Day 4 Agenda

1
Day 4 - Agenda

• Concepts papers any comments
• Partnering Theory
• General (Hord)
• Partnering Practice and Case Studies
• Understanding the World Bank Tosca Bruno
• Advocacy Alliance / ICASO Network Guide
• Government and Civil Society (Brinkerhoff)
• Dashry Asham Internal Systems of I-NGOs
• Partnering A few Case Study

2
Partnership . . . Defined

• a relationship resembling a legal partnership and
  usually involving close cooperation between
  parties having specified and joint rights and
  responsibilities
• not necessarily true in the NGO sector or at
  least difficult to realize despite the constant
  partnering that goes on.

3
Describe NGO partnerships you have observed or
can imagine.
4
Partnership . . . A Growing Trend

• Why are the major Civil Society Orgs so
  interested in Partnerships?
• Why do Donors want to see that you have brought
  together a range of local partners and funding
  agencies to support your initiative?
• Just a Trend? Will it go away?

5
Partnership . . . Potential Answers

• Accountability, Many reviewing our work
• Important Symbol many people agree with me
• Scarce Resources, Economies of Scale
• Strengthen a proposal Why have one when you can
  have us all!!!
• Mobilize a community of organizations
• Who knows?, but if they want me to partner, I
  will partner!

6
Language of Partnering

• What words do we use for partnering?

7
Shirley M. Hord Collaboration Cooperation

• Theoretical description of partnering models
• Describes partnerships that are fundamentally
  different and the implications as such
• Cooperate - Two individuals or organizations
  reach agreement but their work does not progress
  beyond that level
• Collaborate development of a model of joint
  planning, joint implementation, and joint
  evaluation

8
Shirley M. Hord (pg 24)

• Analysis
• 1) Beginning processes,
• 2) communication,
• 3) resource/ownership,
• 4) requirements/characteristics,
• 5) leadership/control,
• 6) rewards as points of comparison

9
Shirley M. Hord Collaboration Cooperation

• Benefits for collaboration seem obvious, costs or
  implications for the way we structure partnership
  may be less so.

10
Partnerships
11
What are the Major Partnership Issues in the NGO
World?
12
Common Critique of NGO Partnerships (Views of
Alan Fowler)

• Partnerships are not equitable
• North (Oxfam, Plan, Save) versus South
• Not achieving the objectives of partnership
• Credibility
• Legitimacy
• Autonomy
• Economic viability
• Effectiveness
• Influence and leverage within their respective
  societies

13
Why do these problems exists

• Causal Factors
• Patron-Client Relationships he describes as
  Contractual
• Paternalistic Behavior because they have the
  money
• Over valuing Northern development approaches
• Staffing problems with Northern NGOs (field and
  back home)
• Northern Fear over loss of control of projects
• Southern Organizational Weaknesses, Difficulties
  overcoming this
• Inability to become self-sufficient through local
  means

14
Fowlers Authentic NGDO Partnerships

• Bring difficulties to light, focus on them
• Set out rights of partnerships
• Make policy changes real
• Include partnership process in evaluations
• Empower Southern NGOs to stand up to Northern
  NGOs
• De-professionalize Development

15
Working with the World BankTosca Bruno

• World Bank and NGO Engagement
• What drove this partnership?
• What are the major constraints for cooperation
  and collaboration?

16
Brinkerhoff State and Civil Society

• Cases
• Sahel Regional Livestock Trade Reform
• West African Enteprise Network
• SME Policy Reform in Bulgaria
• Natural Resource Co-management (Sub-Sahara)
• Situational Variables
• Regime Type
• Level of Trust
• Legal Framework and Regulation
• Nature of Policy to be Implemented

17
Darcy Ashram

• She suggests that remaining barriers to effective
  cooperation are lodged in the internal systems of
  PVOs rather than their external relationships,
  per se.
• policies,
• procedures,
• cultures associated
• with financial and management control,
• Which lead PVOs to exert greater influence over
  partnership arrangements than Southern NGOs, even
  as they espouse partnership principles and
  demonstrate partnership-like behavior in other
  respects.

