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 organization which, based on Christian values, applies a human rights-based approach in its work. The organization'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.

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

ERIKS has a clear focus on partnerships and an establishedmethod² for evaluating potential partners for programs in Sweden and internationally. This position paper describes and explains ERIKS’ approach to partnerships and provides guidance on selecting partner organizations, 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 prioritize 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 organizations and groups that share our values and that have a strong connection to and involvement in people's daily lives. Our work is characterized and enriched by lasting relationships with partner organizations.

2.1 Why does ERIKS prioritize partnerships with civil society?

A strong civil society

There is great intrinsic value in developing and strengthening the capacity of civil society organizations. A pluralistic and robust civil society is crucial for peaceful and democratic development. The ability of people to organize 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 organizations 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 organizations 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 were to workalone.⁴ It is also an essential factor when applying a human rights-based approach, so that the people 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 programs to incorporate a long-term focus on advocacy to ensure that decision-makers, authorities, and other duty bearers are held accountable to fulfill children's rights 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 behaviors and thereby promote structural change in society. Sound, long-term, and successful advocacy work requires cooperation between organizations at the local, national, and international levels. 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 organizations 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 organizations and smaller, local grassroots organizations. 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 organizations 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 organizations, as well as long-term learning.

According to ERIKS’ statutes and identity, the organization has a purpose which is diaconal in nature, focusing on the social and humanitarian aspects of the Christian mission, to love your neighbor.⁷ Collaboration with partner organizations 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 organization works, is able to support children's rights in the best possible way; for example, where there is a lack of organizations 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 organization with space for different forms of expression and respect for every individual; an organization in which all people have the opportunity to grow and develop.⁸ERIKS also looks for and encourages this type of openness in its partner organizations.

In all of ERIKS’ partnerships, it is important to emphasize that it is unacceptable for any project or program 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.⁹Nor 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 organization’s international program contexts. Initiatives in Sweden are implemented in partnership with other organizations, but also by ERIKS itself, which is possible due to the organization’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 alongside and empowers organizations and civil society

Part of ERIKS’ identity as a faith-based organisation is a strong motivation to express the Christian message of love throughactions.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 organizations 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 that has empathy and focuses on possibilities, in the spirit of Uncle Erik.

ERIKS' history, values, and identity provide a solid foundation from which the organization can raise awareness and knowledge about children's rights within churches and other faith-based organizations. We believe that this type of cooperation can provide valuable access to religious actors, who in 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 organization 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, guide ERIKS in the initial selection process, before deeper analyses and assessments are made of the organizations that share these principles.

The organization 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 organization 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 organizations in which children's rights are recognized and made visible in both the organization's work and its attitudes.

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

• As a child rights organization, ERIKS prioritizes cooperation with organizations that have 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 organizations to apply a human rights-based approach, e.g. by strengthening the capacity of rights holders and duty bearers, is essential. ERIKS works with organizations 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 organization is characterized by democratic values, local roots, and legitimacy.

• Based on the goal of promoting a robust civil society and local ownership, ERIKS looks for partner organizations that are actively promoting democratic values such as participation, representativeness, transparency, and accountability. This may be manifested in various ways, such as clear interaction and trust between the organization and its target groups, for example regarding insight into the organization's work, possibilities to impact its direction, and to demand accountability.
• ERIKS also emphasizes the importance of leadership with integrity, with leaders who 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 achieve other ends, such as financial or political ones.
• According to ERIKS, legitimacy and local roots imply that an organization is respected and understands its local context. When choosing a partner organization, ERIKS emphasizes the importance of being guided by the target group's identification of problems and prioritization of issues, where the participation of girls and boys in the planning, implementation, and follow-up of projects is promoted.¹³ This gives an organizationlegitimacy.¹⁴
• In many parts of the world, faith-based organizations 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 change attitudes and behaviors to promote children's rights. According to ERIKS, understanding the role of religion and its influence in a community, as well as respecting people's spiritual needs, is an asset in efforts to promote children'srights.¹⁵ Consequently, ERIKS prefers to work with organizations, 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 organization's identity. The Foundation's Board has the fundamental responsibility for ensuring that ERIKS' partner portfolio reflects the organization's identity and vision.

The responsibility for choosing partners is delegated to the Program Departments (Sweden and International). The formal decision is made by the Program Director, International Department, and the Program Director, Swedish Department, in consultation with the Secretary-General. Discontinuation of a partnership is handled by the respective Program Departments with a formal decision by the Program Director. In order for the Board to stay informed about the composition and development of partnerships, a list and an analysis of the partner organizations 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 specific selection situations. This is to enable continuous follow-up of compliance with this document and also to provide assurance that there is consistency in the assessments and choices made by the Program Departments.