Printed inRome, Italy, by Tipolitografia Istituto Salesiano PIO XI for Reflection and Action Internationalis Handbook , October 2003. A Caritas Caritas Partnership Contents Caritas Partnership Towards aNewVision • Introduction • .AFocusonIndividualCaritas 6. Part Two -CaritasPartnership inPractice Introduction 1. Part One-CaritasPartnership -TheBackground Foreword • .PartnershipinDevelopmentCooperation 7. ChallengestoPartnership 5. ClarifyingtheConceptofPartnership 4. TheHistoryofRelationshipsamongCaritasMembers 3. TheSocialTeaching oftheChurch andCaritasIdentity 2. 7.3 Negotiatingworking relationships 7.2 Movingfrom projects tomore holisticdevelopment relationships 7.1 Introduction 6.6 Commitmenttochange culture6.5 Creating alearning 6.4 Strengthening autonomy 6.3 Strategicplanning 6.2 Different categoriesofworkingrelationships 6.1 Introduction ...... 32 30 29 29 29 27 26 23 21 20 20 15 14 13 12 12 9 7 5 9. PartnershipinAdvocacyWork PartnershipinEmergencyCooperation 8. 5 Tools forPartnership 15. 13. ConcludingRemarks 12. MediationandArbitration 11. CaritasStructures andMechanismsforEnhancingPartnership 10. Representation inAnotherCountry References 14. Part Three 7.10 Summary 7.9 Globalisingsolidarity 7.8 Achievingrespect, equality, andmutuality 7.7 Practisinglocalownershipandjointresponsibility 7.6 Respectingtheroles andresponsibilities ofdifferent levels 7.5 Conductingpartnershipworkshops 7.4 Working outaMemorandumofUnderstanding 15.5 Partnershipself-assessment checklist 15.4 Jointconflict-analysismanagementprocess 15.3 Conflictanalysis 15.2 Rolesandresponsibilities ofCaritasatdifferent levels 15.1 Appreciative Inquiry The CaritasPartnershipGuidingPrinciples ...... 40 40 39 37 36 35 34 33 64 61 60 60 58 54 54 50 47 47 45 43 43

Caritas Contents Partnership

P Francesca Frezza, andJaneKronner. Francesca Frezza, Yuill, thishandbook:Lynn whoproduced Internationalis ofCaritas and alsototheteaminGeneralSecretariat work forhishard We debtofgratitudetoBernt oweagreat wish todeepenpartnershipasalife-enhancing process. membersandothersofgoodwill who Caritas Internationalis asanaideto book.Itisoffered This isnotaprescriptive theworld. throughout positive, somenegative,from the distillationofmanypartnershipexperiences,some detailed handbook, now followingthisupwithamuchmore Partnership GuidingPrinciples published In 2002,CaritasInternationalis solidarity andsocialjusticeintheworld. ourfullpotentialtoworkfor asawayofrealising Church principles basedontheGospelandSocialTeachingof thatourpartnershipsfitted intoour Confederation toensure during theyears1999-2003,wewantedtolistenentire generalofCaritasNorway secretary Gulbrandsen, former ablyledbyBernt theCaritasPartnershipProject, Through Caritasisnodifferent. but alsotimesofdissentandsorrow. as weknow,familieshavetimesofjoyandsharingtogether asa“family”and, We oftendescribeCaritasInternationalis agencies workinginover200countriesandterritories. of 162 Catholic relief, development,andsocialservice of 162Catholicrelief, artnership isattheheartofCaritasConfederation as aguideformembers.We are The Caritas Duncan MacLaren Caritas Internationalis Secretary General Secretary

Foreword

T network like Caritas, which encompasses the grassroots and reaches network likeCaritas, whichencompassesthegrassroots Foravasthumanitarian forthemarginalised. transformation ultimately aimstoachieve sustainableimpactandsocial Partnership as partofthesocial mission oftheCatholicChurch. essentialtoCaritas’ identity Catholic SocialTeaching,andare and theScripture Partnership valuesandprinciplesstemfrom by thesevaluesandprinciplesinalltheir workingrelationships. tocommitthemselves tobeingguided Caritas memberorganisations (ExCo) approved Executive Committee In November2002,theCaritasInternationalis itsinvolvement. anddurableimpactthrough achieve aprofound todevelopitssocial-pastoraldimensionand allows theChurch becauseit workingrelationship is themostoptimalanddesired partnershipworkshopsintheSouthnotedthat regional Participantsat amongCaritasorganisations. working relationships all Strategic Planispartnership,avaluethatshouldpermeate allothers inthe Confederation. Onevaluethatunderscores vision, mission,values,goals,andstrategiesoftheCaritas outside theCaritas“family”. both withintheCaritasConfederationandwithotherpartners developandmaintainqualitypartnerships member organisations network. We practicalideasandtoolstohelp alsowish toprovide into theveryheartofourvaluesasaChristianhumanitarian The Why Caritaspartnership? The CaritasPartnership Handbook for partnership among Caritas Internationalis membersandto for partnershipamongCaritasInternationalis show howpartnershipgoesbeyondafinancialarrangementand Caritas Internationalis Statutes Caritas Internationalis he aim of this handbook is to create aconceptualframework he aimofthishandbookistocreate The CaritasPartnershipGuidingPrinciples, and Strategic Plan outline the asking Introduction Introduction underlying valuesin partnershipcooperation. far aspossible. shouldbeguidedbypartnership valuesas working relationships Principles We thatyoufirststudy recommend in establishedstructures Enhancepartnershippracticethrough • withexisting Furtherdevelophealthyworkingrelationships • inputintostrategicplanningprocesses; Provide • Reflectuponandanalyseexistingworkingrelationships; • used to: andcanbe boards, leadership positions,andmembersofgoverning This handbookismainlydesignedforCaritasemployees,peoplein How tousethehandbook In categoriesofworkingrelationships. an overviewofthedifferent Thishandbookgives relations. long-term partnership, whichrequires involvementdoesnotgenerallyleadto solutions. Short-term different situationsoftenrequire for Caritasmembers.Different typesofworkingrelationships Partnership isoneofmanydifferent Is partnership theonlyway tocooperate? by thevaluesofgenuinepartnership. governed amongmembers are aboutwhenrelationships be brought changeisimmense.However,potential foreffecting changecanbest andgloballevels,the regional, the diocesan,national,sub-regional, sub-regions and regions. andregions. sub-regions workshops; partners through The CaritasPartnershipGuidingPrinciples, (see Part Three), which provide an introduction tothe anintroduction whichprovide (see PartThree), The CaritasPartnership Guiding it statesthatall Asia, Oceania,andMiddleEast/NorthAfrica(MONA)regions: on eventsthattookplaceintheAfrica,LatinAmericaandCaribbean, The followingisacasestudyintheimaginarycountryofSunedenbased weeks laterattheExecutive Committeemeeting: ontheoutcomeofpartnership workshoptwo Maria reported asensethatmanyof – a significant,andunmet,needforcapacitybuilding; – thelackof acommonvisionandunitywithinthesocial-pastoralwork; – tions theyfacedincluded: and listeningtotheirstori visitingallthediocesanCaritas during hertwofirstmonthsinoffice, Suneden. BeingquitenewtoCaritas, Maria wasaskedtoanalysethesituationofCaritasnetworkin ter instrumentsforsocialtransfor onhow and honestreflection organisations. Julius intr tions andsixpr met withrepr ship workshop,MariaandherdiocesanCaritascolleague,FrMathias, coordinator, partnership workshop.Theinitiativecame shewasinvitedtoparticipateinasub-r six monthsinoffice ofCaritasSuneden. After In 2001,Mariawasappointednewdirector relationships. relationships. primarilydonor-recipient Caritaswere Caritas andexternal an enthusiastic promoter ofpartnership.Atthepartner- an enthusiasticpromoter esentatives from seven esentatives from ogramme coordinators representing partnerCaritas representing ogramme coordinators the workingr oduced theworkshopasaforumforopen es. Someofthe Case Study Caritas organisations couldbecomebet- mation, justice,and elationships betweendiocesan neighbouring Caritasor she hadtravelled from Julius,ther from more challengingsitua- more empowerment. empowerment. frequently egional egional ganisa-

Towards a New Vision Towards a New Vision to beginaninclusive, participatory Caritas. Oneofthestudy session’soutcomeswasar ed theweakenedautonomy andidentityofmanythediocesan duringthestudysessioninclud- addressed members. Otherconcerns ship withthelocalCaritasnetworkand ExecutiveCommittee andaskedher to organise astudysession onpartner- presentation verypositivelytoMaria’s The ExecutiveCommitteemembersreacted Suneden’s strategicplantogetherwithother stakeholders.” of Caritas have participatedinacountryanalysis,and arevision ofthelocalnetwork.Thepartners to thecapacitystrengthening thevisionandgoals andcontribute to itswork.Thepartnersshare and iscommittedtoapplyingpartnershipvaluesprinciples Suneden thathasdevelopedacommonvision,goals,andstrategies, pastoral dimensionoftheChur incivilsociety.Inorder role localcommunitieswithmembersplayingasignificant and powerful and toempowerthe nity ofthehumanperson,to Church “In Suneden,asinmanycountries network inSunedenshouldwork: Based ontheworkshop,MariaspokeofavisionforhowCaritas levelsofCaritasbasedon theprincipleofsubsidiarity.” different guide Caritasworkandalsother For instance,weclarifiedthevaluesandprinciplesthatshould planning. We arrivedata Caritasbeingtooclerical,andstrategic upon, includingreporting, donors settingtheagenda,non-compliancewithwhatwasagreed sues includingcapacitystr the discussionsandr in “What wassurprisingthefranknessandhonestyexpressed has aunique,notfullyutilised,potentialtoenhancethedig- marginalised, enablingthemtodevelopactive eflections. We d consensus onmanyfundamentalissues. engthening, nepotism,transparency, promote integralhumandevelopment, promote to realise to realise ch, I foresee aCaritasnetworkin ch, I foresee strategic planning oles and responsibilities of the of oles andresponsibilities ealt withmanyimportantis- in our region, theCatholic in ourregion, this potentialasthesocial- ecommendation process. Background The Caritas PART ONE Partnership Caritas Partnership The Background PART ONE and challenges. ship intheCaritasnetwork,highlightingbothitscharacteristics why partnershiphasbecomethemostdesired workingrelation- sations ineveryregion. Thefirstpartofthishandbookdiscusses and theneedsdesires identifiedbyCaritasmemberorgani- and writers,butratherstemsfrom CatholicSocialTeaching the Confederationwasnotinventedbyagroup ofresearchers 2 1 The identityandspirituality ofCaritasderivefrom the Gospel ential optionforthepoor–are attheheartoftruepartnership. elements –thedignityofhumanperson,solidarity, theprefer- and Bishops’Conferences havebeenissued.Manyoftheir council documents,andpastorallettersbySynods of Bishops working classlived.Sincethen,manyimportantsocial encyclicals, the industrialrevolution andtheinhumanconditionsinwhich Rerum Novarum The firstsocialencyclicalwaspublishedbyPopeLeoXIII in1891. should respond topoverty, oppression, andinjustice. guidelines inlightoftheGospelteachingsonhowChristians Church hasissuedencyclicalsonsocialissues,givingclear Since 1891,underthepontificateofPopeLeoXIII,Catholic and performingothersocialdutiessincetheearlyMiddleAges. with thoseinneed.Catholicorders havebeenrunninghospitals The firstChristiansshared theirbelongingswithoneanotherand and theChurch hasbeensociallyengagedsinceitsinception. the authorsofOldandNewTestaments, andJesusChrist, Christianity hasinheritedarichsocialteachingfrom theprophets, Caritas partnershipasaworkingrelationship within Introduction and CaritasIdentity The SocialTeaching of theChurch dealt withmoralandsocialproblems arisingfrom Caritas Partnership The Background