18
Partnership Examples

• Alliance 2015 - http//www.alliance2015.org/
• CORE - http//www.coreinitiative.org/
• Interaction - http//www.interaction.org/
• OXFAM - http//www.oxfam.org/en/programs/campaigns
  /
• Alliance for Cervical Cancer - http//www.alliance
  -cxca.org/english/whoweare.html
• CAREs Corporate Partners - http//www.careusa.org
  /partnerships/corporate.asp
• Ecumenical Advocacy Alliance -
  http//www.e-alliance.ch/
• http//www.spiritconnection.ca/EAA-Streamclips/pre
  conference-256k.wmv
• http//www.spiritconnection.ca/EAA-Streamclips/pan
  el-256k.wmv

19
ICASO Networking Guide

• Introduction
• Those of us who are involved in HIV/AIDS work
  network because the problems that we are trying
  to address are too large for any of us as
  individuals or organizations to face on our own.
  We need help, we need encouragement, we need to
  feel that we are not alone. Yet it is not for
  moral and psychological support that we seek out
  others engaged in similar pursuits. The ethical,
  technical, and managerial demands of the
  challenges of HIV and AIDS are on such a scale
  that we can only address them by cooperating as
  much as possible.
• taken from Chapter 1, page 1

20
Ecumenical Advocacy Alliance

• What is the Organization and What does it Do?
• What is its Role in the Context of HIV/AIDS
  Programs
• What does you suppose a organization like this
  gets out of its partnership arrangement?
• Any guess on the type of problems an alliance
  liek this has?

21
Exercise for Group Proposals

• Consider the type of partners you would want to
  include in your proposals. What are the
  justifications for doing so? What are the
  potential problems?

22
(No Transcript)
23
Decision Making at the UN

• The UN Who Makes Decisions?
• How are Decisions Made?

http//www.undp.orghttp//www.unicef.org
24
UN NGO Interface Points

• Department of Economic and Social Affairs
  http//www.un.org/esa/coordination/ngo/
• Department of Public Information
  www.un.org/dpi/ngosection/index.html
• CONGO http//www.ngocongo.org/ngowhow/
• World Summit for Information Societies
  http//www.itu.int/wsis
• Panel of Emminent Persons www.un.org/reform/pane
  l.htm
• http//www.un.org/reform/a_58_817.pdf

25
Where do NGOs fit into the UN System?

• Seek Accreditation Observer Status
• Offer Consutation to UN Bodies
• Monitoring and Sharing Information
• Activism, Press Releases, etc.
• Governments remain main force for decisions

26
UN Programs and Funds

• Strategy - http//www.unicef.org/publications/inde
  x_21344.html
• Program for Action
• http//www.unicef.org/aids/index.html

27
Letter of Inquiry

• The Non-profit Guide
• Written from your organization to Donor
• In addition to the elements of the concept paper
  you are introducing the organization
• Similar to the concept paper, you are
• Did you describe the needs your project aims to
  address
• Critical elements of the project you intend to
  implement?
• Should indicate the amount of funding, total
• Should be energetic, sparking the interest of
  the reader

28
Closing of Day 4

• 1) Excerpts from Alinsky, Saul (1971). Rules for
  Radicals. New York Random House. (Prologue and
  Chapter 1 Purpose)
• 2) A brief Note on the 13 Rules
• 3) Jordan, Lisa and Van Tuijl, Peter (2000).
  Political Responsibility in Transnational NGO
  Advocacy. World Development Vol 28, No 12, pp
  3051 2065
• 3) Participatory Monitoring and Evaluation,
  Shanti Ashram
• 4) ROBERT CHAMBERS, The Origins and Practice of
  Participatory Rural Appraisal, World Development,
  Vol. 22, No. 7,  pp. 953-969, 1994