What does a rewarding developmental cooperation involve and which models support equal relations between partner organisations? With this policy RFSU states its definition of partnership, what a mutual partnership looks like and in which situations partnerships should be applied. This policy is part of a dynamic process and will continuously be revised and developed together with partner organisations. The policy applies to RFSU’s long-term cooperation with other organisations within civil society.
Background
RFSU has worked with international issues for many decades and with international projects for more than twenty years. The majority of these projects have been implemented in cooperation with local organisations in developing countries. RFSU uses three strategies in these projects: information and advocacy building, collaboration and capacity strengthening, and support.
In large parts of the world the human right to SRHR services is violated. The absence of SRHR services limits people’s opportunities for making personal choices and in consequence leads to marginalisation and poverty. In response to this reality RFSU’s goal is to expand its efforts in order to improve the SRHR situation internationally and since 2008 RFSU has been a framework organisation of Sida. Therefore, the need to review methods and policies concerning development strategies has grown.
Approach
RFSU works for an equitable and equal society where each individual has the right to be oneself, make choices, enjoy life and where people are not used or discriminated against sexually. RFSU thus strives for partnerships built on equal ground. Establishing an equal partnership between organisations in the North, who often function as aid donors, and organisations in the South, who often function as aid recipients, is a process that is not always easy. One partner often has more control over resources as well as more power. Striving towards mutual partnerships can create more equal relations between organisations in the North and South.
How is a mutual partnership created?
Long-term commitment from both sides of the partnership and a foundation built on shared values is a prerequisite to a mutual partnership. Openness, mutual respect and learning are other key factors that strengthen the relations between the partners and create sustainable, efficient and relevant results that benefit SRHR issues. Below is a more in-depth description of these concepts.
Common Values and Goals
The existence of common values and goals is a precondition for a partnership. Common values and goals provide the basis for planning and creating a mutual ownership of projects. It is, of course, possible to cooperate with partners that do not share similar values, but in those cases other forms of collaboration than a partnership are preferred.
Long-Term Commitment
Creating a mutual partnership takes time and is not only connected to funding, but also builds up a broader relationship between the organisations. Therefore, partnership is grounded in the idea that organisations should be involved with each other in the long-term. The partner model is not appropriate for other forms of project activities, for example, short-term projects or activities with other types of participants.
Transparency and Openness
Partnerships are built on the notion that the participating organisations are open and transparent with each other. Often donor organisations demand more transparency from recipient organisations than they are themselves ready to offer. Both partners should be open and transparent in their relationship, share information and have access to the same information.
Mutual Learning
The possibility for mutual learning grows with a long-term partnership. Therefore, the desire to learn from each other is a prerequisite for a stable relationship. The basic idea is that the organisations are strengthened through the exchange of experience, and knowledge. Learning can take place both formally and informally through information and knowledge sharing as well as through the personal relationships and bonds created at the organisational level.
Common Decision Making and a Clear Division of Roles
Common ownership of activities demands that decisions are made mutually and that the donor partner does not take over that role for any reason. How decision making responsibilities are divided is also dependant on RFSU’s agreement with Sida and the wishes of other donors. Moreover, it should be clearly stated who is responsible for each task. Evaluation and Completion of a Partnership
To ensure that a partnership maintains the desired quality, evaluations are continuously carried out. Furthermore, when a partnership is begun a plan is prepared concerning how the partnership will be completed and which criteria will decide when a partnership should be ended.
Criteria Suggestions for the Choice of Partner Organisations
Partner organisations should possess:
- Values that correspond with RFSU’s own values
- A governing structure and leadership that is built on democratic values
- An awareness and desire to learn more about equality, LGBT, and ethnicity issues and how they affect individuals.
- An equal gender balance for key positions
- The ambition and ability to work with open and transparent administrative systems
- Relevant advocacy work in consultation with those groups the organisation represents. Thus ensuring that the target group legitimises the organisation’s advocacy work.
- Relevant work for, and with, marginalised groups to promote sexual and reproductive health and rights, creating possibilities for people to influence their own lives.