and Catholic Social Teaching Building partnership in the spirituality of commun- and from being one of the three ion is the main internal challenge for Caritas Inter- components of the Church’s ho- nationalis. listic pastoral work. The ministry of Caritas is integrated in the local Church and in each of the The History of Relationships Christian communities as a fundamental element in 3 among Caritas Members its life and mission, inspired by faith in Jesus Christ. Most Caritas organisations were created to respond We see the face of the Lord in the face of each of the to the immediate needs of the poor and those fac- beneficiaries of our charity and justice work. ing emergency situations within their own countries. They gradually grew and many Caritas members Caritas partnership includes what Pope John Paul II from economically advanced countries began as- calls a “spirituality of communion”. In Novo Millennio sisting other Caritas organisations outside their own Ineunte (6 Jan 2001) he says, “A spirituality of countries. Caritas has been effective in responding communion also means an ability to think of our to the needs of people during environmental disas- brothers and sisters in faith within the profound uni- ters, wars, and ethnic conflicts. Due to the growing ty of the Mystical Body and therefore as ‘those who frequency of both natural and human disasters, the are a part of me’. This makes us able to share our need for Caritas to take part in emergency and re- joys and sufferings, to sense their desires and at- habilitation programmes is greater than ever. tend to their needs, to offer them deep and genuine friendship. A spirituality of communion also implies During the last few decades most Caritas organisa- the ability to see what is positive in others, to wel- tions have focused on development programmes come it, and cherish it as a gift from God: not only and processes. This development orientation has as a gift for the brother or sister who has received it gone through different stages. In the 1960s, trans- directly, but also a ‘gift for me’. A spirituality of com- fers of resources from the North were a dominant munion means understanding how to ‘make room’ factor. Development programmes focused on such for our brothers and sisters, to bear ‘each other’s things as health services, formal education, and burdens’ (Gal 6:2) and resist the selfish temptations potable water systems. During the 1980s and par- that constantly beset us and provoke competition, ticularly the 1990s, development programmes fo- careerism, distrust, and jealousy. Let us have no cused on empowerment, with the aim of identifying illusions: unless we follow this spiritual path, external the root causes of injustice and providing the poor structures of communion will serve very little pur- with critical awareness about the forces operating in pose. They are simply mechanisms without a soul, society that were oppressing them. Groups could ‘masks’ of communion rather than its means then take collective action to liberate themselves of expression and growth. (No.43). Consequently, from these injustices and work for social transfor- in this new century we must work even harder mation to build a just society. to develop and value forums and structures which, in accordance with the Second Vatican Council’s Advocacy has become an important focus for deal- major directives, serve to ensure and safeguard ing with the root causes of poverty, especially since communion.” (No. 44) the mid-1990s. It aims to teach marginalised people 13 14

Within Caritas Internationalis, deskofficer meetings CaritasInternationalis, Within for financingprojects. demandedstricter accountabilitymeasures in turn more which fundingfrom theirowngovernments, the shortageoffundsobligedthemtosearch for be more accountableandtransparent. Thirdly, was apublicdemandforCaritasorganisationsto overseas funding.Secondly, withinEurope there EuropeanWestern societies.Thisconstrained from Church sources assecularisationcrept into different challenges.There wasadeclineinfunding By the1990s,CaritasorganisationsinEurope faced from Church constituenciesassolidarityactions. 1960s whentransferred fundswere mainlycollected donors. Thismarkedachangefrom the1950sand asback- funding oftenstemmingfrom governments Caritas becamemajorproject implementers,with The result wasthatinthe1970sand1980sthose ferred from membersinEurope andNorthAmerica. resources.on external Moneywasmainlytrans- Latin America/Caribbeanwere strongly dependent Oceania, theMiddleEast/NorthAfrica(MONA),and In thepast,CaritasorganisationsinAfrica,Asia, countries, parish-levelCaritaswere alsodeveloped. were developedatthenationallevelandinmany The capacitiesofdiocesanCaritasorganisations Subsidiarity hasplayedagreat role sincethe1970s. result ofjustice,andisbasedonlivedsolidarity. peace isaprecondition fordevelopment.Itisthe peace andreconciliation. FortheCatholicChurch, ots created anewfocusforCaritas:towork Increasing ethnicconflicts,wars,andcommunalri- they cannotspeakforthemselves. and toenableothersspeakontheirbehalfwhen how toorganiseadvocacyactivitiesforthemselves PART ONE that share ourvision,andthecommunities andpeo- among memberorganisations,otherorganisations Effective partnershipcreates solidarity goodwill. wisdom. Itisbasedonmutualrespect, trust,and other’s needs,feelings,expertise,experience,and sides, andagenuineopennesssensitivitytothe paniment, transparency, andaccountabilityonboth terised byhonestfeedback,jointplanning,accom- values, strategies,andinformation.Itischarac- ment toagreed uponobjectivesbasedonshared Authentic partnershipmeansalong-termcommit- option forthepoor. ment tosocialjusticeandanoverridingpreferential global community, anddemonstrates acommit- women andmenaspartofoneinterdependent among membersoflocalChurches, recognises all federation isanalliancethatexpresses solidarity Catholic faith.PartnershipwithintheCaritasCon- Caritas roots itsunderstandingofpartnershipin 4 What isCaritasPartnership? of Partnership Clarifying theConcept of theseexperiences. and howtheconceptofpartnershiphasgrown out over timeintothepresent thinkingandstructures, ships amongCaritasorganisationshaveevolved This overviewhelpsusunderstandhowrelation- balance ofpowerfrom theNorthtoSouth. an agendacreated bytheregion, thusshiftingthe the deskofficer meetingsintoregional forumswith General Assembly, theConfederationconverted America withinviteesfrom theSouth.After1999 help. Mostparticipantswere from Europe andNorth created forcountriesneedingspecificattentionand were heldforeveryregion, andworkinggroups were Caritas Partnership The Background ple with whom we work. Partnership aims to have a pact through programmes stemming from coun- positive impact on the lives of the people we serve. try plans; • Effective means for community empowerment The main characteristics of and civil society strengthening; Caritas partnership include: • Space for flexible solutions and performance ac- • Collaboration based on a shared vision and value cording to needs and changing realities. system; • Cooperation to accomplish agreed upon objec- Recommended reading: tives, joint responsibility in decision making and • Fowler, Alan. “Partnerships: Negotiating Relation- risk sharing; ships, A Source for Non-Governmental Develop- • Cooperation that promotes solidarity among Caritas ment Organisations”. The International NGO Train- members, other organisations that share our vision, ing and Research Centre (INTRAC) Occasional Pa- and communities and people with whom we work; per Series (OPS) No. 32, March 2000. • Long-term involvement from each partner; • Lemvik, Joern. “Partnership - Guidelines for a • Accompaniment, mutual support, competency New Deal”. Norwegian Church Aid (NCA), Occa- and capacity strengthening, skill sharing, and sional Paper Series No. 6, July 2001. professionalism; • Defined roles and responsibilities that clarify how the parties involved complement each other; Challenges to Partnership • Trust, respect, cultural sensitivity, mutual ac- 5 There are many examples of authentic countability, and equality; and productive partnerships among Caritas mem- • Respect for the constraints each partner may face; bers. These experiences have much to teach us. • A final work agenda set by each organisation, However, there are also many working relationships in dialogue with the partner; in Caritas not built on basic partnership values and • Strengthening of autonomy and identity, develop- principles that are felt to be harmful and humiliating ment of local resources, and responsibility to local to one party. To ensure that working relationships constituencies; develop in positive ways, it is important to be honest • Learning through joint reflection and efforts, en- with one another and to analyse positive and nega- abling partners to become more competent and tive practices together. capable of reaching their missions and goals; • A working relationship based on a Memorandum A general impression drawn from several regional of Understanding. and sub-regional partnership workshops is that the working relationships in the Caritas Confederation Benefits for the partners include: are often based on a funding (donor) - implementer • Reciprocal, critical dialogue leading to a con- (recipient) relationship. The practice of external fi- structive climate for contextual analysis, ideas, nancing leaves those Caritas organisations receiv- and education; ing aid vulnerable to changes in the North. It also • Inclusion of development education and advoca- results in weakened autonomy, reduced programme cy as part of an overall solidarity programme; ownership, and lack of mutuality, and creates, to • Long-term involvement resulting in long-term im- varying degrees, identity problems for many Caritas 15 16 fragile andlacksthenecessarycompetency. members findthatthelocalCaritasnetworkisoften Caritas organisations. Ontheotherhand,northern

