Position Paper – Partnership

Content

1. Background and purpose of the document
2. Partnership as a strategic focus
3. Guiding principles for partner selection
4. Follow-up

 1. Background and purpose of the document

ERIKS Development Partner (ERIKS) is a child rights organisation which, based on Christian values, applies a human rights-based approach in its work. The organisation´s mission is to reduce poverty and vulnerability by ensuring that children’s rights are fulfilled. In this mission, it is strategically important to work in partnership with others, both for and with civil society.¹

ERIKS Development Policy identifies four strategic approaches: a human rights-based approach; partnership with local organisations; promoting child participation; resilience and sustainable livelihoods as a tool for children’s rights. This position paper focuses on partnerships with local organisations and is one of the documents that explain ERIKS’ approach in more detail.

ERIKS has a clear focus on partnerships and an established method² for evaluating potential partners for programmes in Sweden and internationally. This position paper describes and explains ERIKS’ approach to partnerships and provides guidance on selecting partner organisations, as well as possible discontinuation of partnership. It is not meant to be a checklist or manual, but rather a supplement to and a bridge between ERIKS’ Development Policy and the Organisational Assessment templates. This document aims to provide guidance and common understanding of how and why we prioritise certain values and qualities in potential partners. Above all, it is intended to support ERIKS’ programme staff at the head office and the regional offices.

2. Partnership as a strategic focus

ERIKS’ work is built on respectful partnerships with civil society organisations and groups that share our values and that have a strong connection to and involvement in people’s daily life. Our work is characterised and enriched by lasting relationships with partner organisations.

2.1 Why does ERIKS prioritise partnerships with civil society?

A strong civil society

There is great intrinsic value in developing and strengthening the capacity of civil society organisations. A pluralistic and robust civil society is crucial for peaceful and democratic development. The ability of people to organise and join networks, associations etc. is essential to ensure an inclusive and healthy society. This is explained in the guidelines for Swedish development cooperation: ”Civil society has a key role in poverty reduction as well as a special relevance and potential to contribute to democratic development and increased respect for human rights in developing countries”.³ It is important not to take civic space for granted; the freedoms of association, assembly and expression must always be defended, especially in contexts where laws and practices limit the ability of civil society organisations to operate.

Long-term approach and sustainable results

Achieving the goal of reducing poverty and vulnerability requires a comprehensive approach and a long-term perspective. By working in cooperation with organisations that have local knowledge and roots, ERIKS is able to identify opportunities to promote a long-term approach, accuracy and mutuality in development cooperation. Local ownership makes interventions more relevant, effective and sustainable than if ERIKS was to work alone.⁴ It is also an essential factor when applying a human rights-based approach, so that the people who are involved in a project are supported in their role as actors and can continue the work when ERIKS is no longer providing support. A long-term approach includes mutuality and faith in the partnership itself, with an atmosphere of trust and an ambition to forge sustainable relationships.

Advocacy

ERIKS believes that it is important for child rights programmes to incorporate a long-term focus on advocacy to ensure that decision-makers, authorities and other duty bearers are held accountable to fulfil children’s right and promote positive development.⁵ It is important to take a clear stance on the issues at hand and to draw attention to unfair and unequal power structures.⁶ Through our partnerships we want to promote conducive environments for people to influence decisions, attitudes and behaviours and thereby promote structural change in society. Sound, long-term and successful advocacy work requires cooperation between organisations at local, national and international level. When advocacy initiatives are based on the reality in which the rights holders live they become more credible.

2.2 How does ERIKS work in partnerships?

ERIKS partners with organisations working at different levels and with different roles and functions to promote the rights of the child

ERIKS understands the value of working in cooperation with both nationwide partner organisations and smaller, local grass-roots organisations. Different types of partners can complement each other’s efforts in an effective way. ERIKS therefore seeks to maintain a broad partnership portfolio with partner organisations that are focusing on different issues and working at different levels to reach rights holders and duty bearers. This breadth also increases the potential for synergy effects and creates the potential for exchange between organisations, as well as long-term learning.

