Working towards Equitable Partnerships Coady International Institute – January 2014

27
Working towards Equitable Working towards Equitable Partnerships Partnerships Coady International Institute – January 2014 Coady International Institute – January 2014

description

Working towards Equitable Partnerships Coady International Institute – January 2014. Objectives. - PowerPoint PPT Presentation

Transcript of Working towards Equitable Partnerships Coady International Institute – January 2014

Working towards Equitable PartnershipsWorking towards Equitable Partnerships

Coady International Institute – January 2014 Coady International Institute – January 2014

Objectives Objectives Collaboration to meet mutual goals is an essential element of all

development work, yet equitable & transparent partnerships are not easy. The Istanbul Principles for CSO Development Effectiveness challenge us to pursue equitable partnership based on shared development goals & values, mutual respect, trust, organizational autonomy, long-term accompaniment and solidarity.

This section of the workshop aims to identify, analyze and reflect upon: Participants’ current partnership experience Key elements of the complexity of working in partnership: ethics,

power, emerging theory & shared practice How to work with partners to mutually identify indicators for

measuring successful equitable partnership

Agenda Agenda Activity One: (1 hr 15 min)

Understanding ‘partnership’ better: the nature & range of collaboration

Activity Two: (2 hrs)

Partnership, power and ethical reflections

Activity Three: (3 hrs 15 min)

Testing an approach for working with partners to identify indicators of successful equitable partnership

Activity One: Activity One: Partnership Experience & AnalysisPartnership Experience & AnalysisReflections on partnership case stories:

What has worked well? Not so well? Sharing lessons learned

Introducing frameworks & tools for analysis: Partnership spectrum Drivers & purpose for partnership Partnership scope & domain

Activity One: Nature of collaboration – Activity One: Nature of collaboration – a partnership spectruma partnership spectrum

Association / networks

Social movementsJoint venture

Non-binding, loose legal/ binding

Coalitions

Coordinated management arrangement

Adapted from thepartnershipinitiative.org

Contractual / donor relation

Social Enterprises

Activity One:Activity One:Drivers for partnershipDrivers for partnership

Resources centric

Collaborative work For the purpose of Influence

Activity One:Activity One:Purpose-led PartnershipPurpose-led PartnershipSystemic ChangePolicy Influence Business solution for social purposeService Delivery CoordinationMutual learning (including research)Strengthening community voice others……

Activity One:Activity One:Partnership Scope and Domain Partnership Scope and Domain

courtesy of CARE International

Partnering CyclePartnering Cycle

Partnership – one definition Partnership – one definition

Partnership is a collaboration in which organizations work together in a transparent, equitable and mutually beneficial way towards a sustainable development goal and where those defined as partners agree to commit resources and share the risks as well as the benefits associated with the partnership.

adapted from The Partnering Initiative

Activity Two: Partnership, power Activity Two: Partnership, power and ethical reflectionsand ethical reflectionsSession covers:Global context

MDGs to Istanbul principles

Power, Ethics & Partnership Power cube analysis Ethical reflections CCIC Code of Ethics

Context: why Partnerships? Global Context: why Partnerships? Global context - from effective to equitable …context - from effective to equitable …Millennium Development Goals (MDGs)

In 2000, 189 nations made a promise to free people from extreme poverty. This pledge became the 8 MDGs to be achieved by 2015.

MDG 8

Virtually nothing in the sphere of international development happens without effective partnerships. The challenge of reducing poverty around the world is simply too big for any single government or organization to tackle alone.

Why Partnership? Global context - Why Partnership? Global context - from effective to equitable …from effective to equitable …Paris Declaration on Aid Effectiveness

(2005 – international meeting of donors)“working in partnership” referred to more than 1000 times throughout declaration

Accra Agenda for Action (2008 – CSO meeting in response to Paris Declaration)“build more effective and inclusive partnerships in order to have greater impact on reducing poverty”

Partnerships in a Multi-Stakeholder Environment

Why Partnership? Global context - Why Partnership? Global context - from effective to equitable …from effective to equitable …Istanbul CSO Development Effectiveness Principles

(2010 meeting and consultations with CSO networks)

Pursue equitable partnerships and solidarity (principle #6) “CSOs are effective as development actors when they commit to transparent relationships with CSOs and other development actors, freely and as equals, based on shared development goals and values, mutual respect, trust, organizational autonomy, long-term accompaniment, solidarity and global citizenship”

Activity Two: Activity Two: EquitableEquitable partnership partnership Equitable - “impartial, just & fair to all parties

as dictated by reason and conscience”– Implies:

• Power relations • Principals & ethical considerations

Power and ethics not easy subjects to explore without common reference points …. let’s do some analysis

Power and Partnership Power and Partnership Power ‘over’ – the ability of the powerful to affect

the actions and thoughts of the powerless

Power ‘to’ – the capacity to act; agency

Power ‘with’ – the synergy of collective action, social mobilization and alliance building

Power ‘within’ – a sense of self-dignity and self-awareness that enables agency

http://www.powercube.net/analyse-power/

Visible Hidden Invisible

POWER

PLACESGlobal

National

Local

Household

SPACES

Closed

ClaimedInvited

Power Cube: http://www.powercube.net/analyse-power/what-is-the-powercube/

The Power CubeThe Power Cube

Activity Two: Self-reflection Activity Two: Self-reflection Mini-analysis on partnership case stories:

where is the power? what are the ethical considerations? follow-up required?

Values and principles often not discussed in partnership development CCIC Code of Ethics and Operational Standards

can provide a starting point … http://www.ccic.ca/about/ethics_e.php

Partnerships in a Multi-Stakeholder Environment

Activity Three: what does Activity Three: what does equitable partnership look like? equitable partnership look like? Istanbul Principal #6: “CSOs are effective as development

actors when they commit to transparent relationships with CSOs and other development actors, freely and as equals based on shared development goals & values, mutual respect, trust, organizational autonomy, long-term accompaniment, solidarity & global citizen-ship”

What does equitable partnership look like? Can we identify indicators and measurement for equitable partnerships?

Starts with a conversation among partners, based on: Mutual understanding of “Partnership” (including

discussion on power & principles/ethics) Istanbul Principle #6 as a shared aspiration What might be indicators of what equitable

partnership looks like for us? Reference points:

CCIC Code of Ethics & Operational Standards (partnerships sections)

Keystone Accountability Survey questions Internal documentation – vision, theory of change, etc

Activity Three: what does equitable Activity Three: what does equitable partnership look like? partnership look like?

Activity Three: Indicators of Activity Three: Indicators of Equitable Partnership Equitable Partnership

Let’s test an approach to develop indicators of equitable partnership using CCIC & Keystone resources

Coady Institute Strategic Partnerships

Activity Three: CCIC Code of Ethics Activity Three: CCIC Code of Ethics and Operational Standardsand Operational Standards

Code of Ethics: A declaration of common

principles that all members strive to continually

embody.

Operational Standards:Collective understanding of

what at a minimum organizations agree they

must do.

Activity Three: Keysto Development Partnerships SurveyThe 2010 Keystone Development Partnership Survey

surveyed over 3,000 local partners of 28 international NGOs (http://www.keystoneaccountability.org/services/surveys/ngos )

The original 2010 report had two major findings: Local org’s do not want to be treated as sub-contractors of

international agencies. They want help to become independent and influential org’s in their own right.

Feedback from partners is a reliable way of measuring performance. Benchmarks provide direct comparisons between aid agencies - a sector first. The report calls for a new reporting standard for agencies that fund local partners.

Using the CCIC Code of Ethics and the Keystone Partnerships survey, working in groups to identify potential indicators for: Transparent relationships Freely and as equals Shared development goals & values Mutual respect, trust, organizational autonomy Long term accompaniment, solidarity & global

citizenship

Activity Three: Indicators of Activity Three: Indicators of Equitable Partnership Equitable Partnership

NEXT STEPS: Follow-up within our organizations, including

discussion and mapping with partners (Session 5) Any interest in a small working group to continue

the work on indicators and how to measure? Ongoing feedback

appreciated ([email protected])

Activity Three: Indicators of Activity Three: Indicators of Equitable Partnership Equitable Partnership

Activity Three: Coady draft strategic lens to assess potential partnerships Fit with citizen-led, community-driven, asset-based Coady approach Fit with Coady “step model” theory of change Fit with thematic areas:

Strengthen inclusive economies | Build resilient communities | Promote accountable democracies

Fit with focus on women's /youth / aboriginal leadership Key questions to consider:

Are there ethical considerations – a fit with Coady ethical guidelines/principles? Is it mutually beneficial & equitable for all involved? Does it allow us to do something other funding doesn’t? (such as off-campus programming) Or

allow us to do something we already do, better? Do we currently have the capacity and/or potential capacity? Does the partner? Is it funded or does it require leveraged funds? If so, are there leveraged funds? Are there strategic reasons to consider (ie part of a long term strategy / relationship)? Does it increase our development impact?

Coady Institute Strategic Partnerships

Snap-shot Coady partnerships Snap-shot Coady partnerships August 2013 (draft 2) August 2013 (draft 2)