Knowledge matters
Diverse Partnerships in Concern
Issueknowledge 28 | July matters 2020 1 If you have any contributions, ideas or topics • Use clear language. Many of the for future issues of Knowledge Matters readers of Knowledge Matters are please contact the editorial team by email at non-native English speakers, so [email protected]. think carefully about using idioms or colloquial language that might not be The views expressed are the authors’ and easily understood by others. do not necessarily coincide with those of Concern Worldwide or its partners. • Always avoid assuming too high a level of knowledge of the topic you are writing about on the part of the reader. Knowledge Matters basics • Use active sentences (‘we held a Knowledge Matters offers practice-relevant workshop’ not ‘a workshop was held analysis relating to the development and by us’) humanitarian work of Concern Worldwide. It provides a forum for staff and partners • Use short and clear expressions. to exchange ideas and experiences. The • Keep your title short - no more than publication is committed to encouraging eight words. high quality analysis in the understanding of Concern’s work. Concern staff and partners • Where necessary use photos to document their ideas and experiences accompany the narrative but ensure through articles. Articles are very short – that you follow the Dóchas Code of 500 – 1,500 words. Usually you only have Conduct on Images and Messages and space to make two or three interesting Concern’s internal rules on informed points. Here are some tips on writing a short consent and image captions. feature article: • Start by imagining your audience – a Concern colleague. Why are they interested – why do they want to read what you have to say? When you identify what your most important point is, say it straight away, in the title or first sentence. • What can others learn from your story? Focus on this. Remember to back up your story with evidence. This can be taken from evaluations. • It’s easier to get people reading if you start with the human perspective – mentioning real people and real- life events. (You don’t have to give Cover photo: The Community Resilience Action Group names). (CRAG) of Vati Kapasia, Kapasia Union, Sundarganj, • Use short sentences. Use Concern’s Bangladesh showed Concern visitors the Community Action Plan (CAP) they developed following an style guide to help you. assessment of the natural capital of their community. • Keep paragraphs to a maximum of six The CAP highlights the different issues, targeted lines long. households, what support is required, from whom and the timeframe for action. Photo: Amy Rose McGovern / Concern Worldwide.
2 Concern Worldwide Contents From the Issue Editor: When I was first approached with the idea of a Knowledge Matters issue on Partnerships, I leapt at the opportunity to showcase the many diverse partnerships 4 Working in Diverse that I was slowly learning about in Concern. I hope that Partnerships Marsha this issue offers a glimpse of the varied partnerships Montgomery that exist across the organisation and hopefully might inspire you to contribute to further effective partnerships across the organisation. 6 Partnership in Pakistan: As local as possible, as This issue highlights Concern’s approach to working international as necessary in partnership across various sectoral interventions, programmes and regions. Pakistan’s RAPID Fund article Abdul Ghaffar describes a programme which has evolved and refined how it supports primarily local NGOs over a period of 12 Capacity Development for time. The article about Concern Malawi documents an Partner Organizations in Irish Aid funded Graduation programme implemented by four local partners and how Concern works with Malawi Dhaquir Bashir them and builds their capacity to improve systems. An article on cross-cutting interventions includes CMAM 16 CMAM Surge partnerships (community-based management of acute malnutrition) and scale-up in Niger and how through informal NGO partnerships, the CMAM Surge approach began to be formalized through Lucy Lafferty, Mariama project consortiums across the region. The gender Mahamadou Hamani and transformative approach implemented in partnership Amanda Yourchuck with Sonke is outlined in an article that looks at the approach and impact to date; aimed at transforming staff attitudes to be more gender equitable and 19 A global partnership for support capacity in gender programming. Security risk gender transformation: Our management is explored in another article, including the partnership with Sonke nature and level of risk facing local and national NGOs, Adèle Fox and what Concern is currently doing to support good security management practice of partners. The article on the Zurich Flood Resilience Alliance illustrates the 22 Security risk management coming together of the private sector, INGOs, research and partnership Peter Doyle and academia in partnership, with the goal to increase investment into pre-event resilience building that better support vulnerable communities. Finally, an article by 24 The Zurich Flood Resilience our Active Citizenship team focuses on how Concern Alliance Samuel Fox works in a consortia partnership across Ireland in a bid to mainstream development education, in the belief that 28 Coming in from the edge: an educated and engaged public is central to creating a sustained commitment to the world’s most vulnerable. A partnership approach to mainstreaming I would like to thank all those who took the time to development education in contribute to this issue of Knowledge Matters on Partnership, especially in light of the unprecedented Ireland Michael Doorly time we currently find ourselves having to work in, under the COVID-19 pandemic. 31 Contributing Authors Marsha Montgomery, Partnership Adviser, Dublin
knowledge matters 3 Working in Diverse Partnerships
By: Marsha Montgomery
Concern’s Partnership policy (2019) states European non-governmental organisations that, ‘Concern cannot achieve its mission in working together to achieve the isolation. We believe we can achieve greater Sustainable Development Goals (SGDs). impact working in collaboration with other We are a member of the Global Nutrition organisations and institutions’. Concern is Cluster (GNC) Standing Advisory Group increasingly working in fragile and conflict- and contribute to the overall goal of affected states. The varied country contexts safeguarding and improving the nutritional that influence Concern’s interventions status of crises-affected populations. incorporate a host of elements, some of Concern also works with Interaction, which include, geographical access to USA, a thought leader and voice for nearly communities, political contextual analysis 200 NGOs working to eliminate extreme (local, national and regional structures), and poverty, strengthen human rights and importantly access to sufficient funding. citizen participation; with Dóchas in Ireland, Together these and other elements help a leading voice for organisations working shape how Concern chooses to work in towards global justice; the NGO Voice various countries. This can be either through in the EU on humanitarian aid; and the direct implementation, alliances, through International Council of Voluntary Agencies sub-contractors, implementing partners, (ICVA) in Geneva, working towards more the private sector or in consortia; alongside principled and effective humanitarian action. working with relevant local authorities, ministries of national government and other Concern are keen to work in partnership INGOs, local and national NGOs and civil with evidence-based institutions, academia, society networks. speciality based organisations such as: Sonke Gender Justice who advocate for It has taken me a little time to find out about greater gender justice and equality; the the many diverse partnerships that currently Conflict Unit in Dublin City University on exist across Concern. This is what I have research; Tuft University on research on discovered alongside the variety of articles seasonality of water contamination across that are illustrated in this Knowledge the water chain and child malnutrition; the Matters issue. Liverpool School of Tropical Medicine on measuring health utilisation of the extreme Concern remains committed to working poor and marginal people in Bangladesh. strategically in partnership with other international actors, such as the UN, In the private sector Concern is a partner International NGOs, and global platforms, in a consortium working with Z Zurich where we can have a greater impact. Foundation funding Concern’s flood Strategic advocacy partnerships include resilience work in 22 flood-vulnerable working with Alliance 2015, with seven communities in Bangladesh. In Niger, a
4 Concern Worldwide partnership with Kerry Group has been As outlined here, Concern engages in many established since 2012 to increase food different types of partnerships in order to production and diversity of nutrient-rich achieve our goals. The following articles fruit and vegetables; promote key health outline a selection of these partnerships practices; access to safe water and across several different countries of improved sanitation. Also in Niger, the operation. Country programmes looking to David Nikkel Foundation funding focuses on enhance their partnership engagements cash transfers, with the Turing Foundation are encouraged to liaise with Concern’s complementing the current Concern Partnership Adviser in the Strategy, education projects, with a focus on teacher Advocacy and Learning (SAL) Directorate for training and improving access for vulnerable advice and support. children to quality formal education.