There isoccasionallydishonesty, corruption,andnepotism. • ManyCaritasorganisations lackstrategicandcapacity-strengthening plans; • amongleadersandseniorstaff leadstoweakenedlocalstructures Ahighturnover andworking • Culturalburdens incertaincountries complicategoodproject performance; • Somebishopsare seeminglynotbound byagreements withpartnersonhowfundsshouldbeused; • Theprincipleofsubsidiarityisoftennotappliedproperly; • Organisationsoftendonotcomplywithreporting standards; • Structures are fragileandcompetencycapacityare lacking; • are Mandates unclearandroles atthenational,diocesan,andparishlevelsare oftenuncertain; • Caritasorganisationsare oftentooclerical,withpriestsinchargewhohaveresponsibilities Southern • There isinsufficient knowledgeaboutthepartnershipphilosophyamongCaritasleaders. • programme coordinators amongnorthern leadstoalackofpersonnelwith Ahighturnover • There isaninabilityorunwillingnesstospendsufficient timewiththepartnerinSouth; • There isalackofculturalsensitivity; • There Caritas; isacertainsecularismandlackofholisticapproaches bynorthern • andEuropean Strictprotocols Unionfundsleadtonewdemandsfrom forobtaininggovernment • Theearmarkingoffundsandlackflexibilitycausedbyback-donordemandsare problematic; • Caritasoftendefinetherulesandimposetheirownagenda; Northern • resources Attitudesaboutmoneyfrom external oftenleadtoalackofautonomyinsouthern • PART ONE relationships; beyond theirworkinCaritas; adequate contextualknowledge; partners; Caritas; Perceptions from theSouth Perceptions from theNorth sub-regional partnershipworkshops: challenges expressed duringrecent regional and The followingare someofthemainpartnership Caritas Partnership The Background An African national Caritas director are often not possible to track. Their administrative described his experiences systems have severe defects and external audits with many northern Caritas: seldom occur. How can I trust their capacity to “In the past years our relationship with northern handle money that my own organisation has to ac- Caritas organisations has been based on a series of count for to our back-donors and constituencies? questions asked by them: ‘Why does the national When I raise these issues I’m requested to help office exist? Why is it so large? What is the capaci- them build sufficient structures and competency. ty of the staff? Why are the proposals and the But how can I do that, being in charge of about reporting poor? Why are the administration costs 90 projects in 10 countries?” high? Why is there no accountability or transparen- cy?’ I find these questions genuine, but the manner Concluding remarks in which they are asked indicates that a ‘donor- It is encouraging that concrete strategies have been recipient’ relationship exists rather than a true put in place to help deal with challenges in working partnership. Those who ask these questions often relationships including the creation of regional seem uninterested in helping to strengthen the forums, also known as regional partnership forums, capacity of the national office and to accompany and the Caritas Internationalis Partnership Project, a process of empowerment.” which resulted in The Caritas Partnership Guiding Principles, The Caritas Partnership Handbook, and A European Caritas representative several regional, sub-regional, and national partner- described some of his experiences ship workshops. Even more important is the ongo- with some southern Caritas: ing partnership process, which has increasingly “Sometimes when I visit a southern Caritas I find gained momentum and ownership in the regions that they have no filing systems. This means that and is expressed in the Strategic Plan of Caritas important correspondence and written agreements Internationalis.

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Practice In Caritas PART TWO Partnership Caritas Partnership PART TWO We donotfeelanyownershiptothenationalCaritas.We havelittleknowledge • We needmore resources andcompetencyforcapacitybuilding.The nationalCaritas • We donothavefundraisingactivities,andourautonomyisveryweak; • partnerandfeelwereceive littlehelpfrom Someofushavenoexternal thenational • “Agoodnumber of ourworkingrelationships are felttobemainly‘donor-recipient’ • on real experiencesshared duringCaritas partnershipworkshopsindifferent regions. Suneden andthechallengesfacedbyvariousorganisationsworkingthere. Itisbased The followingisanaccountofapartnershipworkshopheldintheimaginarycountry In Practice Photo: CCODP of whatgoesonandnoinsight intoitsfinancialsituation.” reluctant to office offers someassistance,butitisnotsufficient. Many ofourpartnersare Caritas office inestablishingnewcontacts; sensitivity andbasicknowledgeoflocalChurch matters; ships ‘partnerships’.Someoftherepresentatives ofthepartnerCaritaslackcultural relationships ratherthanpartnerships,evenifthepartners prefer tocallallrelation- support substantialcapacity-buildingactivities; Case Study:ATypical Scenario 6 Diocesan Caritasperspective: Commitmenttochange – culture Creating alearning – Strengthening autonomy – Strategicplanning – Anoverviewof different categoriesofworkingrelationships – members buildqualityworkingrelationships including: tions. Thischapteraddresses anumberofissuestohelpCaritas and identifyareas forimprovement withintheirownorganisa- partner, Caritasmembersshouldevaluatethemselvesregularly In order tocomplywiththeCaritasmissionandbearelevant A Focus onIndividualCaritas . Introduction 6.1 Caritas Partnership In Practice National Caritas perspective: • “We have difficulty meeting the different needs of the diocesan Caritas because of insufficient human and financial resources; • One major challenge to social-pastoral activities in Suneden is that many of the diocesan Caritas lack a holistic social-pastoral vision, and some want to continue with their partners without any changes; • It is frustrating and worrisome that most of the foreign Caritas bypass the national Caritas, working di- rectly with diocesan Caritas. They contact us merely to share informal information. One consequence is that it is difficult to develop countrywide social-pastoral and capacity-building plans, and to create unity within the local network. I sometimes feel that some Caritas deliberately want to destroy our lo- cal network through their direct competition.”

Foreign Caritas perspective: • “We feel that the national Caritas office is rather weak, and that it is more appropriate and efficient to work directly with one or some diocesan Caritas. We do not receive any service from the national Caritas office; • Our experience is that the Bishops’ Conference does not stand united behind the national Caritas. Roles and responsibilities within the local Caritas network are therefore not clear, and neither is the mission of Caritas; • We find that most of the diocesan Caritas need to be strengthened in terms of capacity and compe- tency. Often they do not comply with what we have agreed upon – even in written agreements – especially with regard to adequate and timely reporting. This could create serious problems for us as funders as we could lose our credibility with our constituencies and back-donors. Capacity- strengthening activities therefore often form part of the projects and programmes.”

For reflection: Identify the conflicts in the case study.

6.2 Different Categories the criteria for a real partnership... nevertheless ... of Working Relationships all relationships for a member of the Caritas Con- Many Caritas organisations involved in a situation federation should conform to the highest principles similar to the one in the case study refer to all their of Christian ethics and strive to embody the basic working relationships as “partnerships”. However, values of partnership.” it is important to understand and distinguish the different categories of working relationships in order Researchers note that workers in the development to make appropriate decisions and to clarify field need a wide range of systems and mecha- respective roles, rights, and responsibilities. nisms to function optimally. The categories of work- ing relationships in this handbook are identified as: The Caritas Partnership Guiding Principles express- network ally, project funder, programme supporter, es that “different contexts require different kinds of institutional supporter, and Caritas partnership. working relationships that may not always fulfil 21 22

Network Ally Project Funder Programme Supporter Institutional Supporter Caritas Partnership PART TWO

Focus and Two or more organisations agreeThe initiative to start the projectThe programme supporter con-The partners’ focus is on devel-Caritas partnership is a long-term time span on a development agenda ormay the come from the localcentrates or on a particular areaopment effectiveness and commitmentor- based on agreed objectives they want to pursueexternal Caritas. The fundersuch fo- as health, micro-credits,ganisational strengthening. objectives, a shared vision, val- together. The relationship oftencuses on the project. The rela-community development etc. The ues, and strategies arising from lasts for a limited period of time.tionship is often short-term, relationshipbut is mid- or long-term. strategic plans. It focuses on such may continue. issues as integral human devel- opment, social justice, empower- ment, and capacity building.

It is often used by establishedThe short time span may makeThe it time span allows the rela-Programme performance is Mainnot characteristics include ac- networks for specific advocacy,difficult to comply fully with tionshipes- to develop on the basisan essential element in the rela-companiment, mutuality, and Main campaigning, and lobbying sentialac- partnership values andof partnership values and princi-tionship. Interaction is basedjoint on responsibility for pro- characteristics tivities. principles, although they shouldples. The programme corre-what the organisations do andgramme results. The relationship be applied as far as possible.sponds to the organisation’swhat they are. deals with root causes of mar- strategic plans. ginalisation, influences one an- other’s organisational behaviour and institutional decision mak- ing, and includes working areas other than the programme itself.

The relationship is not basedThe on project funder mainly offersIn addition to financial input, the The transfer of funds is not regard- money transfers. financial support, but may alsoprogramme supporter is involved ed as the only way of expressing be involved in design, imple-in some, or all, of the following solidarity. Involvement in develop- mentation, technical support,areas: socio-economic analysis, ment education, advocacy work, and evaluation. programme design, implementa- and other activities of solidarity are Funds and tion, technical support, capacity essential to the relationship. involvement building, and evaluation. It is based on mutual knowledgeThe organisations have littleThe or relationship will often devel-This type of relationship is com-The partners complement each of one another through net-no influence in determining opthe into a partnership. mon among organisations thatother in experience, knowledge, works. other organisation’s policy, strat- have interacted over a long peri-networks, and competency. The egy, or organisational behaviour. od of time; the relationshippartnership is enables both Caritas very close to a partnership rela-members to become more com- tionship. petent and capable of reaching their missions and goals. Relationship

The main characteristics of different working relationships have been adapted from: Alan Fowler. “Partnerships: Negotiating Relationships, A Source for Non-Governmental Development Organisations.” INTRAC Occasional Paper Series No. 32, March 2000. Caritas Partnership In Practice In his article, Alan Fowler notes that the relationship Deal”. Norwegian Church Aid (NCA), Occasional can be based on four different levels of depth: infor- Paper Series No. 6, July 2001. mation exchange, consultation, shared influence, and joint control. The project funder relationship 6.3 Strategic Planning has the least amount of depth, while Caritas part- In the case study described earlier, the national Car- nership has the most. Feedback from several re- itas had probably not developed a strategic plan. gional partnership workshops also confirmed this. Even if it had, the diocesan Caritas felt little sense of co-ownership. What resulted was a lack of unity Questions for reflection: within the local Caritas network and ambiguous • What types of working relationships does your mandates and roles. This section offers some basic Caritas have? ideas and tools that are useful for strategic planning. • What types of future working relationships would best suit your Caritas? No clear identity – no partnership • Which partnership values and principles should Caritas organisations must be clear about their be included in a project funder relationship? identity and intentions in order to establish a bal- anced and equitable working relationship. Clearly Recommended Reading: defined values, vision, and mission statement are • Fowler, Alan. “Partnerships: Negotiating Relation- essential elements of every strategic plan. ships, A Source for Non-Governmental Develop- ment Organisations”. INTRAC Occasional Paper Strategic planning processes Series No. 32, March 2000. Humanitarian organisations may be likened to the • Lemvik, Joern. “Partnership - Guidelines for a New layers of an onion:

Physical and Financial Resources

Competence and Skills

Values Identity Structures, Systems, Procedures

Vision and Mission

Adapted from Goold, Liz, Ogara, William, and James, Rick. “Churches and Organisation Development in Africa: Dilemmas and Implications for Northern NGO’s”. INTRAC OPS No. 20, September 1998, P. 10, Fig. 2.

