we expect our S-partners to be. It can be good to introduce formal systems for S-partners to can be good to introduce formal systems for S-partners to give feedback to N-partners, as well as vice versa.give feedback to N-partners, as well as vice versa.

Shared Governance. Shared Governance. Difficult to find examples of Difficult to find examples of mutual, shared decision-making. Consultation with mutual, shared decision-making. Consultation with southern partners is more common. N-NGOs exert a southern partners is more common. N-NGOs exert a considerable degree of power and influence, because of considerable degree of power and influence, because of their control over funding.their control over funding.

Action Aid ExampleAction Aid Example

““In 1998, ActionAid International - whilst In 1998, ActionAid International - whilst acknowledging its accountability to 150,000 acknowledging its accountability to 150,000 donors, governments and its own board – decided donors, governments and its own board – decided that its primary accountability was to the poor that its primary accountability was to the poor people, especially women and children, that it people, especially women and children, that it served. Performance is now measured from the served. Performance is now measured from the partners point of view, who decide along with partners point of view, who decide along with programme managers whether the initiative are programme managers whether the initiative are succeeding and how they should be changed”.succeeding and how they should be changed”.

(Extract from the report “A North/South Divide”, UN Research, June (Extract from the report “A North/South Divide”, UN Research, June 2006)2006)

2727

Something in writing...Something in writing... Contract: Contract: A legal document stating each party’s obligation.A legal document stating each party’s obligation. MoU (Memorandum of Understanding). MoU (Memorandum of Understanding). A written A written

agreement between two parties (usually). It is like a contract, agreement between two parties (usually). It is like a contract, but it doesn’t have to carry the same legal weight. It is usually but it doesn’t have to carry the same legal weight. It is usually a straight forward statement of cooperation and understanding, a straight forward statement of cooperation and understanding, to help clarify the roles and responsibilities of each partner to help clarify the roles and responsibilities of each partner involved in the shared interest/situation. A good way to involved in the shared interest/situation. A good way to document and sign the details of a partnership but doesn’t offer document and sign the details of a partnership but doesn’t offer legal protection.legal protection.

MoA (Memorandum of Agreement): MoA (Memorandum of Agreement): Same as above. No Same as above. No legal difference between a MoA and a MoU. legal difference between a MoA and a MoU.

If there is a lot of money involved, or if a project is complex, it If there is a lot of money involved, or if a project is complex, it may be more appropriate to ask a legal practitioner to draft a may be more appropriate to ask a legal practitioner to draft a contract.contract.

In an ideal world, legal instruction should be taken in all In an ideal world, legal instruction should be taken in all situations, before making a final agreement.situations, before making a final agreement.

Extract from an evaluation Extract from an evaluation report of USAID projectreport of USAID project

““The collaboration between the DHMT, the community-based structures, and the NGOs is fairly strong and their presence is clearly recognized by the The collaboration between the DHMT, the community-based structures, and the NGOs is fairly strong and their presence is clearly recognized by the partners. However, in each case, aspects of this coordination could be strengthened. While all the DHMTs reported regular communication and strong partners. However, in each case, aspects of this coordination could be strengthened. While all the DHMTs reported regular communication and strong

coordination between themselves and the NGO, a few mentioned that they did not receive the monthly malaria activity reports. A stronger emphasis needs coordination between themselves and the NGO, a few mentioned that they did not receive the monthly malaria activity reports. A stronger emphasis needs to be placed on reaching the village and household levels by creating a stronger link with community structures and the village leaders through ongoing to be placed on reaching the village and household levels by creating a stronger link with community structures and the village leaders through ongoing

discussion and a formal agreement, such as a memorandum of understanding (MOU). The new round of grantees will be strongly encouraged to liaise discussion and a formal agreement, such as a memorandum of understanding (MOU). The new round of grantees will be strongly encouraged to liaise more closely with village leaders and include them in the planning, implementation, and evaluation stages of the grant activities. more closely with village leaders and include them in the planning, implementation, and evaluation stages of the grant activities.