In Somalia, a partnership was formed with the main Mobile Network Operator of Somalia to test the introduction of voice recognition technology to strengthen identity verification of recipients receiving cash through mobile operators. In addition, Concern has a partnership with the multinational engineering company Mott MacDonald, who provide technical support for engineering projects.
In Turkey, a host country to over 3 million Syrian refugees, there are several key partnerships. The Maya Foundation implemented the Trauma Informed Schools programme in nine Turkish public schools in Sanliurfa Province, where Concern Turkey staff had little access to. Adyiaman, is a small grassroots organisation, in which the partnership with Concern focused on delivering protection programming. Concern Turkey is also working on a NetHope grant to provide 5- to 14-year-old children with tablets in order to provide them with access to educational resources in Arabic and Turkish at home, to support the transition of Syrian children into Turkish schools.
knowledge matters 5 Partnership in Pakistan: As local as possible, as international as necessary
By Abdul Ghaffar
Pakistan: Humanitarian preparedness, response and long-term development issues. However, Pakistani Context NGOs have serious capacity limitations Pakistan’s diverse topography, geology, coupled with resource/funding constraints. changing weather and complex geopolitical Therefore, since the start of our operations position underlie its vulnerability to natural in Pakistan, we are working in partnership and complex disasters. The northern with the local NGOs with broader objectives and central part of country was affected to provide timely and effective humanitarian by devastating floods for almost seven assistance as well as to support in capacity consecutive years (2010-17) whereas the development of local partners to sustain southern part of the country, over the last national capacity to prepare for and respond many years, is facing drought of moderate to future crises. to severe intensity. This has resulted in protracted food security and nutrition crises As part of our partnership strategy, Concern exceeding the World Health Organisation undertook an expansive hazard and (WHO) emergency threshold of 15% for vulnerability assessment of the different wasting rates of children under the age of parts of the country including assessment five years. Situated in a seismically active of potential partners to engage in case zone, the country has experienced major of any emergency. Concern conducted earthquakes in 2005, 2013, 2015 and 2019. an assessment of each organisation’s The country is also marred by the internal operational and systems capacity. After conflict in the North-western Khyber selection of suitable partners, Concern Pakhtunkhwa (KP) resulting in internal signed ‘partnership agreements/ displacement of about five million people Memorandum of Understand (MoU)’ with over the last few years with regular periodic these partners and provides training on returns. rapid needs assessment, emergency response, Disaster Risk Reduction (DRR), Sphere Standards, financial management Strategy to leverage from and logistics on a regular basis. As per the MoU, partners monitor the situation in partnership with local NGOs their vicinity, share humanitarian situation Concern has been implementing updates and support in assessment where humanitarian and long-term development required. In the event of an emergency, programmes in Pakistan since 2001. As per Concern and the local organization would our assessment of local civil society actors, activate the partnership into a formal the country has a substantial local NGO response project agreement (depending base with strong potential to contribute on availability of funding). This strategy is a towards timely and effective humanitarian central pillar in Concern’s ability to leverage
6 Concern Worldwide Local NGO staff attending a training on needs assessment and proposal development organised by Concern Pakistan, March 2020. Photo: Iqbal Shahid / Concern Worldwide.
emergency response in Pakistan. To date this approach has proven to be effective and Working through local partners has Concern in partnership with local NGOs has increased Concern’s outreach to responded to a range of natural disasters communities in most neglected and and complex emergencies, including hard to reach areas. The approach the Afghan refugee crisis, earthquakes, has helped Concern to develop in- cyclones, droughts, flood, and internally depth contextual knowledge, develop displaced people (IDP) crises. relationships with the communities and stakeholders as well as increased The pool of pre-identified local partners capacity to respond to multiple in disaster prone areas sharing disaster humanitarian crisis in different areas. updates directly from the field help Concern in advocacy with the donors and prioritizing the humanitarian responses. Due to their and facilitate coordination with the local grassroots knowledge and broad outreach, government. These local NGOs lacked the local NGOs from affected areas enable capacity and resources to respond, but Concern in reaching the most vulnerable1 the RAPID2 programme supported them to in far-flung areas across the country. For meet critical needs. These NGOs helped example; in the aftermath of the 2015 RAPID in overcoming barriers related floods and earthquake in northern Pakistan, to culture, language and access, and the local NGOs in Chitral district helped enabled Concern to reach over 400,000 Concern to rapidly assess the needs beneficiaries. Similarly, when IDPs were returning to the ex-FATA region, after two 1. It has been found that the group of people termed years of government’s operation against ‘most vulnerable’ in Pakistan includes women, militants, the local NGOs enabled RAPID to children, people living with disabilities (PWDs), access North Waziristan (NW). International people with existing poverty and affected by crisis (flood/drought), the elderly, people affected organizations were not allowed to work by re-current crises, protracted displacement etc. Disasters and crisis have varying degree of impacts on these groups – for example, during 2. Responding to Pakistan’s Internally Displaced conflict-induced displacement the women, (RAPID) is an emergency response programme children, PWDs and elderly suffer the most. funded by USAID.
knowledge matters 7 inside NW, however, Concern with the humanitarian needs. Concern, through support of local partners was the first RAPID, is among the first responders to a international organization allowed to access number of humanitarian crisis across the and deliver humanitarian assistance to country contributing toward Concern’s 412,178 newly returned IDPs. Due to RAPID’s humanitarian identity to maintaining the quality work and effective coordination capacity to respond quickly and effectively with the stakeholders, access for other to emergencies. A study commissioned humanitarian actors was restored thereafter. by IASC regarded RAPID to have the shortest processing time for humanitarian Concern also engaged these tested partners programmes and noted that RAPID good of emergency response in the delivery of practices in sub-award to local NGOs was its development programmes. Having this highlighted as a strength3. pre-identified pool of tested partners with compatibility to Concern’s vision and mission helps us in quick engagement and better programming in remote parts of the country.
RAPID – Localizing humanitarian aid delivery Based on its history of successful engagement and expertise of working through local NGOs in Pakistan, Concern was awarded RAPID Fund by USAID/OFDA. RAPID’s objective is to assist the most vulnerable population in the aftermath of A drought-affected family collect water from the Hand any natural or human-induced disaster Pump installed by local NGOs partner in Umerkot district, Sindh province February 2020. Project across the country through small projects. supported by Concern RAPID. Photo: Manooj Kumar / In close coordination with the relevant Concern Worldwide. clusters, I/NGOs, target communities, Disaster Management Authorities (DMAs) and working alongside existing humanitarian mechanisms, RAPID provides timely, Capacity Development of flexible, effective, and needs-based projects Partners to NGOs through a systematic, short-term, Concern has worked through a range of local small grants mechanism. organizations in Pakistan for short and long Concern has been implementing RAPID term periods. Capacity building and support since 2009, having worked in partnership underlie each relationship to promote with over 100 NGOs and completed 260 quality work and projects are managed projects assisting over 6 million people. on the principles of accountability and Due to its short format (3-4 months transparency. Concern’s approach tends to projects), availability of funds at the onset focus on making local organisations a better of disaster, multiple thematic sectors fit for partnerships, as well as well as a more and wide geographic coverage, RAPID effective humanitarian actor. is a unique funding mechanism easily accessible to local NGOs and has allowed 3. https://www.icvanetwork.org/resources/partner- Concern to respond timely to the critical capacity-assessments-humanitarian-ngos-fit- purpose.