According to ERIKS’ statutes and identity, the organisation has a purpose which is diaconal in nature, focusing on the social and humanitarian aspects of the Christian mission, to love your neighbour.⁷ Collaboration with partner organisations based on Christian values is therefore a clear priority and this is reflected in ERIKS’ partner portfolio. At the same time, having a diverse range of partners is important so that ERIKS, in all contexts in which the organisation work, is able to support children’s rights in the best possible way; for example, where there is a lack of organisations with Christian values and local roots, or where we identify a need to supplement and support the ongoing work with a specific competency. Rooted in its identity, ERIKS is able to have an open mind about the surrounding world and to focus on being an inclusive and open organisation with space for different forms of expression and respect for every individual; an organisation in which all people have the opportunity to grow and develop.⁸ ERIKS also looks for and encourages this type of openness in the partner organisations.

In all of ERIKS’ partnerships it is important to emphasise that it is unacceptable for any project or programme to be conditional upon people participating in religious activities or to be limited in any other way based on people’s beliefs, identity, group affiliation or other basis for discrimination.⁹ Nor are funds from ERIKS to be used to finance activities aimed at converting people to a particular religion or belief. However, religious stories, texts and expressions could be important resources in promoting the rights of the child. ¹⁰

ERIKS’ partnerships in Sweden differ in some respects from those in the organisation’s international programme contexts. Initiatives in Sweden are implemented in partnership with other organisations, but also by ERIKS itself, which is possible due to the organisation’s knowledge of the local context in Sweden. The focus of ERIKS’ work in Sweden is also based on its desire to promote engagement for children’s rights, inspire and encourage people to donate. The relationships with the partners with whom we jointly operate Second Hand shops are a priority as well. ERIKS also provides individual grants to associations and programmes in Sweden that do not require a longer-term partnership. The primary purpose is always to support children’s rights and to meet the needs of the target group. The choice of partner is still important even when the grant is small, or the collaboration involves a limited project. Our choice of whom to work with says something about who we are.

ERIKS walks beside and empowers organisations and civil society

Part of ERIKS’ identity as a faith-based organisation is a strong motivation to express the Christian message of love through actions.¹¹ ERIKS’ mission is to enable children and families living in poverty and vulnerability to develop, participate in, influence and improve the society in which they live. This is why ERIKS wants to empower local organisations and enable them to develop in terms of democratic methods and values. ERIKS believes that strengthening the capacity of civil society organisations promotes local ownership and sustainability in the promotion of children’s rights. ERIKS would like to see partnerships involving mutual learning, where we share knowledge and experiences “at eye level”. ERIKS aims to be an active and close partner, one which has empathy and focuses on possibilities, in the spirit of Uncle Erik.

ERIKS’ history, values and identity provide a solid foundation from which the organisation can raise awareness and knowledge about children’s rights within churches and other faith-based organisations. We believe that this type of cooperation can provide valuable access to religious actors, who in their turn can be role models in the promotion of child rights and, through their local roots and networks, contribute to sustainability. ¹²

At the same time, ERIKS is aware that its identity is associated with a special responsibility to be mindful of the tensions that can arise in various cultural and social contexts where there are religious affiliations. We must, for example, always be aware of situations where religious language or religious traditions are used to wield power that can cause harm to children or negatively affect children’s rights. ERIKS believes it has a responsibility to always promote the best interests of the child and to challenge traditional and hierarchical structures in a constructive way.

ERIKS treats partners with respect when discontinuing collaboration

Although ERIKS values long-term collaboration, it is natural that partnerships are evaluated and sometimes terminated. There are three main reasons why a partnership might be discontinued. The first case is based on strategic choices and priorities. ERIKS will at times decide to stop working in a country, in a geographical area or in a specific thematic field. For this reason, ERIKS will also cease working with certain partner organisations. This type of phaseout is always handled with great care and the partner is given time to prepare for the discontinuation of funding. The second reason for termination is when there is no longer a common vision for the work. For instance, it could be that the partner organisation does not want to subscribe to the guiding principles below, or other important policies. Discussions about ideological matters can be part of a continuous dialogue with a partner over some time, but if there is no progress towards a more common vision, ERIKS will eventually decide to discontinue partnership. Even in this case, the phaseout is managed in a respectful way and clear reasons are communicated to the partner why the partnership is ending. The third case is when the partner has very clearly broken agreements with ERIKS and/or requirements from back donors. This might have to do with fraud and mismanagement of funds, child protection issues or with other binding policies. If the misconduct is of a very serious nature and/or the partner is not collaborating in correcting the misbehaviour, it will lead to an immediate termination of the partnership.