Identity and values this process should rest at the diocesan level and It is important to start with the inner core of an or- include representation from the parochial structures. ganisation to discover or re-discover its identity and People at all levels, from parishioners to bishops, values. Such an in-depth self-evaluation and analy- need to identify with the values and mission of sis will involve the organisation’s staff and leader- Caritas. Only then will Caritas be rooted locally ship, as well as the bishops. The centre of gravity in and have their full support. 23 24 process couldallowforconsensusonshort- An abridgedversionofthestrategicplanning and partnerscouldbeinvitedtoprovide input. stakeholders shouldparticipate, and internal mission, goals,andworkingareas. Theboard, staff, at leastorganiseaworkshoptoworkoutitsvision, an extensivestrategicplanningprocess, itshould If aCaritasorganisationisunabletoconduct Different levelsofstrategicplanning and prioritisingworkingareas. give memberstheguidanceneededforchoosing bution ofCaritasinachievingthevision,andshould The missionstatementdefinestherole andcontri- Mission vision. work oftheCaritasInternationalis work outtheirownvisionwithinthelargerframe- gether intounityofaction.Caritasmembersshould guiding lightandshouldinspire andpullCaritasto- results Caritaswantstoachieve.Itprovides the The visionisthementalpicture orimageofthe Vision Invite Caritaspartnersthatcancontributetothestrategicplanningprocess. • facilitatorshaveaclearunderstandingofthelocalcontextandChurch. Ensure thatexternal • Assesswhether leadershipformationcantakeplacesimultaneously. • Makesure thesteeringcommittee maintainscontactwiththebishopsduringprocess. • Don’t rushtheprocess. • Organiseinclusiveworkshopsthatdiscussandclarifyvalues,identity, vision,mission,goals, • Initiate aparticipatoryevaluationandcontextualanalysis.Allessentiallocalstakeholders(national • Establishataskforce orsteering committeeresponsible forplanningandcarryingoutthestrategic • PART TWO structures, autonomy, roles, andresponsibilities. basis forfurtherstrategicplanning. Caritas, diocesanlocalstructures, bishops)shouldbeincluded.Theresults willserveasa decide howtocarryouttheentire process. planning process. Present theplanningresults tothenationalanddiocesanCaritasleadership Tools: How to organise anextensive, inclusive strategic planningprocess Non-Profit Organizations. Allisson, Michael,andKaye,Jude. planning hasbeenadaptedfrom: The sectionondifferent depths andinclusivenessinstrategic process inthefuture. extensive andparticipatorystrategicplanning operations, andserveasaplatformformore and long-termprogrammes andmanagement to workwithaconsultantorfacilitator. human resources. ManyCaritashavefoundituseful systems,procedures,ing appropriate internal and ship andmanagementskillsare crucialindevelop- systems more bychancethandesign.Leader- Many Caritasmembershavesetuptheirinternal and leadership Internal structures,systems,procedures, special strength ofCaritasinitsowncontext. sessed accordingly. Itisimportanttoanalysethe and goalsworkingareas shouldbere-as- sion statement.Theworldisconstantlychanging Goals andworkingareas willderivefrom themis- Goals andworkingareas New York: Wiley, 1997. Strategic Planningfor Caritas Partnership In Practice Extensive Six months to one year or more all major internal including extensive input from and external Large number, stakeholders (strategic planning at the national level will include diocesan, parish, and partner Caritas, bishops, Justice Peace Commissions etc.) stakeholders and objective data about operat- Substantial; at least data from ing environment on identity and values, vision, mission, and staff Consensus among board management/ operations priorities areas, goals, programme and management/ operations goals objectives Articulation of programme weaknesses, oppor- strengths, Excellent understanding of the organisation’s tunities, and threats In-depth discussions of strategic choices Significant co-ownership of the strategic planning process on developing detailed annual plans Guidance to staff Moderate One to three months One to three and staff, board Usually entire other internal stakeholders (strate- gic planning at the national level should include the diocesan Car- the from itas and representatives and some Bishops’ Conference), external stakeholders Some and Consensus among board on identity and values, vision, staff areas, mission, goals, programme management/ operations priorities and Articulation of programme management/ operations goals and objectives Better understanding of the or- weakness- strengths, ganisation’s es, opportunities, and threats Discussion of strategic choices on developing Guidance to staff detailed annual plans Abbreviated One to two days and and staff, board Usually entire internal stakeholders only Little or none and Consensus among board on identity and values, vision, staff areas, mission, goals, programme management/ operations priorities on developing Guidance to staff detailed annual operating plans Levels of planning of Levels

Timeline involved Personnel analysis/new Depth of to be gathered information Primary outcomes sought from planning process the strategic 25 26 Strengthening professional expertiseandthe • Basingtheworkonastrategicplanworkedout • (adapted from thePan-AfricanAssembly, Kigali2002) Ideas onhowtostrengthen autonomyinclude: partners andnegotiateconditions. sary structures tocarrythemout,andchoose sions, todevelopplans,putintoplacetheneces- termination, thecapacityandrighttomakedeci- holders. Caritasunderstandsautonomyasself-de- to befullyresponsible andaccountabletoallstake- termine andmobilisethemeanstoattainthem, Autonomy meanstherighttofixobjectives,de- ship, andautonomywillnotprevail. principles suchasequality, mutuality, localowner- any perceptions ofpowerimbalance.Otherwise, that partnerstakethenecessarystepstoprevent and programmes cancauseinequality, itiscrucial relationship. Becausemoneyallocatedtoprojects tonomy ofbothpartiesisvitalforahealthyworking negatively dependentintheirrelationships. Theau- partnership forumswasthatmembersoftenfeel weremadeduringasub-regionalpartnershipworkshopinElSalvador(CISA). The aboveobservations One recurring themefrom manyoftheCaritas 6.4 Strengthening Autonomy andJames,Rick. Goold,Liz,Ogara,William • Allisson,Michael,andKaye,Jude. • Recommended reading: “Money isnotthemostimportantissueincooperation–noritonlyissue.”

capacity ofCaritas; in aparticipatoryprocess; “Churches andOrganisationDevelopmentin Wiley, 1997. ning forNon-ProfitOrganizations PART TWO “Autonomy produces maturityandgrowth...and doesnotmeananarchy ordispersion.” Strategic Plan- . NewYork: Organisinganannual countrywideCaritasday; • Developingmechanismsforresponding toemer- • Encouragingvisits andexchangesofsuccessful • Prioritisingactionthatincreases asenseof • Encouragingactivities thatgeneraterevenues for • Raisingawareness abouttheunique valueofthe • Providing jobsecuritytopermanentCaritasem- • • Lemvik, Joern. “LeadershipFormation”. Lemvik,Joern. • James,Rick.“Strengthening theCapacity of • gencies andmakingthosesetupbyCIone’s own; experiences; negative effects ofpoverty; pate inbuildingstructures aimedatreducing the not onlyrespond toemergencies,butpartici- and preparedness tohelplocalcommunities responsibility, andfocusesontraining,analysis, the benefitofmostdeprived; work, andfocusingonitscontinueddevelopment; local networkindevelopmentandemergency ployees andfocusingoncareer motivation; May 1994. NGOPartners”.INTRACOPSNo.5, Southern NGO’s”. INTRACOPSNo.20,September1998. Africa: DilemmasandImplicationsforNorthern Caritas Partnership In Practice • Encouraging activities that generate revenues for It is a fundamental “asset” in our Caritas coopera- the benefit of the most deprived; tion. How could this asset be valued compared with • Intensifying training in fundraising and carrying the value of money brought in externally? out fundraising on a regular basis with the aim of covering salaries through local funds; 6.5 Creating a Learning Culture • Establishing working relations with more than one To remain relevant as an entity serving the poor, partner; Caritas members must never cease to listen. Being • Reviving traditional mechanisms for expressing a learning organisation does not just happen – solidarity. it has to be planned. In their strategic plans and partnership forums, the different regions and sub- For reflection: regions of the Caritas Confederation stress the The local Church network has a structure that often importance of capacity and competency building reaches out to even the most remote communities. at all levels.

Learning from Mutual Experiences In 1990, Caritas Pampanga submitted an emergency relief programme to the Caritas network through Caritas Philippines and Caritas Internationalis to deal with the disaster caused by the eruption of Mount Pinatubo. Caritas Pampanga, a diocesan Caritas, had been working on emergencies and development in this area for many years. A working relationship with Caritas Norway, initiated in 1990, gradually evolved from rehabilitation cooperation to development cooperation to a long-term partnership, with a strong focus on learning and capacity building.

The relationship’s main characteristics include: • Mutual learning from joint experiences based on regular evaluations; • Focus on education and professionalism; • Strategic planning reviews and organisational strengthening; • Application of the principle of subsidiarity and the use of participatory learning processes; • Definition of working areas based on strategic planning and national social-pastoral plans; • Evolution of local parish Caritas network in both countries; • Sharing of experiences; • Regular communication with the national Caritas Philippines office.

Photo: CCODP

27 28 to drawconclusionsfrom theinformationgathered. fluence strategyandpractice.Allowallrelevant staff and skillsacquired byCaritas,andhowtheycanin- In drawingconclusions,focusontheknowledge Drawing conclusions flows freely across departmentsandsections. communication systemisinplacewheninformation shops, teammeetings,andnewsletters.Agood systems includingtrainingcourses,websites,work- Set upgoodformalandinformalcommunication Communication systems benchmarks forbestpractices from otherorganisationsandacknowledge Learn Learning fromothers planning. rate theinformationintostrategicandprogramme successful andwhathasnot.Assessincorpo- information from programmes toseewhathasbeen Establish mechanismsforgatheringandanalysing Collecting andanalysinginternalexperience organisation Essential forbecomingalearning Recognitionofexperiencesgainedatalllevels • Encouragementofinnovation • Leadershipstrengthening • Focusonimprovement • Experiencesharing • Teamwork • Emphasisonindividuallearning • organisationinclude: Characteristics ofalearning