8 Concern Worldwide Apart from humanitarian assistance to capacity development needs identified millions, RAPID through its capacity building in consultation with the partner prior to initiatives has worked with over 100 NGOs engagement as well as during regular as well as national disaster management follow-ups and interactions. authorities increasing local disaster management and response capacities. CAFOD in their study on “Investing in national NGO response capacity” regarded RAPID as a model for replication4.
“ Mr. Israr Khan, CEO of local NGO Alfalah Development Foundation (ADF) share that the partnership with Concern was unique in certain ways, the foremost and exceptional aspect of the partnership was the capacity building of the partners. Prior to this partnership, ADF was Concern RAPID engineer provide technical struggling to develop and institutionalize backstopping to partner staff while implementation various essential systems, which require of infrastructure rehabilitation project in Chitral district, Khyber Pakhtunkhwa province, 2016. resources and guidance. The partnership Photo: Ihsan Ur Rehman, Creative Approaches for with Concern streamlined our functional Development (CAD) / Concern Worldwide. departments, enabling a change in organizational culture from adhocism to During the project implementation, capacity- professionalism with improved capacity building support is not only specific to project of the staff, strengthening programmatic deliverables, but also on enhancing partners’ and operational systems and ensuring internal controls and their understanding of accountability/transparency at all levels”. humanitarian standards. RAPID conducts a detailed induction with the partner’s staff RAPID follows a multi-pronged strategy for while on-the-job capacity building continues the capacity building of local NGOs with a for procurement of programme supplies, focus on enhancing both institutional and beneficiaries/site selection, distributions, staff capacity and capabilities through both technical support, security management and formal trainings and on-the-job capacity developing and operationalizing monitoring building support. RAPID convenes training and evaluation (M&E) plans. The approach sessions for the NGOs based in disaster to capacity enhancement is unique in terms prone areas on needs assessment and of formal training supplemented with on- proposal development. RAPID closely the-job capacity enhancement and hands- works with potential partners to finalize on support, the ‘learning through doing’ the project proposals and jointly develop resulted in improved systems and quality the implementation plan. A project board programming by local NGO partners. Over is formed including a representative from the period, Concern has developed tools, each partner to jointly oversee the progress templates and guidelines compatible to and determine the support required by the profile and size of local NGOs. Many of partners. Support to partners is based the small NGOs adapted a number of good on the assessment of gaps, risk and practices from Concern which significantly contributed in improving their organizational capacity and internal controls systems, 4. Investing in National NGO Response Capacity,” CAFOD, 2013: https://www.icvanetwork.org/ enabling them secure funding from other node/6300. donors. The Executive Director of local NGO,
knowledge matters 9 Bright Star Development Society Balochistan (BSDSB) Mr. Naseer Ahmed shares;
“ Prior to partnership with Concern, my organization did not have procurement experience through competitive procedures (i.e. tendering) for emergency response materials. BSDSB prepared its own procurement manual and harnessed internal controls procedures with support and guidance from Concern team. BSDSB Partner staff in system training (HR, procurement, got attention from implementing Low finance and security management) organised by Cost Transitional Shelters Project (via Concern RAPID, March 2020. Photo by Abdul Ghaffar / Concern partnership), and was able Concern Worldwide. to secure a similar project worth USD 100,000 from Government of Sindh. and working together with the local NGOs Moreover, partnership and work remained successful in maintaining experience with Concern has helped my programme quality as well as improvement organization to obtain funds from USAID in partner capacity to respond to critical Small Grants Programme”. humanitarian situations. As a result of our engagement, local partners have developed According to the CEO of SWRDO, a small necessary skills to advocate with local and local NGO operational in extremely poor national actors and secure funding from areas of South Punjab, which was supported institutional donors for emergency as well by Concern during 2010 and subsequent as development programmes. flood responses, Despite the short duration of the projects, “ Concern / RAPID not only built capacity RAPID engagement with local partners proved of our staff but also strengthened our effective due to following key approaches; SoPs, financial and programmatic systems which now meet the • Involving the local NGO partners during international standards of project the design of the proposal is critical implementation. RAPID team provided to develop ownership and common valuable technical support during our understanding on project approaches partnership and on the basis of this and implementation. Support to support and experience, we have been small local NGOs in development of able to access funding opportunities Accountability to Affected Population from other donors”. Plan (AAP), Code of Conduct Implementation Plan and Complaint Response Mechanism (CRM) for the What makes the partnership project helps in the implementation of an successful? accountable programme. • Coordination with relevant Clusters/ The principles of equality, transparency, Working Groups and Disaster result-oriented approach, responsibility Management Authorities at the initial and complementarity underpin our on-set of the emergency and during partnership with the local NGOs. Our implementation helps in getting access approach of providing hands-on support to the areas and avoids duplication as
10 Concern Worldwide • Technical training and periodic support and supervision of partner teams for WASH, shelter and engineering works was provided. • Programme, System and technical staff regularly visit the field areas to support (identify gaps and advise the remedial actions) and review documentation. Short refresher training (few hours or one day training) is given where required. Partner staff deliver an awareness session to drought • To avoid end of project burden and affected families on nutrition and hygiene, February compliance issues, partners submit 2020. Photo: Manooj Kumar / Concern Worldwide. documentation immediately after the well as supporting local NGOs’ access completion of the activity to Concern / and understanding of coordination RAPID. A thorough review is conducted mechanisms. and feedback shared to address the gaps and recommendations for future Over the period, RAPID has developed • improvements. context specific guidelines (referred to as ‘Grantee System Pack’) with templates, • In case of access constraints, Concern documents/procedures compatible utilizes remote monitoring such to size and duration of the project and as involvement of line department profile of local NGOs. These ready-to-use officials to conduct monitoring/end guidelines and tools proved effective for of project evaluation (with necessary successful implementation of projects. orientation/tools), photos/videos of completed schemes and interviews The training and induction for partner • of beneficiaries, and peer monitoring staff was based on adult learning through other I/NGOs or partners approaches with regular follow-ups and working in the area. support in implementation of learnings. • Based on Concern’s communication strategy, Concern supported partners in developing project communication procedures to guide their staff to involve committees in beneficiary selection, sharing entitlements, criteria and CRM. It also assists partners to coordinate with local authorities/line departments, involve village committees, beneficiaries in monitoring of the project activities and handover of communal infrastructure. • On-the-job capacity building was carried out by providing support during selection of beneficiaries, procurements of major Concern RAPID engineer provide technical supplies, etc. Concern staff participates backstopping to partner staff while implementation of infrastructure rehabilitation project in Chitral as advisors in all major procurements district, Khyber Pakhtunkhwa province, 2016. to support the process and ensure Photo: Ihsan Ur Rehman, Creative Approaches for compliance. Development (CAD) / Concern Worldwide.
knowledge matters 11 Capacity Development for Partner Organizations in Malawi
By Dhaquir Bashir
Background granting agreements. Concern works closely with all four local NGOs and includes them in With support from the Irish Aid Programme Graduation team catch-up meetings as well Fund II (IAPF II), Concern Worldwide as planning and review meetings. Malawi is implementing the Graduation Programme (2017-2021) in Nsanje and Mangochi districts. The programme focuses Capacity Development on four main outcomes as follows:
• Outcome 1: Increased asset ownership and returns from assets for most vulnerable (graduation model) households • Outcome 2: A more equitable community • Outcome 3: Reducing community risk and vulnerability to climate change and locally identified hazards. • Outcome 4: Improved national and district level policy frameworks and Concern M&E Coordinator providing M&E support implementation of social protection to FAST in Nsanje in 2019: Photo: Dhaquir Bashir / principles and sustainable graduation Concern Worldwide.