Recommendation: Oxfam should sign a fixed/time bound MOU’s with partners. “Recommendation: Oxfam should sign a fixed/time bound MOU’s with partners. “

Extract from the Evaluation Report of a Extract from the Evaluation Report of a USAID-funded Rural Livelihood Project in Northern Ghana, 2008USAID-funded Rural Livelihood Project in Northern Ghana, 2008

Writing a MoUWriting a MoU

Don’t have the language in the agreement too rigid, Don’t have the language in the agreement too rigid, as it can be important to maximize project flexibility as it can be important to maximize project flexibility during implementation. during implementation.

See example MoU’s.See example MoU’s. A MoU usually includes:A MoU usually includes:

1. Summary at the beginning to set the scene1. Summary at the beginning to set the scene 2. What Partner A will do2. What Partner A will do 3. What Partner B will do3. What Partner B will do 4. Conflict resolution4. Conflict resolution 5. Signatories of all partners5. Signatories of all partners

Note: Include m and e commitments (e.g. Reporting requirements or Note: Include m and e commitments (e.g. Reporting requirements or data collection)data collection)

Session 5Session 5

Partnerships in Reality Partnerships in Reality (group work)(group work)

Session 6Session 6

Tips and final Tips and final questionsquestions

Three Principles of effective Three Principles of effective partnershipspartnerships

Effective partnerships can be Effective partnerships can be based on:based on: The effectiveness of the work on both The effectiveness of the work on both

sidessides The quality of the relationshipThe quality of the relationship Clarity about the purpose of the Clarity about the purpose of the

relationshiprelationship

Tips to help build good Tips to help build good partnershipspartnerships

1.1. Mutual feedback: Mutual feedback: Ensure a systematic and consistent approach Ensure a systematic and consistent approach to mutual feedback, e.g. regarding partner relations, project to mutual feedback, e.g. regarding partner relations, project progress, etc. Mutual assessment of the partnership relationship progress, etc. Mutual assessment of the partnership relationship to be built into regular systems of the N-NGO, in order to facilitate to be built into regular systems of the N-NGO, in order to facilitate reflection and learning. Make feedback a formal part of DME. reflection and learning. Make feedback a formal part of DME. Strengthen processes used for partner consultation.Strengthen processes used for partner consultation.

2.2. Be realistic. Be realistic. Authentic and mutual partnerships depend on the Authentic and mutual partnerships depend on the partner being similar in size and organisational capacity. partner being similar in size and organisational capacity.

3.3. Whose agenda? Whose agenda? N-NGOs need to guard against the tendency to N-NGOs need to guard against the tendency to impose agendas on to S-partners. Don’t have hidden/pre-set impose agendas on to S-partners. Don’t have hidden/pre-set agendas.agendas.

4.4. Formalise the partnership: Formalise the partnership: Develop a systematic approach to Develop a systematic approach to ensuring ‘good practice’ in partnerships. It doesn’t ‘just happen’. ensuring ‘good practice’ in partnerships. It doesn’t ‘just happen’. Funding processes are often very formalised and sytematic – so Funding processes are often very formalised and sytematic – so should partnerships be.should partnerships be.

5.5. Remember: Equity, Transparency, Mutual Benefit.Remember: Equity, Transparency, Mutual Benefit.

Elements required for a Elements required for a successful partnership successful partnership (source: (source:

CVO)CVO) Mutual trustMutual trust Complementary strengthsComplementary strengths Reciprocal accountabilityReciprocal accountability Joint decision-makingJoint decision-making Two-way exchange of informationTwo-way exchange of information Clearly articulated goalsClearly articulated goals Equitable distribution of costs and benefitsEquitable distribution of costs and benefits Performance indicatorsPerformance indicators Mechanisms to measure and monitor performance (both ways)Mechanisms to measure and monitor performance (both ways) Clear responsibilitiesClear responsibilities Agreed process for settling disputesAgreed process for settling disputes Mutual supportMutual support Transparency with regard financial mattersTransparency with regard financial matters Long-term commitment to working togetherLong-term commitment to working together Recognition of other partnershipsRecognition of other partnerships

Session 7Session 7

Reflection and Reflection and EvaluationEvaluation

www.nidos.org.uk

Contact details:Contact details:Jill GentleJill Gentle

Independent Consultant Independent Consultant Specialising in project management, Specialising in project management,

participatory methodologies and participatory methodologies and community developmentcommunity development

[email protected] 01635607773 016356