‘Partnership’ – what do we mean? The word is over used in the development world. What is the definition of a good partnership between a northern and a southern NGO? How should it be managed? New research from INTRAC investigates the complex and varied nature of NGO partnerships and assesses the challenges to building meaningful relationships.
Existing literature on partnership focuses on types of relationship and defining models. There is little discussion about current practice and very few case studies. In surveying the policies and practices of ten NGOs across Europe, the study draws a distinction between those that develop systems to create in-depth partnerships, and those that restrict themselves to a narrower funding relationship.
North-south NGO partnerships can undoubtedly bring mutual benefits. The northern NGO is well placed for approaching the donor public and for advocacy work. The southern NGO has local knowledge and presence. A strong partnership can link the two constituencies, strengthening the legitimacy of both partners. Partnerships can also go beyond the temporary individual development project.
However, the study found that problems can arise when NGO aspirations are not fulfilled and where mutual expectations and responsibilities are not made clear. In practice, partnerships are determined by the following key factors:
- Northern NGOs partnership policies and definitions are relatively recent. They tend to focus on concepts rather than on the purpose of partnership.
- The nature of a relationship is determined by the organisational capacity of the southern partner. Balanced partnership is most likely to exist between organisations of similar size and capacity.
- Systematic principles of partnership practice are rare.
- Funding procedures are more systematised than partnership processes.
- Partnership processes reflect the funding system, imposing northern NGO control and southern accountability.
- The old donor-recipient relationship is being replaced by new forms of partnership based on policy discussions.
In order to achieve legitimacy and success for both partners, the report concluded that northern NGOs should:
- be clear about the objectives of a partnership from the outset
- avoid imposing agendas on their southern counterparts
- abandon management structures that have evolved from operational or funding roles
- establish procedures for mutual assessment of the partnership
- create formal structures for dialogue on policy - advocacy, information exchange and development education are areas where partnerships can be most effective
- focus less on control and more on ensuring that southern partners are accountable to their own constituencies, through codes of conduct or umbrella groups.
Source(s):
'Promoting Effective North-South Partnerships: A Comparative Study of Ten
European NGOs', INTRAC Occasional Paper #35 by Vicky Mancuso Brehm, 2001
Funded by:
APSO, Cordaid, Concern Worldwide, DanChurchAid, MS Denmark, Norwegian
Church Aid, Novib, Save the Children (UK, Sweden & Norway)
id21 Research Highlight: 29 November 2001
Further Information:
Vicky Brehm
INTRAC
P.O. Box 563
Oxford OX2 6RZ
UK
Tel:
+ 44 (0) 1865 201851
Fax:
+ 44 (0) 1865 201852
Contact the contributor: v.brehm@intrac.org
INTRAC, UK
Other related links:
'Due south: how does direct funding affect donor-NGO relationships?'
'NGOs and capacity building: for what and for whom?'
'Fighting the good fight: local communities and government find strength
through partnership'
See the International Society for Third-Sector Research
The North-South Institute focuses on international development
The NGO and Civil Society Unit facilitates civil society involvement in
development
The Centre for Civil Society features further research