Concern is working in partnership with four In Malawi, Concern works in high quality, Local Partner Organizations; CISANET (Civil strategic, objective-driven and innovative Society Agriculture Network) is leading on partnerships with its partners that the climate smart agriculture advocacy complement Concern’s capabilities with component of the programme (Outcome 4); local context and knowledge and ensures Churches Action for Relief and Development good relationships, open communication, (CARD) is leading the household visits for respect and a strong commitment to mutual cohort 2 and 3 in Nsanje. Concern also works learning and accountability by appreciating a with two additional NGOs on outcome 2 that diversity of perspectives. Concern commits are engaging with communities to fight HIV/ to the following principles; AIDS stigma. Friends of AIDS Support Trust (FAST) in Nsanje and Community Initiative • Transparency and authenticity with our for Self-Reliance (CISER) in Mangochi. All partners by respecting autonomy and partnerships are in the form of annual sub- their organizational journey.
12 Concern Worldwide • Providing mutual agreed capacity c. All partners underwent a successful development process as part of our safeguarding and code of conduct commitment to accountability workshop/training. • Being a reliable partner that supports d. Trained partners on ‘Effective mutual accountability within the Communication and Reporting’ and partnership and strong accountability developed a standard reporting to Concern’s donors and other template for all Graduation partners to stakeholders. improve efficiency in reporting. e. Supported partners in development In ensuring compliance to the above of policies – Safeguarding, Data principles, partners went through an annual Protection, Recruitment policies, Anti- capacity assessment (CLOFAT/CLOSAT1) Fraud, IT and Data protection policies where their capacity and risk were rated as well as Complaints Response on programme management, financial/ Mechanisms. procurement systems, HR systems, policies (including safeguarding), and governance f. Employed gender initiatives with the (regulatory compliance). Gaps were partners – reviewed gender policy identified and capacity development plans for one partner (CARD) and currently established together with the partners. planning to conduct gender sessions The process took about a week. Following with all partners. this, the team conducted 2-day trainings through workshops or on-the-job trainings 1. Challenges followed by ongoing mentorships and coaching focusing on the identified gaps and a. Limited availability and commitment prioritizing areas that partners felt they could by the partners to engage in the capacity add value for growth. The partners were development process. One partner given 1 – 2 months to test and pilot different (CISANET) faced challenges when a key approaches that are supported with frequent staff member received an opportunity check-ins for guidance and feedback. This to undertake a fellowship in the UK and was monitored through follow up phone was not replaced during that time. This calls and visits on a monthly basis. We found led to an overburdening of other staff, that partners have implemented most of particularly the Executive Director, the recommended practices. i.e. policies, resulting in a lack of time available for recruitment processes, registrations, and the remaining CISANET staff to engage payment of taxes. with capacity building activities. The staff member has since returned, and The support provided is as follows; improvements are already being seen. However, this highlights an important a. Supported partners with monitoring factor in that partner organisations may and evaluation (M&E) systems that not be able to fill temporary gaps in include data collection tools and staffing. In order to ensure progress, monitoring the log-frame. capacity development initiatives are b. Reviewed and supported partners broken down into small pieces/areas in strengthening their organizational according to functions and then we systems (HR, Finance and Operations) identify who is available amongst the team to provide support, which is specific to that function or person. The 1. Concern Local Organisation Financial Assessment Tool / Concern Local Organisation Selection other areas are followed up during the Assessment Tool next visit.
knowledge matters 13 b. Partners taking time to implement 2. Major Lessons recommended practices. This is due to either being used to the old ways of doing things or they have not yet seen the value in adopting the recommended practice so they resist change. To ensure that this is avoided, partners are involved and engaged in every step of the process, ensuring that they contribute a lot in developing the new system so as to establish a sense of ownership. The system is piloted before being adopted to allow the partner to see value and appreciate why they need it. c. The size of the Partner Organization also affects the nature of support Safeguarding workshop with CISANET in Lilongwe, July provided to the partner (financial 2019. Photo: Rebecca Roemer / Concern Worldwide. systems recommended for example). To deal with this challenge, the It is important to conduct regular support provided is tailor made to each programme review meetings including partner and we recommend processes partner staff, usually quarterly, in order to and systems that are very easy to monitor progress, work on challenges and understand, follow and adopt. We also provide/gain feedback to/from the partner. ensure that there is easy tracking of all processes where one can easily follow a. Increase partnership involvement and through. i.e. every transaction to be participation i.e. making sure they are properly recorded in the books, have part of the process when developing approved requisitions and vouchers policies rather than just dictating or before payment is made and the providing a readymade template for payment to be supported with a valid them to adopt. This improves a sense receipt – ensuring that every document of ownership and responsibility. is linked to the other, files are properly b. Check with other organizations marked and stored for easy reporting. working with the partner on capacity d. Communication challenge between development areas to avoid duplication partners and Concern. This is due of efforts or overloading the partner to unclear reporting lines and flow with too much information. of information i.e. which type of c. Support to partners should be tailor information to report, to who and made and partner specific. This is by when. To address this challenge, because partners are different in size, we have established key contact funding, number of staff among other persons for programmes, finance and characteristics. partnership related functions and the team is working on enhancing d. Focus on strong relationship building efficiency to ensure that there are clear between Concern, the partner reporting mechanisms and flow of organizations as well as other information. stakeholders.
14 Concern Worldwide 3. Results Through the capacity development process, partners have realised the following impact on their organizations:
Name of Impact as a result of Concern support partner Knowledge/skills Policies Operational acquired Developed CARD Effective communication Safeguarding Improved reporting using a standard and reporting training, Policy, recruitment template, use of logbooks on vehicles, training on Finance process, review use of donor codes on fuel, clear processes and of Gender Policy, reconciliation processes on fuel (fuel reporting, Safeguarding Anti-Fraud management), having clear procurement and Code of Conduct Policy, IT Policy, and evaluation processes (to ensure training and having Recruitment value for money), M&E systems, capacity development Policy. improved financial reporting with plans. appropriate documentation, designing and implementing CRM. Having an Asset Register, started complying and paying pensions, tax that are now up to date and tracking of progress on work plan. CISER Effective communication Safeguarding Fuel Management (using donor codes), and reporting training, Policy, Code of Financial reporting with appropriate Safeguarding and Code Conduct, Anti- documentation, clear procurement of Conduct training, Fraud Policy processes and evaluation (Value for and having capacity and IT & Data Money), Installing a Quick Books development plans. Protection Policy. accounting software, renewal of the Council of NGOs in Malawi (CONGOMA) fees for 2020. FAST Effective communication Safeguarding M&E reporting tools, Improved reporting and reporting training, Policy, Code using a standard template, Fuel Safeguarding and Code of Conduct, Management systems, Clear financial of Conduct training, Recruitment Policy, transactions, currently piloting CRM Finance processes Whistleblowing mechanism in Nsanje, Coming up with systems and reporting Policy and IT & innovative ways on program delivery and having capacity Data Protection development plans Policy. CISANET Safeguarding/Code Safeguarding Safeguarding included in the recruitment of Conduct training Policy process, improved reporting using the and having capacity standard reporting template, able to development plans track progress on work plan.
