Partnerships 4 Development

by

Geoff Bockett

International Director

Why Partnership

Why do millions of poor people export food and clothes to countries where the people are already well fed and clothed?

‘ Well it is to do with ‘purchasing power’ of the rich countries’.

And what are you going to do to those countries that don’t have purchasing power?

‘ Well if these countries sell more by trading, they will be able to earn more money and be able to buy more food from abroad’.

And has this happened in a way that helps the poor?

‘Well no, but it might some day’.

Adapted from Madeley, John (2000): ‘Hungry for Trade’ Penguin Books

What do we mean by ‘partnership?’

Partnership is a term that has been rather loosely used to describe quite diverse types of inter-organisational relationships, ranging from contractual (focused on short-term objectives) at one end of the continuum to collaborative (long-term objectives) at the other.

 

Genuine partnership has been described as:

“…highest stage of working relationship between different people brought together by commitment to common objectives, bonded by long experience of working together, and sustained by subscription to common visions.”

Mohaddin 1998

Partnership dynamics: typically...

Increasing competition

between NGOs

Lack of professional standards

Raising profile for funds and influence

Increasing pressure to show impact

Poor learning and

accountability

Partnership dynamics: ...ideally.

Develop strategic alliances

Develop professional standards

Engage in society

Develop good

learning processes

Develop good accountability

The Good: an example

Agrocel,

Gujurat, India

• TX Project

• M&S

• Plc commercial

Characteristics of ‘Good’

• Long-term

• Shared objectives

• Shared responsibility

• Shared risk

• Reciprocal obligation

• Equality/equity

• Mutuality

• Balance of power

However...

...experience suggests that it is difficult to achieve genuine partnership in the context of stakeholder self-interest and North-South inequalities, where the North retains a financial, technological and institutional advantage over the South.

Implications for Traidcraft [1]

Most partnerships have been justified on the basis of legitimacy, but very few of them have been viable and long-lasting.

Implications for Traidcraft [2]

• International partnerships do make sense and using the leverage that partners provide is key to Traidcraft’s future.

• Partnerships must be driven by the market.

• Services to producers should be designed in such a way that Traidcraft adds maximum value.

• Partners need to strengthen their organisations, paying attention to governance, sustainability and operational excellence.

Issues for discussion...

• Effectiveness: Is there a better way?

• Efficiency: How could we achieve more?

• Relationships: How do we strengthen relationships and develop new ones? E.g.,

• Creation of regional hubs• Centres of excellence• Outsourcing competencies

...and finally

Partnership is like herding cats-

“I like the phrase herding cats not merely because cats have their own agendas … but because they will manipulate the herding process just to confound the herder… just to remind the herder that the herding process is not merely futile but also illusory.”

-Mick Yates.

Save the children.

www.traidcraft.co.uk