Partnership Definition and Principles

The imprecise nature of the word "partnership" has created confusion in CARE and other organizations.

“Partnering can best be defined as a set of principles and behaviors that describe a mutualistic relationship. The degree to which these principles are applied depends on each specific context.”

Not all relationships are, or need to be, partnerships. CARE must choose the right relationship to fit the context, and the right degree of partnership to fit the relationship.

Proposed CARE USA Partnership Definition

"Partnership is a relationship that results from putting into practice a set of principles that create trust and mutual accountability. Partnerships are based on shared vision, values, objectives, risk, benefit, joint contribution of resources, shared control, and learning. The quality of the relationship is reflected by the degree to which the principles are integrated into the relationship, rather than the mechanism (sub-contract, direct funding, joint venture, consortium, network) by which the relationship is structured. The degree of interdependence is unique to each relationship, depends on context and evolves over time.”

Partnership Principles

Weave a fabric of sustainability Acknowledge interdependence and the potential

for complementarity Build trust Find shared vision, goals, values and interests Honor the range of resources that each partner

brings to the relationship Generate a culture of mutual support and respect

for differences Find opportunities for creative synergy. Use

asymmetries in skills and power to create synergies that enhance the relationship without detriment to either party.

Share risks, benefits, responsibility, and power appropriately

Create an atmosphere of mutual accountability See partnering as a continuous learning experience

Partnering Principles: The Soccer Ball Image

Principles

Acknowledge interdependence and the potential for complementarityBuild trust and transparencyShared vision, goals, values and interestsA culture of mutual support and respect for differencesA ‘stronger’ partner should not use asymmetrical/unequal power relations to the detriment of a ‘weaker’ partnerMutual accountabilityPartnering as a continuous learning process

Workshop Highlights

CARE defines partnership as a set of principles involving trust, and mutualism

The nature of the relationship depends on the degree to which the principles are implemented, rather than on the relationship's structure.

Addressing root causes requires strengthening organizations and processes that link civil society, government, and private sector agencies

This expands CARE’s role beyond "technical sector expert", to catalyst, capacity builder, and facilitator.

Solutions to poverty are context specific

Rigorous holistic contextual analysis is key to picking appropriate leverage points: stakeholders, issues, and roles (if any) for intervention. Such analysis is incomplete without a clear understanding of the political dynamics of poverty.

Partnership is one piece of a larger shift within CARE, which includes advocacy, rights-based programming, and gender equity and diversity

The shift is preparing CARE to assume new roles in the world. These pieces must be integrated to systematically transform the organization.

CARE’s systems, processes and procedures were designed for direct implementation

There is a serious disconnection between CARE's new Program efforts and its Program Support functions. This is rooted in an institutional bias toward donor accountability, which systematically disregards the need for mutual accountability to partners as well as donors.

CARE's understanding of partnering concepts and skills has grown rapidly, but is spotty across the organization, and is notably rare among non-programming staff

Key challenges Build understanding and acceptance of partnership principles across CARE at all levels

Learn to share power and strengthen mechanisms for mutual accountability in partnerships, including CARE International members

Learn to assess the political dimensions of poverty

Learn to work programmatically with corporations and in tri-sector partnerships

Become an expert at facilitating multi-stakeholder Household Livelihood Security processes

Modernize CARE’s systems, administrative processes, and incentive structures to support CARE's new roles in the world

Organisational Change Priorities to Deepen Partnering Capacity

1. Key issue: Align financial and administrative systems

Change goals

• Program support staff at all levels understand and support the shift toward partnership

• Program support structures/ systems reviewed at all levels

• Donor advocacy to change procedures/ regulations

2. Key issue: Align long term strategies

Change goals

• Role shift from service delivery

• Consolidate frameworks

• Establish mechanisms to instutionalise learning

3. Key Issue: Develop information system to meet all partners needs

Change goals

• Formalise multi-level principles, results and learnings

• Shift from CARE focused to inclusive attribution system

4. Key Issue: Build ability to manage partnerships and process relationships with donors

Change goals

• Educate donors for increased flexibility in structures and regulations

• Internalise partnering principles framework

• Develop guidelines

5. Key Issue: Align attitudes, behaviour, and culture with partnering principles

Change goals

• Staff understand, accept and are committed to partnering principles

• Staff are rewarded for partnering

• Staff develop extra-project partnerhsips (relationships that are not bound to project timeline

6. Key Issue: Ensure CARE skills

Change goals

• Foster skills

• Recruit people with appropriate skills

• Develop ways of supporting and rewarding staff