of theorganisationandfrom partners PART TWO . July 1998. Britton, Bruce.“TheLearningNGO”. INTRACOPSNo.17, This chapterhasbeenadapted from: volve afacilitator. Consultyourregion’s strategicplan. and workoutanactionplan.Itisoftenusefultoin- Caritas membermustanalyseitspresent situation To organisation,the becomeanauthenticlearning A climatecreated byleadersthatencouragesex- • Programmes andactivitiesthatare monitored, • Institutionalisedexperiencethatdoesnotleave • Participationofemployeesinpolicy-making • More flexibilitytomeetunexpectedchallenges • Increased impactandbetteruseofhuman • Improved unitywithintheorganisation.Individu- • organisation include: Caritas Benefits ofbeingalearning strategic planningprocesses ofCaritas. intotheongoing Feed whathasbeenlearned Strategic planning databases, libraries,andresource centres. should besystematisedandmadeavailablethrough person. Informationpertinenttotheorganisation organisation anddoesnotremain withjustone becomespart ofthe Ensure thatwhatislearned Organisational memory ativity, stability, andanoverallfeelingofsecurity. from one’slearning mistakes,andpromotes cre- perimentation, acknowledgestheimportanceof motes organisationallearning; reported on,andevaluatedinawaythatpro- the organisationwithindividual; based ontheirexperienceandknowledge; and initiatenecessarychanges; financial resources; interdependent workingpartners; als, groups, andsectionsvieweachotheras Caritas Partnership In Practice 6.6 Commitment to Change For reflection: This chapter deals with important elements for de- Based on the case study in this chapter’s introduction, veloping sound Caritas organisations and relation- what steps should be taken to resolve the conflicts? ships. It is not mandatory for Caritas members to comply with all the recommendations made before entering into a working relationship. Organisational Partnership in strengthening and partnership building are long- 7 Development Cooperation term processes. However, it is fundamental that a clear vision and mission statement are in place to 7.1 Introduction guide the Caritas in the country. The most common form of partnership is one that stems from cooperation on development Also crucial is the commitment of the bishops and projects and programmes that deal with the root the leadership to steer the Caritas through the nec- causes of poverty. Partnership relationships nor- essary process of change to become an optimal in- mally encompass more than one working area. strument for building inclusive and just societies. The topics mentioned in this chapter are also rele- vant to partnerships based on long-term emer- Ideas for commitment to change include: gency and advocacy cooperation (see chapters • Participatory socio-economic country analyses; 8 and 9), and include: • Participatory self-assessment workshops; • Moving from projects to more holistic develop- • Participatory organisational evaluations with ex- ment relationships; ternal facilitators; • Negotiating working relationships; • Exposure visits to other Caritas organisations; • Working out a Memorandum of Understanding; • Partnership workshops with main stakeholders • Conducting partnership workshops; and partners; • Respecting the roles and responsibilities of dif- • Leadership training; ferent levels; • Reflections/workshops at the bishops’ plenary • Practising local ownership and joint responsibility; meeting (promoted by the national Caritas); • Achieving respect, equality, and mutuality; • Strategic planning. • Globalising solidarity.

From Crisis to Partnership: An African Experience In the late 1990s, Caritas Uganda began a renewal process after diocesan and foreign Caritas expressed crises of confidence, and the leadership indicated a strong desire to find new ways of being Caritas. A strategic planning process was initiated, led by Caritas Uganda’s president and director and actively involving all diocesan Caritas.

One aim was to look at the different types of working relationships on which to build future social-pas- toral work in Uganda. Vital input was given during a partnership conference organised with some of Caritas Uganda’s main partners.

This renewal helped Caritas Uganda develop into a strong actor in civil society. Partner Caritas organi- 29 → 30 that cooperationshouldcontinue andeventuallybe gain knowledgeofoneanother andoftendecide tion onaspecificproject. Duringthattime, partners Partnership cooperationoftenstemsfrom coopera- From project toprogramme topartnership necessary qualitiesforeffective partnerships. long-term process, itallowspartnerstofosterthe development cooperationisnormallyamid-or and creates solidarity amongcommunities.Since advocacy, andpeacebuildingreconciliation, solid platformforcooperationinemergencyrelief, other workingareas. Developmentcooperationisa competencies tobebuilt,whichare essentialfor Caritas work,enablingstructures, capacities,and Development programmes are thefoundationof InvolvingaccompanyingCaritasorganisationsinthe • Profound changeprocesses require unityand • Including partnershipreflection instrategicplan- • Organisationalcrisesare naturalandshouldbeused • experience: from theAfrican Lessons thatcanbelearned Holistic Development Relationships Uganda issharingitspositivepartnershipexperienceswiththewiderAfricaregion. and values,strategicplans,respect, openness,mutuality, stewardship, andaccompaniment.Caritas Uganda toparticipateintheirownstrategicreflections. Therelationships are builtonshared visions diocesan programmes thatare partofthenationalsocial-pastoralplans.PartnersnowinviteCaritas sations continuetobeinvolvedinCaritasUganda’s strategicreflections, supportingandaccompanying 7.2 Moving from Projects toMore ing oftheneedsandareas thatneedtobeprioritised. to achieveashared visionandcommonunderstand- strategic planningprocess couldalloworganisations Bishops’ Conference; a shared visionwithintheleadershipand ning processes canleadtopositiveresults; as anopportunityfortransformationandrenewal; PART TWO From CrisistoPartnership: AnAfricanExperience- Partnerorganisationsare engagedasapartner- • Involvement islong-termandrenewed regularly • Agreement isreached oneducationandevalua- • Capacitybuilding,avitalpre-programme ele- • Localcommunitygroups are empowered and • Localfundraising is promoted andautonomyof • Sustainabilityanduseoflocalresources are • Programme planning, implementation,andevalu- • Cooperationfocusesonprogrammes covering • terised bythefollowing: based onshared, identifiedvalues,andischarac- through jointpoverty-countryanalysis.Theirworkis common visionandgoalsfortherelationship or are intheprocess ofdoingso,andworkedouta both organisationshaveformulatedastrategicplan, In partnershipsbasedondevelopmentcooperation cooperation Characteristics ofpartnershipsindevelopment into holisticlong-termpartnerships. evolve intolargerprogrammes, whichcanthenturn expanded tootherworkingareas. Projects often ship team; (i.e. everythree years); tion systems; ment, iscarriedoutatalllevels; strengthened; both partnersreinforced; enhanced; get groups andpartners; ation are participatoryprocesses thatincludetar- sectors/regions, ratherthanonsingleprojects; from page29 Caritas Partnership In Practice • A Memorandum of Understanding is jointly Some indicators of empowerment include the worked out. following: • Joint country analysis is undertaken to reflect on Programme Participants what is causing marginalisation and social injustice; To make the partnership inclusive and holistic it is • Local communities are recognised as having ca- important to ensure that programme participants pacities and coping mechanisms that should be (target groups) are involved in the planning, imple- identified, understood, and strengthened as the mentation, monitoring, and evaluation of the pro- primary source of local problem solving; gramme. By being considered real partners, pro- • Participatory methods are used to maximise joint gramme participants can influence how control and planning, evaluation, and analysis, and local re- reporting systems are shaped. sources are used fully; • Advocacy training and activities are supported, Sustainable achievements - long-term involvement including public awareness campaigns. At times there is a contradiction between the life of development projects and programmes and their Capacity Building expected impact. Funding Caritas members often In regional and national strategic plans, Caritas or- provide short-term funding for programmes intend- ganisations underline the importance of strengthen- ed to show long-term results, which is often impos- ing the capacity and competency of those organi- sible. Development cooperation in partnership rela- sations involved, and of setting aside sufficient tionships is always long-term. resources for this purpose.

Empowerment of Local Communities Some indicators include the following: An important goal in partnership cooperation is to • Both Caritas partners have capacity-building enhance the dignity of the human person and to plans for their staff with an appropriate budget; promote integral human development. This is done • Organisational reviews take place regularly; by empowering people and local communities and • Leadership undergoes regular training; helping them in turn form strong civil societies. Em- • All programmes have a separate paragraph on powerment implies focusing on the development of capacity building; human resources through animation and education, • Career possibilities are explored and planned for; rather than through extensive material investments. • Staff experiences a learning culture within Caritas.

Partner Meetings These meetings enable partners to come together to assess the relationship and major aspects of the joint programme cooperation. They also serve as natural follow-up to partnership workshops. Part- ner meetings often take place once a year and should not be confused with current programme follow-up visits, which are generally carried out several times a year. 31 32 Preparation • Exploration • working relationship withanotherorganisation: There are fourstagesthatleadtothebeginningofa Stages intheprocess in Chapter6.2,PartTwo. ent categoriesofworkingrelationships wasgiven ous workingrelationships. Anoverviewofthediffer- how wellthepartnersknoweachotherfrom previ- tions canoftenbechallenging,dependingon provide thebasisforfuture cooperation.Negotia- agreed uponresults. Relationshipnegotiations verse andhavedifferent mechanismsforachieving world saythattofunctionwellsystemsmustbedi- Researchers inthedevelopmentfieldandNGO Dialogue andNegotiations 7.3 and thelocalorganisationofCaritas. Caritas Nepalwasabletoresolve itsproblems bychanging itsapproach todevelopmentwork Partnershipdevelopment • Capacitybuilding • Regionalisation • Self-sustainabilityandlocalfundraising • Caritas Nepal.Afive-yearplanwasworkedout,givingprioritytosuchissuesas: coordinator andAPHD,anAsianpartnershipmemberorganisation,helpedusherinanewphasefor the organisationtohelpresolve itsproblems. Theiraccompanimentandtheinvolvementofregional od servedasaneyeopenerforCaritasNepal,andin1998somepartneroffered toaccompany port ceaseddramaticallyaspartnersquestionedtheorganisation’s credibility andleadership.Thisperi- od, however, followingthetragicdeathofitsdirector in1997.Manyofthekeystaff leftandproject sup- geared towards thepoorandmarginalisedwere developed.Theorganisationentered acrisisperi- and establishedworkingrelationships withanumberofpartnerorganisations.Countryprogrammes Caritas Nepalwascreated in1989tohelpthefloodvictimsitscountry. Gradually CaritasNepalgrew PART TWO Negotiating Working Relationships Caritas Nepal:Accompaniment inTimesof Crisis Both organisationsneedto dotheirhomeworkand Preparation If there is,itistime to moveonthenextphase. is commoninterest on whichtobuildarelationship. the selectedorganisationsanddecidewhetherthere ber needstodiscussthepossibilityofworkingwith Once thelisthasbeencompiled,Caritasmem- bility. Itshouldalsodecideonareas ofcooperation. patible strategiesandobjectives,aswellcredi- ners todeterminewhichorganisationshavecom- sation, itshouldbeginbylookingatpotentialpart- to buildaworkingrelationship withanotherorgani- As soonasaCaritasmemberhasdecideditwants Exploration Operation • Negotiation • Caritas Partnership In Practice try to find the right type of cooperation before nego- ment has been signed, it should be implemented tiations can take place. accordingly. Good communication is essential and regular meetings for relationship assessments are Each organisation must: recommended. • Clarify its values, identity, mission, goals, working areas, and other basic strategies; For reflection: • Clarify its state of relations with constituencies How have the working relationships in your organi- and stakeholders; sation been developed? • Clarify the kind of working relationship it wants and why; Recommended reading: • Clarify the goals for the working relationship; • Fowler, Alan. “Partnerships: Negotiating Relation- • Clarify what it is ready to offer, and what it re- ships, A Source for Non-Governmental Develop- quires from the partner; ment Organisations”. INTRAC OPS No. 32, • Assess how one can contribute to the positive March 2000. development of the other if organisational weak- • Lemvik, Joern. “Partnership - Guidelines for a nesses are identified. New Deal”. Norwegian Church Aid (NCA), Occa- sional Paper Series No. 6, July 2001. Negotiations Once the first two stages have been completed, 7.4 Working Out a Memorandum negotiations can begin. During negotiations, organ- of Understanding isations should: A Memorandum of Understanding is a tool that fa- • Introduce their values, objectives, and strategies cilitates partnership development and practice. It and explain why cooperation is desired; provides an overview and clarification of the princi- • Discuss what is expected from each side; ple factors of the working relationship. Partners • Identify a common vision, goals, and values and should work out a Memorandum of Understanding determine the most appropriate type of working together. It is recommended that the local Caritas relationship. compose the first draft.