4. Conclusion Concern adopted a systematic and integrated approach to partners’ capacity development that involves trainings, provision of technical support and mentorship in all organizational areas on a monthly basis. Concern has made major progress with its partners, which has led to improved financial systems of partner organisations; human resource and recruitment practices; programme management, delivery and reporting due to well-established M&E systems; and compliance to their respective statutory requirements and policies.
knowledge matters 15 CMAM Surge partnerships and scale-up in Niger
By Lucy Lafferty, Mariama Mahamadou Hamani and Amanda Yourchuck
Introduction particularly in West and Central Africa. The need for fast and reliable technical Concern has been providing life-saving assistance to both government ministries treatment for children under five with acute of health and partner NGOs has created malnutrition through the community-based a unique network of both formal and management of acute malnutrition (CMAM) informal partnerships that support not only for 20 years, first piloting the programme in quality implementation but also encourage 2000 in Ethiopia. Despite this revolutionary learning and sharing across a wide variety of approach to treatment, cases of acute contexts. malnutrition remain unacceptably high. This is particularly true in areas that are remote, underserved, and prone to shocks. CMAM Surge in Niger It is in these places that health systems can experience both seasonal or unanticipated The CMAM Surge approach was first increases in cases of acute malnutrition, developed in Kenya in 2012 and was which can overwhelm already overstretched introduced in Niger in 2014. Concern and fragile health services. had already established a strong working relationship with the Niger Ministère de CMAM Surge was developed in response la Santé Publique Direction de la Nutrition to these challenges. Rather than relying on (Ministry of Health [MOH] Nutrition traditional emergency responses to address Department), having supported the spikes in acute malnutrition, which are integration of CMAM into routine health often triggered late into an emergency only services since 2009. The Tahoua region after nutritional surveys are completed, of Niger was chosen for the initial pilot, CMAM Surge relies on localized information based on the high prevalence of acute and health systems strengthening (HSS) malnutrition and its known health system principles to ensure that health systems challenges, which included insufficient are able to better respond to and anticipate human resources, poor stock management increases in demand for acute malnutrition skills, and a limited understanding of how treatment services. The aim of CMAM Surge to manage a CMAM programme within the is to ensure not only a more rapid, but also context of overall health facility operations. a more sustainable response, as health facilities and the local authorities that Government support for the approach oversee them are encouraged to first look and the publication of the CMAM Surge internally to determine what actions they can Guidelines in French paved the way for take to prepare for and respond to shocks. the scale-up of the approach in Niger and the wider Sahel Region. 2016 and 2017 CMAM Surge has experienced rapid scale-up saw several workshops held in Niamey and growth since its initial development, to sensitise other non-governmental
16 Concern Worldwide Figure 1: CMAM Surge 2017: CMAM Surge Timeline of Events included in ECHO West Africa Humanitarian 2019: CMAM Surge Implementation Plan (HIP) Global Technical 2012: First CMAM Surge • Scale up in Niger and the Sahel Working Group pilot in Kenya Region rapidly expands established
2014: CMAM Surge 2018: West Africa introduced in Niger CMAM Surge Task Force established organisations (NGOs), UN agencies and Formalisation of NGO government structures on the approach. Of significant importance was the inclusion Partnerships of CMAM Surge as an example approach in Beginning in 2019 these informal NGO ECHO’s 2017 Humanitarian Implementation partnerships around CMAM Surge began to Plan (HIP). be formalized through project consortiums. In Niger, Concern is currently leading Rapid scale-up of CMAM Surge began across an ECHO-funded consortium with ACF the Sahel in 2018 following the inclusion and COOPI of which one of the primary of the approach in ECHO partner project objectives is to support the government in proposals. With the award of new projects the scale up with CMAM Surge. This project across the region, there was a sudden includes a dedicated CMAM Surge National increase in demand for technical assistance Expert to provide technical support to other to introduce and scale-up the CMAM Surge NGOs through trainings and the sharing of approach. ECHO’s partners, in Niger and technical materials. In the same year, the throughout the Sahel, turned to Concern MOH committed to financing a proportion of for this support and a network of informal CMAM Surge national scale up and included CMAM Surge partnerships was created. activities in their 2020 budget via a donor pooled fund called the Fonds Commun In Niger, Concern conducted CMAM Surge (Common Fund). The collaboration with the trainings for multiple NGOs across Tahoua government is continuing as we support and Zinder regions. This was done at the them to form a national pool of CMAM Surge request of the partners, with no formal trainers, so that the approach can been programme or partnership arrangements in implemented across the country. place and often included visits to Concern’s implementing site in Tahoua. Some partners Given the large number of partners even brought staff from other countries to implementing CMAM Surge within Niger attend trainings conducted by Concern in and across the region, the need for strong Niger. Save the Children also invited the coordination grew. In Niger, CMAM Surge Concern team to Mali to train the Malian coordination was originally conducted MOH and their NGO partners1 on the through the ECHO Nutrition Alliance, of which approach. seven of the nine partners are implementing CMAM Surge in Niger and all have received training on the approach by Concern. This donor and NGO-driven partnership has since 1. Save the Children was providing technical been formalized through a shift towards assistance and coordination support to the Mali MOH and the following NGO partners: IRC, Tdh, anchoring CMAM Surge coordination within ACTED, AMCP/ALIMA, COOPI, ACF the government-led Groupe Technique de
knowledge matters 17 Travail ([GTT] Nutrition Technical Working interest in the model increases. CMAM Group) through the creation of the CMAM Surge, including adaptations of the approach Surge National Taskforce as a sub-body to tackle other health system challenges under the existing GTT CMAM working group. such as malaria, is now being implemented All partners who are implementing CMAM in 12 countries globally. At global level, Surge are part of the group, which has as an Concern has laid the initial groundwork for objective to harmonise and coordinate the a global CMAM Surge Technical Working implementation of CMAM Surge across Niger. Group, comprised of NGOs and donors, that will help oversee quality scale-up and Alongside national level coordination the dissemination of new learning and activities in Niger, regional coordination is innovations. led by a regional CMAM Surge Task Force that promotes the sharing of lessons learned Partnerships have clearly played an and technical expertise across NGOs and important role in the scale-up of CMAM Sahelian countries as they implemented Surge, contributing to its quality through CMAM Surge for the first time. shared technical expertise and to its ongoing improvement by exchanging The need for ongoing partnerships around lessons learned and best practices. the scale-up and refinement of the CMAM Surge approach continues to grow as global
Figure 2: Mapping of CMAM Surge Implementation
18 Concern Worldwide A global partnership for gender transformation: Our partnership with Sonke
By Adèle Fox
Our partnership with Sonke same time, Sonke has developed a greater understanding of Concern’s programming Concern is dedicated to tackling inequality and can support staff to develop plans for as a means to addressing extreme poverty. integrating gender more effectively into their Since 2012, we have gathered promising programmes, while their flexibility to adapt evidence that gender transformative to specific country needs has been an added dialogue is effective in achieving greater advantage to the partnership. Additionally, results in our programme areas. However, having one administrative process for the it became clear that the next step was period of the partnership mitigates the need to implement this type of approach for the regular consultant procedures for consistently and at scale across our each country visit. programmes. In order to do this, we needed greater technical support and experience in the Engaging Men approach to build our Gender transformation in capacity globally. Our partnership with Concern staff Sonke Gender Justice, a South African NGO specialising in gender equality, prevention of Overall, staff have reported that they have gender-based violence and HIV, is helping found the workshop engaging and impactful, us to achieve this aim. with the majority reporting that they are now more aware of their gender bias in Through the partnership, which began different situations. Many have reported in 2017 and is now in its second phase, that they have noticed positive changes we aim to transform staff attitudes to be to gender relations in the workplace, more gender equitable by identifying and such as women being more vocal during practicing positive changes in their own workplace discussions, and greater capacity lives. Following this shift, we are striving to to strengthen programming from a gender create a more equitable workplace and build perspective. In some countries, local capacity in gender programming so that partner staff also participated in these we realise an organisational shift towards workshops. gender transformative programming. The Gender Role Attitude (GRA) score was The advantage of partnering with an used as a pre and post indicator at most organisation like Sonke over a prolonged Sonke workshops. In DRC, staff scores period and across multiple countries is that increased from 7.79 to 8.34; Malawi from Concern has developed a standard approach 8.1 to 8.85 and Afghanistan from 7.81 to with associated materials that can be tailored 8.43 (out of 10). However, it was quickly appropriately according to the context. At the noted by Sonke facilitators that these scores