3. Guiding principles for partner selection

When applying these guiding principles, it is important to always take into consideration the local context, as well as existing cooperation in the country or region. The following principles, which are in no particular order of priority, guides ERIKS in the initial selection process, before deeper analyses and assessments are made of the organisations that share these principles.

The organisation stands behind the principle that all people have equal value and defends the rights of the child

• ERIKS’ values provide the key foundation on which our partnerships with others are built. The values and view of humanity of a partner organisation are therefore of crucial importance in our joint efforts to promote children’s rights. ERIKS’ partners must firmly stand behind the principles of equal value of all people, non-discrimination, gender equality, diversity and economic, social and environmental sustainability.
• ERIKS seeks to partner with organisations in which children’s rights are recognised and made visible in both the organisation’s work and its attitudes.

The organisation has the will and potential to apply a human rights-based approach

• As a child rights organisation, ERIKS prioritises cooperation with organisations with a strong connection to and understanding of children’s rights according to the UN Convention on the Rights of the Child. The willingness and potential of partner organisations to apply a human rights-based approach, e.g. by strengthening the capacity of rights holders and duty bearers, is essential. ERIKS works with organisations where a human rights-based approach is an established method, as well as with those who are willing to develop their capacity in this area.

The organisation is characterised by democratic values, local roots and legitimacy

• Based on the goal of promoting a robust civil society and local ownership, ERIKS looks for partner organisations who are actively promoting democratic values such as participation, representativity, transparency and accountability. This may be manifested in various ways, such as clear interaction and trust between the organisation and its target groups, for example regarding insight into the organisation’s work, possibilities to impact its direction and to demand accountability.
• ERIKS also emphasises the importance of leadership with integrity, with leaders that are committed to gender equality and non-discrimination and act with sensitivity to national or local conflicts, and where no one uses their position as a means to reach other ends, such as financial or political ones.
• According to ERIKS, legitimacy and local roots imply that an organisation is respected and understands its local context. When choosing a partner organisation ERIKS emphasises the importance of being guided by the target group’s identification of problems and prioritisation of issues; where the participation of girls and boys in the planning, implementation and follow-up of projects are promoted.¹³ This gives an organisation legitimacy.¹⁴
• In many parts of the world, faith-based organisations and religious leaders and institutions have strong roots and legitimacy among the local population. The role of religion in society could be an obstacle but could also provide an opportunity to changes in attitudes and behaviours to promote children’s rights. According to ERIKS, the understanding of the role of religion and its influence in a community, as well as respect for people’s spiritual needs is an asset in efforts to promote children’s rights.¹⁵ Consequently, ERIKS prefers to work with organisations, both faith-based and non-confessional, that understand this principle.

4. Follow-up

Working in cooperation with others involves constant interaction, where the choice of partner can to some extent shape and change an organisation’s identity. The Foundation’s Board has the fundamental responsibility for ensuring that ERIKS’ partner portfolio reflects the organisation’s identity and vision.

The responsibility of choosing partners is delegated to the Programme Departments (Sweden and International). The formal decision is made by the Programme Director, International Department, and the Programme Director, Swedish Department, in consultation with the Secretary-General. Discontinuation of a partnership is handled by the respective Programme Departments with a formal decision by the Programme Director. In order for the Board to stay informed about the composition and development of partnerships, a list and an analysis of the partner organisations is presented every year, as part of the Annual Global Report and Sweden Programme Report. This information is to include which partnership agreements have been signed and which partnerships have been phased out during the past year.

The analysis must also provide examples of factors that were considered in concrete selection situations. This is to enable continual follow-up of compliance with this document and also to provide an assurance that there is consistency in the assessments and choices made by the Programme Departments.