If an agreement is reached, they can then present Elements in a Memorandum of Understanding organisational set-ups, systems, procedures, com- on partnership could include: petency, and capacity. In doing so, they should: • Shared vision, values, and goals for the relationship; • Discuss and find common ground on how to or- • Main working areas of cooperation; ganise the working relationship; • Timeline; • Present time schedules for implementing the • Access to each other’s information and decision- working relationship; making systems; • Create a Memorandum of Understanding for the • Regular meetings (in both the South and the working relationship. North); • Rights and obligations of the partners with re- Operations spect to programme planning and performance Once the Memorandum of Understanding or agree- including: 33 34 Memorandum ofUnderstanding. relevant inyourrelationship, andworkoutyourown work withapartnerCaritas,assesswhichitemsare Discuss theMemorandumofUnderstandingframe- For reflection: This couldbeviewedasalegaldocument. tailed programme agreement shouldbeworkedout. to theMemorandumofUnderstanding,amore de- should berevised andupdatedregularly. Inaddition document butratheradeclarationofintent.It A MemorandumofUnderstandingisnotalegal Guidelinesforresolving disputes. • Agreement toregular reviews bypeersofthere- • turbed andenjoyanatmosphere ofretreat. Allowat tics. Chooseavenuewhere onemayworkundis- tives, methodology, targetgroup, budget,andlogis- Set upasmalltaskforce toworkoutgoals,objec- A PlanningTask Force either partner. work anditspartners.Theinitiativemaycomefrom process couldinvolvetheentire localCaritasnet- workshops withpartnersatthecountrylevel.The is tobringthepartnershipprocess “home”andplan on andenhancingpartnership.Thenextlogicalstep national Caritas,haveproved essentialforreflecting late 1990s,andattendedbytheleadershipofmany partnership workshopsandforumsheldsincethe The numerous national,regional, andsub-regional 7.5 lationship anditsoutcomes; evaluations – informationandreporting – fundingandback-donors – implementation andmonitoring – baselinestudiesandplanning – initiation ofprogrammes andprojects – PART TWO Conducting Partnership Workshops Working outandagreeing on adraftplanofaction • Clarifyingnecessarypreconditions fordesired • Clarifyingwhat isdesired forthefuture • Assessingpastandpresent workingrelationships • and workinggroups focusingon: The workshopscouldincludeplenarysessions san commissions,shouldbeinvited. and thenationalCaritas,aswellrelevant dioce- ners, representatives from parishes(parishCaritas) In aworkshopfordiocesanCaritasanditspart- should alsobeinvolvedintheworkshop’s planning. tas. Allmainpartnersshouldattend,andsome bishops participateasheadsofthediocesanCari- and Peaceoughttobeincluded.Itisimportantthat other relevant Church commissionssuchasJustice tas, representatives from someparishCaritasand aspects. InadditiontodiocesanandnationalCari- entire Caritasnetworkmustbeparticipatoryinall A partnershipworkshopthatincludesthecountry’s Participation alone. least twoandahalfdaysfortheworkingsessions working relationships discussingchangesrequired from thepartners – discussingchangesrequired from thepartners – determining theroles andresponsibilities ofthe – deciding howfuture workingrelationships – determiningacommonvision – discussingpositive andnegativeexperiences – and localCaritasintermsoftherelationship of programme/project implementation, monitoring,andevaluation and thelocalCaritasintermsofplanning, different Caritaslevels acteristics should be-theirvalues,principles,andchar- Caritas Partnership In Practice Facilitation and moderation 7.6 Respecting the Roles and It is often advantageous for facilitation to be carried Responsibilities of Different Levels out by an external person with a good knowledge Caritas members seeking to establish working rela- of Caritas and partnership. Qualified people are tionships in another country with a diocesan or available in each region. The moderation of each parish Caritas must respect the mandates and roles session can be shared by key participants. of the national and diocesan Caritas and the nation- al social-pastoral plans. Diocesan Caritas are not Steering group meant to function as separate entities, but rather as The task force, including the facilitator and modera- part of a local network working on the basis of plans tor, can function as a steering group, meeting after that have been coordinated by the national Caritas. the morning and afternoon sessions to evaluate the During a week-long workshop in Ecuador in 1995, workshop’s progress. participants from various Latin American Caritas, with representatives from different levels, and Euro- Results pean Caritas discussed ideal cooperation within the The results of a partnership workshop should be fol- Caritas Confederation. In addition to clarifying goals, lowed up annually at the partners’ meeting. values, and methodologies, participants at the Quito workshop also defined the ideal roles and responsi- For reflection: bilities of the different levels of Caritas. A similar Appreciative Inquiry is one methodology that can partnership workshop took place in 2001 in Nairobi, be used during partnership workshops. For more Kenya in the AMECEA zone. A concise description information see Part Three, Tool 1. of roles and responsibilities has been worked out by AMECEA (see Part Three, Tool 2). Reports from several partnership forums and workshops are available on the CI web site The main roles of the different levels of Caritas under Caritas Partnership including: SELACC, Fraternal Cooperation, the Quito Partner- Parish Caritas ship Workshop, 1995 Parish Caritas organisations should have a proac- Caritas Philippines Partnership Workshop, Manila tive and prominent role in development work be- 1998 cause of their proximity to local communities, vol- Asia Partnership Forum, Singapore 2001 unteers, and parishioners. MONA Partnership Forum, Cyprus 2001 The AMECEA Partnership Forum, 2002 Diocesan Caritas Pan-African Assembly, Kigali 2002 Diocesan Caritas organisations offer services to the Oceania Partnership Forum, Fiji 2002 parish Caritas structures and community groups. Latin America/CISA Partnership Workshop, El Sal- They plan and implement diocesan social-pastoral vador 2003 plans and programmes, which are the basis for national pastoral plans.

National Caritas The national Caritas should have a clear vision and 35 36 constructive andsupportiverelationship withthe partnerisresponsible fordevelopinga external pastoral plansandothercountrywideplans.The ship shouldbeinharmonywiththenationalsocial- tions directly withadiocesanCaritas,therelation- Caritasestablishesworkingrela- When anexternal about itsworkingareasand setsthefinalagenda strategic planning.Eachpartner makesdecisions ownership ofowndevelopment processesand “We acknowledgeoneanother’s autonomyand The CaritasPartnershipGuidingPrinciples: The abovewascitedduringasub-regionalpartnershipworkshop inElSalvador(CISA). 7.7 Practising LocalOwnership andJointResponsibility san realities andplans. national social-pastoralplansthatare builtondioce- level. ThenationalCaritasdesignsandcoordinates diocesan structures withlinkstotheinternational national office isaprofessional teamservingthe promote unitywithinthelocalCaritasnetwork.The Usingmediation andarbitrationmechanismsforCaritas(seePartTwo, Chapter12). • Updatingthe bishopsregularly attheirmeetingsonsocial-pastoralissues; • Involvingthe bishops’plenarymeetingtoclarifythemissionandmandateofnationaloffice; • Planningandimplementing inclusive,participatoryworkshopstoclarifythesocial-pastoralmissionof • facilitatorisoftenuseful); Conducting ajointproblem analysis(anexternal • tional social-pastoralactivities,andtheimageofCaritasincountrybecomesunclearasaconsequence. Caritasorganisations.Itmakesitdifficult for thenationalCaritastocoordinatethe actionsofexternal na- It isdamagingwhenanationalCaritasfeelsitsrole indealingwithdiocesanCaritasisbeingundermined by PART TWO the localCaritasnetwork,mandates,roles facilitatorisrecommended); andresponsibilities (external “Co-responsibility istheonlywaytodealwithglobalmatters,and itcreates empathy.” Suggestions onhow toresolve thesituationinclude: Case Study put thesituationinorder. Under thesecircumstances, thelocalChurch must possible toinvolveitinapartnershiprelationship. mandate orstrategicplan,itmaybedifficult orim- partnership. WhenanationalCaritashasnoclear national Caritas,withthegoalofincludingitin influence theinstitutional decision-makingand established mutualtrust,we inviteoneanotherto the programmesandtheir results.Whenhaving are co-ownersandhave co-responsibilityfor for itswork.Asaccompanyingpartners,we and solidarityworkinitsowncountry. all levelsandtocarryoutdevelopmenteducation cooperation istoaccompanythelocalCaritasat The mainrole ofthepartnerCaritasindevelopment Partner Caritas Caritas Partnership In Practice organisational behaviour of our organisations.” • There is willingness to modify expectations and roles to address lessons learned. The acknowledgement of one another’s autonomy and ownership of one’s own development process- Ideas for enhancing local ownership and joint es and choices are fundamental in a partnership. responsibility include: Each Caritas decides its own mission, goals, and • Focusing on sustainability, autonomy, and working areas. strengthening of the relationship to own con- stituency when planning programmes; Once the terms and goals of the partnership have • Developing and practising mutual accountability been negotiated, the two organisations are jointly (see next paragraph); responsible for reaching the agreed upon pro- • Planning programmes and procedures together gramme results and should: with partner and programme participants; • Participate in the contextual analysis, planning, • Defining and using joint decision-making struc- implementation, and evaluation of programmes; tures; • Be involved in each other’s institutional and policy • Agreeing on indicators to monitor programme/ decision making when such decisions or behav- project progress, and undertaking joint monitoring; iour will have an impact on the partnership. • Using participatory evaluations as management and training tools so that both northern/southern Indicators include: partners and community groups can learn and • Partners do not harm local ownership of strategic grow through them, and the relationship can be planning, organisational development processes, strengthened; or choices of programme areas, but respond to • Including advocacy work and carrying out joint and understand their roles when invited to partic- activities (e.g. local partner representatives speak ipate in such processes; in the external partner’s country on the effects of • Agreements reflect joint responsibility and co- that country’s policies on the marginalised poor; ownership for programme/project planning, exe- partner representatives visit parliamentarians cution, evaluation, and results; to discuss issues of concern); • The local Caritas has the final word in local devel- • Working out a Memorandum of Understanding opment processes; clarifying all major aspects of the relationship. • Each partner willingly takes responsibility and mutual assistance is given; 7.8 Achieving Respect, Equality, and Mutuality The Caritas Partnership Guiding Principles: “We will build our working relationships on goodwill and dialogue with respect, equality and mutuality permeating all parts of our relationships. We seek understanding about one another’s contextual and historical background, constituencies, relationships, and links. We spend time together to learn and value the other’s culture and experiences.” 37 38 of authenticpartnerships.Mutualaccountabilityin- Practising mutualaccountabilityisastrong indicator Mutual accountability Monitoringthepartnershipthrough ongoingdia- • Working togetheroncommonorganisational • Engaginginstaff exchanges orinternships; • Participatinginoneanother’s leadership/board • Carryingoutmutual competencybuilding; • Gathering,sharing,andanalysinginformation • Promoting developmenteducationandadvoca- • Assessingjointlythevalueoflocalknowledge, • Establishingasenseofcommunitybasedonvalu- • ReferringtotheScripture andSocialTeaching of • Increasing knowledgeofthelocalChurch realities • Hiringstaff withculturalsensitivityandknowledge; • Enhancingtheautonomyofoneanother; • tuality include: Ideas forachievingrespect, equality, andmu- and abetterunderstandingofbothCaritasorganisations’work. The donor-only perspectivehaschangedandthere isarelationship ofreciprocity andmutualsharing, lives, witnessCaritasIndia’s toFranceshare work,andreturn theirexperienceswithothers. been heldinIndiaandmembersfrom SecoursCatholiquehavevisitedIndiatoseethereality ofpeople’s animation programmes inthediocesannetworkFrance.Regularimmersionprogrammes havesince tionship reached newheightsinthe1990sasCaritasIndiabegancontributingtosolidarity-buildingand Caritas IndiaandSecoursCatholiquehavehadacloseworkingrelationship sincethe1980s.Therela-