knowledge matters 19 Staff participating in the Violence Clothesline activity during a Sonke workshop in Liberia, Adèle Fox 2018 can be misleading as to the real views of Impact at programme level the participants. Thus, going forward more qualitative methods will also be included to Sonke’s support has assisted several measure the impact of the workshops. country programmes to implement variations of the approach. In addition to One challenge faced in some contexts transforming staff’s own attitudes, this was the strong religious influence over has included reviewing materials for use participants’ views on equality. Sonke at community level and related strategies, facilitators adapted to these contexts building staff capacity in facilitation allowing discussions on religious texts skills and monitoring the quality of to unfold but not dominate discussions. implementation through field observation In response to this challenge in Niger, visits. progressive Imams were invited to the second Sonke workshop to respond to points Concern’s programme in Central African relating very specifically to the Qur’anic Republic (CAR), for example, has put in teachings that could not be resolved within place a strategy for community leaders the group and this allowed discussions to and their spouses to engage in gender progress. transformative trainings and develop subsequent community action plans Additionally, breaking negative social and to disseminate messages more widely. cultural norms was highlighted as the Bangladesh continues to work through greatest obstacle to respondents being able local partners to implement gender to maintain the changes they committed to transformative sessions with ‘Change and many staff pointed out that without their Makers’ in its urban slum and pavement spouses/partners going through the same dwelling communities. The GRA score process, change will be harder to implement. for all programme participants increased
20 Concern Worldwide from 4.38 at baseline to 6.72 after three Research also continues with University years while those who participated in College Dublin in Sierra Leone using a the sessions reported greater personal gender transformational approach with both agency, increased involvement of men at teachers and couples aiming to improve home, their role as a positive role model literacy outcomes of children through for others and greater engagement with creating a safer learning environment. local authorities. In addition, households The GRA score improved from 4.15 at in which women are at least consulted in baseline to 7.2 after three years while male key areas of household decision-making domination of household decision-making increased from 16% at baseline to 91% in on resources, assets, and finances reduced year three. Rwanda continues to engage from 6.41 to 2.1 out of 10. Additionally, the members of the Graduation programme in team also documented that engagement gender transformative dialogue. Qualitative with Sonke had been particularly useful data showed an improvement in women’s in their work with teachers to discourage decision-making ability in the home, corporal punishment of students and improved communication and reduced instead promote positive discipline conflict between couples, increased methods. Sonke’s gender transformative involvement of men in household chores approach was also incorporated into the and childcare, and couples being seen as adolescent Life Skills curriculum, which role models to others in the community. staff felt had helped children behave more respectfully and had improved In a similar Graduation model in Malawi (as communications and relationships between part of research with Trinity College Dublin), adolescents and parents/teachers. women are observing positive changes in their partners leading to improved handling Concern’s experience of engaging men of intra-familial conflict and improved and women in gender transformative partner relationships. Men are taking more dialogue continues to broaden, with an responsibility for household chores and increasing number of country programmes women report greater freedom of movement implementing similar approaches. Sonke and engagement in economic activities has provided a technical backstop for the outside the home. Participants report that design and implementation of many of gender-based violence has decreased while these. As we scale up Sonke’s support to all the consultation of women in key areas of Concern country programmes, we anticipate household decision-making has improved that the momentum and impact seen so far from 37% at baseline to 52% in year three. will continue to strengthen.
Graduation programme participants taking part in Engaging Men sessions at community level, Mangochi, Malawi, Justyna Maciejczak, 2019.
knowledge matters 21 Security risk management and partnership
By Peter Doyle
Increased focus and attention on threat to humanitarian operations. Survey Security Risk Management (SRM) is respondents nearly unanimously agreed required in partnership relationships that INGOs have an “ethical duty of care” between international non-governmental to their national partner organizations, but organisations (INGOs) like Concern this has not always been realised in policy and local or national non-governmental or practice. The Global Interagency Security organisations (LNNGOs). Forum (GISF) is conducting research on SRM from the local partner’s perspective Following a significant decline in attacks and has found that SRM is not sufficiently on aid workers from the peak in 2013, discussed in partnerships. The fact that the number of attacks has started to rise LNNGOs do not request specific SRM again over the last couple of years. NGO support does not mean they do not have national staff continue to suffer the highest support needs. The power dynamics within number of attacks, both in terms of absolute partnerships, as well as competition for numbers and, increasingly, in terms of funding, can lead LNNGOs to take risks that relative attack rates. According to the Aid they are not comfortable with in order to Worker Security Database (AWSD) about demonstrate effective programme delivery. 60% of all aid worker fatalities in 2018 As part of the ‘localisation agenda’ LNNGOs were national staff of LNNGOs. This ‘risk- are being asked to do a lot more, but without transfer’ to local partners and personnel necessarily sufficient resources being raises pressing ethical questions about the allocated to SRM. SRM resources afforded to local actors. As LNNGOs are being increasingly relied SRM is an enabler of humanitarian action upon to deliver humanitarian assistance and is there to support programme delivery. in conflict-affected and insecure contexts, Improved SRM practice among our partners their support requirements in terms of leads to greater levels of assistance for the SRM need due consideration. Additionally, vulnerable communities that Concern and the repercussions of the COVID-19 its partners serve. When the risk to partner pandemic - travel restrictions, repatriation staff is reduced to acceptable levels, those of international staff and suspicion of in need in some of the most insecure places international agencies – is increasing focus in the world will have improved access to on the importance of collaboration between aid. Given stringent donor compliance, INGOs and LNNGOs. INGO support to partners has tended to focus on financial management and A 2019 study conducted by Interaction procedures to try and prevent fraud, theft, and Humanitarian Outcomes found that the or other corrupt practices. However, SRM majority of field staff of both INGOs and deserves at least equal consideration. LNNGOs see insecurity as the number one
22 Concern Worldwide Concern has been supporting our partners There is still more that we could do in with SRM in a number of ways. We have terms of supporting partners with SRM. invited partner staff to our own security For instance, we could carry out more joint trainings, recent examples include partner risk assessments with our partners and staff from South Sudan attending both the advocate for additional funding for SRM with Hostile Environment Awareness Training donors. This is an area that the Emergency (HEAT) trainings that we run in Uganda Directorate will be focusing attention on, as well as the ‘soft’ security management with plans to map existing good practice training that we run on a regional basis, on supporting our partners that can be in this case in Nairobi. Partner staff from replicated within other country programmes. Somalia also attended the Nairobi training. Ultimately, this is an opportunity for Our own Security Focal Points (SFP) liaise improving SRM, not just for our partners but with their counterparts in our partner also for Concern. We can benefit from our organisations, sharing information and LNNGO partners’ knowledge and networks analysis in order to improve the security to improve our own understanding of the management practice of each organisation. risk environment, our own SRM practice The provision of communications equipment and ultimately our impact on the target can also be a key element of SRM populations. support. All of this support contributes to improved SRM practice by our partners, including the development of standard operating procedures (SOP) covering key aspects such as journey management and communications. We encourage partner staff to report security concerns and incidents to facilitate analysis of the threat environment. The ultimate aim is to provide safer access to target communities so that they can continue to benefit from our programme interventions.
knowledge matters 23 The Zurich Flood Resilience Alliance
By Samuel Fox with thanks to Paul McGrath for historical knowledge on the formation of the partnership.