logue andannualpartnershipmeetings. and supportingoneanother; from challenges, likefundraising,andlearning meetings; together; cy toaddress root causesofpoverty; networks, andexpertise; ing theculture andexperiencesofthepartner; the Church astheoutspringofCaritasmission; in bothcountries; PART TWO Caritas IndiaandSecoursCatholique expected programme results, andare obligedtore- participants are mutuallyresponsible fordelivering Programmatic factors: organisations. in placetoenhanceresponsible actionswithinour lowing systems,procedures, andpoliciesput Organisational factors executiveboards, leaders,andstaff, Internal in- • Back-donors • Ownconstituency andlocalCaritasnetwork • Programme participants • Partnerorganisations • able to: Mutual accountabilityimpliesthatweare account- Whatmechanismsandstructures mustbein • Whatare weaccountablefor? • Whoare ourstakeholders? • swer thefollowingquestions: To practicemutualaccountabilitywehavetoan- agreed uponactionsandresults.” “all stakeholdersholdoneanotheranswerablefor transparency onallrelevant aspects.Itimpliesthat cludes goodinformationsharing,openness,and cluding thoseaboveandbelowusinthehierarchy place foraccountabilitytowork? : We are accountableforfol- Partners andprogramme Caritas Partnership In Practice port on how programmes are planned, implement- globalise solidarity, which means enhancing solidarity ed, and evaluated. with the poor, among people and communities. It re- quires knowledge to deal with the root causes of mar- Financial factors: Partners and programme partici- ginalisation, requiring Caritas to focus on capacity pants are responsible for reporting to their various building, development education, and advocacy work constituencies on their use of resources. An essen- in addition to development and emergency activities. tial component of financial accountability is the joint development of appropriate and consistent policies Some indicators of globalised solidarity in and procedures for reporting, which can also be partnerships include the following: used by programme participants. • Solidarity is enhanced through Church pro- grammes, projects, and campaigns; Skills: Partners need to have competency, capaci- • Solidarity is expressed as actions among people ty, management skills, systems, and procedures and communities; to comply with the basic components of universal • Solidarity is expressed as a foundational value for financial accounting systems. the partners; • Partners support regional and national action For reflection: plans stemming from participatory processes; List the stakeholders to whom your Caritas is ac- • Identity and autonomy of Caritas members are countable. respected and strengthened; Indicate the areas of mutual accountability related • Capacity building is recognised as an essential to each stakeholder. means of solidarity; • Constituencies are viewed as important stake- Recommended reading: holders in partnership relationships; • “Mutual Accountability in African Development Re- • The transfer of funds is regarded neither as the only, lationships”. InterAction Report, December 2000. nor the most important, way of expressing solidarity; • Involvement in development education, advocacy 7.9 Globalising Solidarity work, cultural exchanges, and other activities is Solidarity embraces all partnership values and moti- essential to the relationship. vates us to plan activities that go beyond traditional charity. The fruits of solidarity are peace, justice, and Globalising solidarity is about inclusion, par- human development. The mission of Caritas is to ticipation, and sharing.

The Soup Stone Story Based on a story told by Carol Yohannes of Caritas Ethiopia at the AMECEA Sub-regional Partnership Forum in Nairobi, Kenya: A lady used to make some very tasty soup using a stone. One day she decided to share it with her neighbour. “Hmm”, the neighbour said, “the soup tastes very good. If only it had potatoes, it would be thicker.” She offered some potatoes that were added to the soup and invited another neighbour to share the delicious soup. → 39 40 the poorandmarginalised.Caritasorganisa- All Caritascooperationisfoundedonsolidaritywith Solidarity -adutytorespond bility, mutuality, andsolidarity. tity andautonomy, localownership, jointresponsi- tance ofrespect andsupportforoneanother’s iden- which Caritasmembersunderscored theimpor- several Caritaspartnershipworkshops,during tools presented inthischapterwere drawnfrom moting partnershiprelationships. Theideasand forums havebeenthemosteffective meansforpro- cooperation are unique.Partnershipworkshopsand Like Caritasmembers,partnershipsindevelopment 8 • The local and external Caritasrepresentatives Thelocalandexternal workedasateam; • because theworkingrelationships gradually tookonthefollowingcharacteristics: Caritasmembers wasviewedasapositiveexperiencebyCaritas Congo between localandexternal ation duringemergencyoperations. DuringtheGreat Lakesrefugee crises(1994–1996),collaboration There are severalexamplesofpositivepartnershipsintheCaritasConfederation resulting from cooper- The GreatLakesRefugeeCrises cooked. Together, theyhaddiscovered anewsouprecipe thatwasbetterthananybefore. lentils toimprove theflavour. Bytheendofday, thewomen had produced thebestsoupever The three womeninaspiritofsharingservedthesouptoanotherneighbourwhoalsoprovided some some tomatoesthatwere addedtothesoup.Thesoupbecamericher, thicker, andtastier. tomatoes thatcouldgivesomecolourandimprove thetasteevenmore.” Thesecondneighbourgave “The soupisverytastyandit’s sothickthatitfillsmeup,”saidthesecondneighbour. “Ihavesome PART TWO Cooperation Partnership inEmergency 7.10 Summary Positive Examples from AfricaandLatin America substantially. nership valuesandprinciplestobeappliedmore still apply. Therehabilitation phasemayallowpart- But theunderlyingpartnershipvaluesandprinciples short-term involvementanduncertainsituations. emergency situationisoftenchallengingbecauseof Establishing partnershiprelationships duringan Emergency cooperationandpartnership media hasleft. emergencies, andremains oncetheinternational dia coverage,butCaritasstrivestobepresent inall depends largelyontheamountandintensityofme- volved. Oftentheresponse from theoutsideworld The Church alsohasarighttodecidehowbein- has amoralobligationtoinvolveitselfinsavinglives. sources andtechnicalexpertise.ThelocalChurch pressing solidarityandbycontributingeconomicre- tions worldwidereact tomajoremergenciesbyex- The SoupStoneStory- from page39 Caritas Partnership In Practice • The premises of the local Caritas were used as a work base; • Local skills were valued and strengthened during the work; • The principles for cooperation had been agreed upon; • External Caritas representatives were culturally sensitive and had basic knowledge of the Catholic Church; • There was open and honest dialogue and information exchange; • The local Caritas work was appreciated; • Appropriate follow-up measures were planned.

Honduras Caritas Honduras, at the parish, diocesan, and national levels, participated in a partnership workshop or- ganised by the Latin American Region in Quito, Ecuador in 1995. Participants examined the main as- pects of Caritas partnerships, and the roles of the different Caritas levels. Following the workshop, Car- itas Honduras initiated a strategic planning process with its diocesan Caritas organisations, and partner Caritas were invited to comment on the process. This resulted in a vision and mission statement that helped define roles, working areas, and strategies for Caritas in civil society. When Hurricane Mitch struck in October 1998, Caritas Honduras was in a position to respond in a focused and consistent manner having made clear the role of the Church, and the responsibilities of the state and other actors. This created trust among donors and partners.

El Salvador Caritas El Salvador had mixed feelings when a liaison agency for emergency work was established after Hurricane Mitch. The liaison agency’s role was unclear and it was viewed, in part, as an interference. How- ever, the emergency and rehabilitation periods turned out to be positive learning experiences, enabling weak local structures to be strengthened. When the earthquakes struck in 2001, Caritas El Salvador felt com- petent enough to handle the emergency and rehabilitation work without a liaison agency. The partners showed respect and confidence, and the relationships have continued to evolve based on these values.

Challenges in emergency cooperation • Fragile local structures; Collaboration between local and external Caritas • Unclear mandates and roles; during an emergency situation is often challenging. • Lack of openness, respect, and transparency; Some negative aspects frequently cited include: • Local Caritas network often left with inappropriate • Lack of coordination among external Caritas; structures for the future. • Creation of parallel structures; • Control of the process taken over by external To establish conditions for partnership practice dur- Caritas; ing an emergency situation the organisations in- • Under-appreciation of local skills and inadequate volved need to meet regularly to assess such things use of local human resources; as coordination, joint work, roles, responsibilities, es- • Lack of Church and cultural sensitivity and sential values and principles, and challenges and to knowledge; draw up a joint document. Such a document could • Lack of local skills and capacity; be a Memorandum of Understanding that describes 41 42 term. Therefore, Caritasmembersinvolvedin external structures thatcannotbesustained overthelong has ended,thelocalCaritasmaybelefttomaintain When theemergencyorrehabilitation programme Sustainability andphase-outstrategy Subsidiarity, useoflocalresources, knowledgeand • Respect,cultural sensibility, andreligious knowl- • Stewardship andprofessionalism; • Openness,transparency, honesty, accountability, • Solidarityandamoral dutytosavelives; • gency situationsare: The mostessentialvaluesandprinciplesinemer- Basic partnershipvaluesandprinciples sustainability mechanisms.Asimplifiedversionofthe these aspectsaswellphasing-outstrategiesand mechanisms operateaccording topartnershipvaluesandprinciples. to helpbuildthecapacityoflocalCaritasmaintainitsprogrammes. Asfaraspossible,these Caritas isoffered optionsincludingthepossibilityofa Caritas andChurch are involvedinthemechanismatalltimes.Inpost-emergencyphase,local draw upanappealtothewiderCaritasfamilyduringfirstacutephaseofadisaster. Thelocal added forback-donorsoranyoneelserequiring it. Partners shoulduseacommonreporting formatthatwouldeventually allowformore informationtobe Suggestion: each useddifferent reporting formats,eventhoughtheywere allmembersoftheCaritasConfederation. One AfricanCaritasmemberwasaskedtoprovide 10 different reports to10different partnersbecause they 48hours,CIformsan cies. Within hasestablishednewcoordinating mechanismsfordealingwithmajoremergen- Caritas Internationalis

network, andclarityaboutroles andresponsibilities; edge; trust, andgoodcommunication; PART TWO Caritas InternationalisSupportMechanisms Emergency ResponseSupportTeam Case Study Solidarity Team forEmergencyPartnership other programmes couldbenecessaryfollow-up. operation basedonorganisational strengthening and tas strengthened. Further accompanimentandco- out strategyearlyonthatwouldleavethelocalCari- the emergencyphaseshouldstartplanningaphase- and partnershipvalues. should beknowledgeableaboutCaritasspirituality In additiontotechnicalexpertise,representatives local culture andvalues,especiallyreligious values. tives whoare sensitiveandknowledgeableabout Caritas partnersshouldsendmature representa- Capacitybuildingandorganisationalstrength- • Empowerment; • Localownershipandjointresponsibility; • chapter 7.4)couldserveasabasis. Elements inaMemorandumofUnderstanding ening.