Introduction Resilience Measurement for Communities in its second iteration) developed by the Zurich In 2013, Concern Worldwide established Flood Resilience Alliance, and used the a small team with a brief to develop new insights generated by the tool to design and funding and partnership opportunities implement flood resilience interventions in outside of its established fundraising Afghanistan and Haiti. markets (then Ireland, UK, and USA). During its first year of operation, this new team, known as the New Business Development Concern’s full partnership in Unit, contacted and developed relationships with a number of organisations which the Zurich Flood Resilience offered the potential for strategic and/ Alliance or funding relationships, including Zurich Concern Worldwide became a full partner Insurance. This organisation (Zurich in Phase 2 and joined the ‘Zurich Flood Insurance) had already embarked on a Resilience Alliance’, which is fully funded programme with a small number of NGOs through the Z Zurich Foundation. This will to build community resilience to flooding, run for 5 years and started in July 2018, funded through the Z Zurich Foundation, preceded by a 6 month planning period. and this was of interest to Concern due to During phase one, data was collected the impact that flooding has in many of the and analysed from 16 communities in countries where Concern works. Following Afghanistan and Haiti, and this experience initial contact by the New Business was used for preparing the second phase Development Unit, various conversations, proposal. It was decided that Concern and a competitive proposal submission would implement Phase 2 in Bangladesh process, Concern joined the programme initially, with scale-up to other countries to as a “boundary partner” in 2015. From be decided in later years of the Phase. 2015-2017, Concern piloted a Flood Resilience Measurement Tool (version 1, The programme approach focuses on which became the known as the Flood communities and has developed a Flood Resilience Measurement for Communities (FRMC) approach. The overall framework for the phase 2 programme can be seen summarised on the next page:
24 Concern Worldwide treams orks W tegic Framework and Framework tegic tra S lliance 2.0: lliance A verview of of verview O
knowledge matters 25 The overall structure of the Alliance is with leading on the development of the unique, with the Z Zurich Foundation asking monitoring and evaluation components, the funded organisations to self-organise including supporting the design of an and lead on technical working groups, which overall impact assessment as well as the guide overall implementation of activities monitoring and evaluation of community in line with the agreed framework. There interventions. are eight other partners (Plan International, Mercy Corps, Practical Action, IFRC, ISET The community programmes use the FRMC International, IIASA, LSE) and the Z Zurich approach to assess community resilience to Foundation team who also work in the flooding: capacity of a technical partner as well as donor. There are working groups for • After an event – To evaluate a Advocacy, Knowledge generation, Research, community’s actual resilience measure Community Programmes and the FRMC such things as total losses, time to (tool). Each working group was tasked with return to some standard of normal appointing a chair and drafting a Terms operations, etc. after the risk event has of Reference to guide the work over the occurred. lifetime of the grant. These ‘workstreams’ • Before an event – To know whether oversee the implementation of activities to the community will be resilient, support the delivery of an agreed Theory of we have to measure the sources Change as well as each of the implementing of resilience (look for indicators of partners programme plans. capacity in the community’s socio- economic system). This structure has meant that Alliance partners have had to design and agree the The process engages community and overall initial Theory of Change and the district level representatives in a system reporting systems to be used to update the wide analysis, to design appropriate flood Z Zurich foundation. Additionally we have resilience interventions. had to define and coordinate the delivery of training across all country programme There are 22 communities in the Bangladesh teams, minimum standards for programme programme which Concern implements, and design and delivery, and the minimum each have designed community action plans standards for monitoring and evaluation of and mechanisms to engage with the relevant interventions. stakeholders at district and national levels. Concern operates through a Bangladeshi There are ambitious advocacy targets local partner Assistance for Social related to influencing global and national Organization and Development (ASOD). funding allocations for flood resilience and Practical Action implements the programme policy development and implementation. in an additional eight communities in Cross working group collaboration between Bangladesh and Mercy Corps implements partners has led to a number of joint advocacy activities in Bangladesh also. initiatives across a number of regional The three organisations work together and international events including COP 25 at a country level in Bangladesh, pooling and the Global Platform for Disaster Risk knowledge and resources to influence policy Reduction. makers, funders and practitioners to invest more, and more wisely, in context specific Concern sits on all working groups and and robust evidence-based flood resilience chairs the Community Programmes solutions at scale across Bangladesh. working group. We have also been tasked
26 Concern Worldwide The Community Resilience Action Group (CRAG) of Vati Kapasia, Kapasia Union, Sundarganj, Bangladesh showed Concern visitors the Community Action Plan (CAP) they developed following an assessment of the natural capital of their community. The CAP highlights the different issues, targeted households, what support is required, from whom and the timeframe for action. Photo: Amy Rose McGovern / Concern Worldwide.
The partnership with Zurich has been of good practice around programme cycle different from usual donor relationships. management, which in itself is one of the The structures set up within the Alliance objectives within the programme Theory of have promoted solid working relationships Change. They also recognise the significant where consensus has been needed investment and support needed for the across the development of systems and generation of evidence and linking this approaches. All grant agreements are to advocacy efforts and have allocated individual between the Z Zurich Foundation significant resources to support these and implementing partners, but built activities. into these agreements are specific roles to fulfil within the technical and system For more information on the Zurich support structures. Zurich also see itself programme please contact Amy Rose as a technical partner as well as the overall McGovern who oversees the relationship donor, and participates in most working with the Z Zurich Foundation. group discussions and decision-making. The inception period allowed a high degree of flexibility to set up systems and design appropriate interventions, without imposing unreasonable deadlines. This approach aims to ensure the generation of evidence
knowledge matters 27 Coming in from the edge: A partnership approach to mainstreaming development education in Ireland
By Michael Doorly
A bit about Active Citizenship: Long before Partnership: While our Active Citizenship unit the Sustainable Development Goals were has a substantial programme of work that our adopted by the United Nations in 2015 team of seven roll out, including the all-Ireland and long before SDG 4.71 was written as Concern Debates, which has involved over a ‘target’ for the international community, 50,000 students over the past 36 years, we Concern’s Active Citizenship (AC) are also committed to working with partners, programme (aka Development Education) to extend the reach and depth of Active based in the Dublin office, was working with Citizenship education, to schools and youth thousands of youth each year across Ireland groups around the country. We do this in on issues of global solidarity, equality and two ways; firstly through our Concern Grants yes, sustainable development. Scheme to groups involved in development education work and secondly by working in From our earliest days, Concern has held consortia with key partners to deliver strategic that an educated, engaged and active public programmes of work. It is the second of these is vital to ensure long lasting and sustained that I would like to expand on in this article. commitment globally to the world’s poorest people. Our active citizenship work is WorldWise Global Schools is a consortia of based upon the values that underpin the three organisations Self Help Africa, Concern work of the organisation and which, among Worldwide and the Curriculum Development other things, focus on extreme poverty and Unit of the Dublin Education Training Board highlight respect and dignity of all people. and is an Irish Aid strategic partner. For Our ‘voice’ in Ireland derives legitimacy and many years a key question surrounding credibility from our overseas programme development education in secondary work. As such, we are in a unique position schools in Ireland was ‘how do we make it to convey ‘on-the-ground’ experience and mainstream?’ In other words, how do we learning to the public by incorporating bring it in from the ‘edges’, by moving it from case studies, organisational learning and an optional, ‘extra-curricular’ activity, to an beneficiary voices into our AC work. integral part of a schools ethos and learning? As we set out from ‘the edge’, we (the WorldWise consortia members and five 1. By 2030, ensure that all learners acquire the knowledge and skills needed to promote staff) created a tool which served not only sustainable development, including, among to ensure that we were going in the right others, through education for sustainable direction, but also measured how well we development and sustainable lifestyles, human were doing with our key stakeholders, not rights, gender equality, promotion of a culture of only teachers and students, but principals, peace and non-violence, global citizenship and appreciation of cultural diversity and of culture’s boards of management, parents and the local contribution to sustainable development. community as well.
28 Concern Worldwide The tool, which we named the ‘Global WorldWise has reached and continue to Passport’ is made up of six ‘passport stamps’ engage 40% of all secondary schools in and covers how a school can engage with Ireland. Each year we hold trainings for development education; 1) through the hundreds of teachers on development state curriculum, 2) in extra-curricular education methodologies, symposium for activities, 3) by enhancing teacher capacity principals, we have created advisory boards and engagement, 4) strengthening student with teachers, unions, and other NGOs and of participation, 5) engaging school leadership course conferences for students. and boards of management and finally 6) engaging the broader school and local While not having the space to go into it here community. Concern has a range of other development education partners in Ireland (15) across Rather than keeping the Global Passport to formal, non-formal, adult and community ourselves as a monitoring and evaluation sectors. The depth of those partnerships (M&E) tool, WorldWise shared it with schools is measured in the table below and are around the country and have developed a categorised as ‘cooperative’, ‘collective’ school recognition scheme; a Global Citizen and ‘collaborative’ depending on the level of award for schools that have acquired the first integration between Concern and the given 4 stamps, a Diplomatic Award for those who partner. have involved school principals and boards of management and finally a Special Award The template scores the partnership for those schools that can demonstrate a according to the following criteria in order to development education ‘ethos’. Since the determine which category best reflects the Global Passport was developed in 2014 partnership:
Table 1: Active Citizenship partner scoring criteria
Are the following examples of Partnership Agree Partially Not Score and Collaboration Engagement true of this agree applicable partnership Meeting to discuss each other’s work 2 points 1 point 0 points Regular information sharing 2 points 1 point 0 points Provided input at an event run by other group 2 points 1 point 0 points or vice-versa Collaboratively delivered a single event 4 points 2 points 0 points Joint advocacy initiative 4 points 2 points 0 points Collaboration around a project or series of 4 points 2 points 0 points events Representation on a committee/working group 4 points 2 points 0 points of other organisation Named in the other organisation’s operational 6 points 3 points 0 points plan Jointly-funded short-term (6 months or less) 6 points 3 points 0 points project/s Jointly-funded long-term (more than 6 6 points 3 points 0 points months) project/s Other (please assign no. of points)
knowledge matters 29 Total Level of partnership: Cooperation: 1-6 points Collaborative partnership/strategic alliance: 7- 23 points Partnership for collective impact: 23-40 points
Concern Active Citizenship Partners Consortia and Networks 2018-2019 Partners Sector Partnership Status 8020 EABW Post Primary Collective AFRI Post primary Campaigns Collaborative African Students Association Ireland Third Level Collective All Together in Dignity (ATD) Adult and Community Collective Centre for Global Education (Belfast) DE Sector Cooperation Comhlamh Adult and Community Collaborative Development Perspectives Adult and Community Collective ECO Unesco Youth Collaborative Inishowen Development Partnership Primary Cooperation King Molloy Films (What in the World) Public Cooperation NYCI Youth Collective Waterford One World Centre/Sli Post Primary Cooperation Young Scientist Tanzania/Kenya Post Primary Collaborative Consortia Sector Status Youth 2030 Youth Collective WWGS Post primary Collective Saolta Adult and Community Collective DE.ie Education/Public Collective Networks Sector Status Coalition 2030 Public Collaborative Dochas DEG DE Sector Collaborative IDEA (Formal Ed Working Group) DE Sector Collaborative Fairtrade Ireland Public Collaborative
We have a come a long way in from the edge and for that huge credit needs to go to the WorldWise Global School staff for the delivery and management of the programme. After eight years as a consortium group there still remains an energy and direction in the coalition partnership, our work is by no means finished. Our achievements to date would only have been possible through the experience, knowledge and networks that each of the consortium partners working with Irish Aid and the WorldWise staff collectively brought to the table.
30 Concern Worldwide Contributing Authors
Marsha Montgomery, Amanda Yourchuck, Partnership Adviser, Concern Worldwide Nutrition & Health Adviser, Concern Ireland Worldwide Ireland
Finola Mohan, Adèle Fox, Programme Knowledge and Learning Equality Adviser, Concern Worldwide Adviser, Concern Worldwide Ireland Ireland
Mark Furlong, Peter Doyle, Irish Aid Programme Funding Coordinator, Head of Emergency Technical Unit, Concern Concern Worldwide Ireland Worldwide Ireland
Abdul Ghaffar, Samuel Fox, Grants Coordinator, Concern Worldwide Monitoring and Evaluation Adviser, Concern Pakistan Worldwide Ireland
Dhaquir Bashir, Michael Doorly, Partnership Advisor, Concern Worldwide Head of Active Citizenship, Public Affairs, Malawi Concern Worldwide Ireland
Lucy Lafferty, Nutrition Advisor Concern Worldwide Niger
Mariama Mahamadou Hamani, Expert CMAM Surge, Concern Worldwide Niger
knowledge matters 31 For whom is the publication? All staff involved in designing, implementing, Republic of Ireland managing, monitoring, evaluating and 52-55 Lower Camden Street communicating Concern’s work. This publication Dublin 2 should also be shared with partners. 00 353 1 417 77 00 [email protected] What this publication includes: • Promising practice Northern Ireland • Organisational learning 47 Frederick Street Belfast • Promotion of multi-sectoral and integrated BT1 2LW approaches to programming 00 44 28 9033 1100 • Links to full reports [email protected]
What it doesn’t include: England and Wales • Targeted recommendations 13/14 Calico House • Additional evidence not included in the Clove Hitch Quay papers cited London • Detailed descriptions of interventions or SW11 3TN their implementation 00 44 207 801 1850 [email protected] Editorial Working Group Republic of Korea • Finola Mohan: Editor-in-Chief (04034) 5 fl, 12, Yanghwa-ro • Marsha Montgomery: Issue Editor 11-gil, Mapo-gu, Seoul, Republic of Korea Key words 00 82 324 3900 Partnership, capacity building, strengthening www.concern.kr systems, innovative partnerships, reporting mechanisms, compliance, security risk management, sustainable development, funding USA constraints, strategic partners, risk assessments, 355 Lexington Avenue community resilience, collaboration, sense of 16th Floor ownership, statutory requirements. New York NY 10017 The views expressed in Knowledge Matters are those of 00 1 212 5578 000 the authors and do not necessarily coincide with those of [email protected] Concern Worldwide or its partners. Concern Worldwide encourages printing or copying information exclusively for personal and non-commercial use provided that the source is clearly acknowledged. www.concern.net Design and Print: Pixelpress knowledge matters Issue 28 | July 2020