(ERST) tohelpthelocalCaritas (STEP) (see Caritas Partnership In Practice

Partnership in Advocacy Local ownership 9 Work The local Church has ownership over advocacy work being carried out inside its country and at the Why Advocacy international level with respect to the themes and is- Advocacy is one of the Caritas Confederation’s four sues that are being addressed. A partner Caritas strategic objectives. Through advocacy Caritas should follow the Caritas Internationalis practice of seeks to have a voice in the public debate to influ- not initiating advocacy activities relating to a specif- ence the attitudes of policy makers at national, re- ic country without the permission and active parti- gional, and global levels. cipation of the local Church and Caritas.

Partnership Values and Principles in Advocacy The role of the external Caritas is to financially sup- Successful advocacy requires the application of port the advocacy work in the country concerned, partnership values and principles. to offer training when appropriate, and to carry out advocacy work in their own country and further Professionalism afield when invited to do so by the local Church. Advocacy work requires skill and a high degree of professionalism. Both Caritas in the North and Working with all of goodwill South need to develop their capacities in this field. Successful advocacy work requires cooperation with a broad spectrum of organisations and players Trust within the Caritas network, as well as with ecu- Cooperation on advocacy campaigns stems from menical and secular partners that share Caritas’ existing partnership relationships. It requires respect, analysis. trust, and knowledge of one another’s situation.

Lobbying for a free East Timor For more than two decades, Caritas organisations, Justice and Peace commissions from different coun- tries, and other faith-based organisations lobbied intensively with Bishop Belo on behalf of the oppressed people of East Timor. Many believe that these lobbying activities were key in helping East Timor become the world’s newest independent nation on 20 May 2002.

This chapter is based on: Gibbs, Sara and Ajulu, Deborah. “The Role of the Church in Advocacy” INTRAC OPS No. 3, March 1999.

Representation in Another this is how they have historically shown solidarity to- 10 Country wards the poor and the marginalised. For others, it is a relatively new practice carried out for reasons of Introduction visibility, the need for better monitoring, a desire to Some Caritas members have representation in an- assist with the capacity building of the local Caritas, other country alongside the local Caritas. For a few, or because of demands from back-donors. In some 43 44 exclusively with,otherlocalNGOswithlittleor Caritasworksmainlythrough, or The external • building andorganisationalstrengthening measures. diocesan orparishCaritasmayincludecapacity ordination atthenationallevel.Cooperationwith san Caritaswithouthavinganyreal dialogueorco- Caritasworksdirectly withthedioce- The external • compete withthelocalCaritasnetwork. ing relationships withotherorganisationsdonot local Caritasnetworkisthemainpartnerandwork- ed withzonal/regional plansandotherpartners.The braces thenationallevel.Cooperationiscoordinat- network inapartnershiprelationship thatalsoem- Caritasaccompaniesthelocal The external • There are three mainscenarios: Different workingrelationships andorientations the case,fuellingdissensionamongmembers. ence orCaritas.However, forothersithasnotbeen the express wishesofthelocalBishops’Confer- countries, representation hasbeenestablishedat and difficulties hindered thedevelopmentof thememorandumformore thanoneyear. CRSthenpro- Caritas Malawipresented thefirstdraft ofthememorandum.CRSresponded, butmiscommunication ities ofeachparty. Atthattime,suchan arrangementwasunusualforaCRScountryprogramme. of UnderstandingbesignedbetweenCaritasMalawiand CRSinorder todefinetheroles andresponsibil- of foodsecurity. Before thedevelopmentplanbegan,Malawibishopsrequested thataMemorandum of MalawiasCRS’partnerpreference. Adevelopmentplan(DAP)wasdrawnuptorespond toproblems tion oftheEpiscopalConference ofMalawi.CaritasMalawiwasdesignatedbytheEpiscopalConference Catholic ReliefServices(CRS-aUSCaritasmember) established apresence inMalawi1998byinvita-

Partnership withlocalNGOs Partnership withdiocesanCaritas Partnership withnationalanddiocesanCaritas PART TWO Catholic ReliefServicesandCaritas Malawi Representation inAnotherCountry: the Caritasorganisationswillrelate tooneanother. ing areas, andmethodsofbothorganisationshow work- worked out,outliningthemissions,values,goals, A MemorandumofUnderstandingshouldbejointly Memorandum ofUnderstanding Partnership GuidingPrinciples) explicitly withsuchrepresentations (see presence willbeguidedbytheprinciplesdealing establish representation inanothercountry, the memberneedto Should aCaritasInternationalis Caritasunwittinglyenticescompe- Theexternal • ItiswelcomedbytheCaritasofaparticulardio- • ItiswelcomedandsupportsthelocalCaritasnet- • ing ways: network mayexperiencethepresence inthefollow- Depending onthecircumstances, thelocalCaritas sentation How alocalCaritasmayexperiencetherepre- no reference tothelocalCaritas. offers highersalaries. tent staff awayfrom thelocalCaritasbecauseit office, whichcancauseresentment andmistrust; cese, buthaslittleornocontactwiththenational work; . The Caritas Caritas Partnership In Practice posed that Caritas Malawi seek the services of an outside facilitator for the partnership process. It re- sulted in a two-day retreat attended by key stakeholders from both sides. Caritas Malawi’s concern was the role of CRS in the implementation of the development plan. Caritas Malawi felt that CRS was imple- menting parallel structures instead of building capacities within Caritas Malawi’s existing structures. CRS staff felt that they were helping to build capacity within Caritas Malawi’s structures. However, they also felt Caritas Malawi was looking at CRS as a donor and not as a partner with complementary technical capacities that could improve programming.

During the retreat, work was started on developing a mutually acceptable memorandum. A task force was established to continue the work and once the draft was ready it was sent to the key stakeholders for further comments. This led to a one-day follow-up workshop. The results of the discussions were put into a new draft, which went for approval. The Malawi bishops and CRS approved the memorandum in 2000, two years after the process had started.

CRS and Caritas Malawi recognised the importance of allowing time to work out guidelines for an ef- fective partnership that clearly delineate the roles and responsibilities of each partner. The relationship between CRS and Caritas Malawi is somewhat unique as it developed from a need expressed by both organisations to work out modalities for partnership, rather than as the result of a need to implement a project jointly.

Caritas Structures region, have established a mechanism for enhanc- 11 and Mechanisms for ing and coordinating international cooperation. This Enhancing Partnership forum is called Coordinadora International de Segui- mento y Acompañamiento (CISA.) Regional Partnership Forums The regional forums are designed to encourage di- The aims of CISA are to: alogue among the members of a particular region • Opt for transformation processes by accompany- with a view to setting agendas on regional priorities ing the marginalised and the poor as they take re- and encouraging regional and sub-regional coordi- sponsibility for their own development. This nation. Within each forum, there should be a “part- means condemning the structures of social sin, nership meeting place” where partners are invited to fighting to eradicate the existing structural causes listen, share, and dialogue with the members of the of injustice, and proclaiming social transformation; region about partnership issues. • Accompany people in their struggle to recover and reaffirm their own identity and in the defence The Latin America/Caribbean Region - Central of human, civic, political, economic, social, cul- America and Mexico - CISA tural, and ecological rights of all; Caritas members in Central America and Mexico, • Obtain through various short- and long-term along with interested partners from outside the sub- initiatives, the integral development of the poor 45 46 strengthening. Theserelationships are basedonex- South are expressions ofsolidarityandmutual Partnerships betweenCaritasmembersinthe South –relations strategic planning,andadvocacy. APHD hasshiftedfrom projects toprogrammes, ning, consultations,anddialogue.Inrecent years, ipation inorganisationalreviews andstrategicplan- ticipation incountryprogramme evaluations,partic- sharing ofexperiences,jointcapacitybuilding,par- There through isalsoastrong the focusonlearning used forprogrammes chosenbythemembers. are pooledtogetherinaPartnershipFundtobe partners. OnecharacteristicofAPHDisthatfunds Asian andnon-Asianmembersworkingtogetheras bers ofAPHD,aCatholicorganisationwithboth Most oftheAsianCaritasorganisationsare mem- Asia PartnershipforHumanDevelopment(APHD) justice andsocialchange. in thesub-region, andjointinitiativespromoting and reflect uponcooperation,partnershippractice lowing membersandpartnerstomeetdiscuss like CISA,regularly organisespartnershipforumsal- nate sub-regional activitiesandanalysis.AMECEA, and diocesanCaritas,topromote andcoordi- ships andcapacitybuilding,tostrengthen national Its mainpurposeistoenhancepartnershiprelation- established astructure verysimilartothatofCISA. The AMECEAsub-region intheAfricaregion has The AMECEAsub-region ship valuesandprinciples. with theprincipleofsubsidiarityandotherpartner- among memberorganisationsinfullcompliance CISA’s worktakesplaceonalevelplayingfield

Christian solidarity, andcivicawareness. and marginalised,onthebasisofsocialjustice, PART TWO about theroles ofeachCaritasinvolved. cooperation isdevelopeditimportanttobeclear graphically toofarawaytoaccompany. Whensuch Caritas interested insupporting,butgeo- northern and forminga“north-north”partnershipwiththose as amainpartneraccompanyingthelocalCaritas, Australia, organisationsintheregion, mayfunction In suchsituations,CaritasNewZealandand ners from Europe becauseoflongdistances. clear thedifficulties theregion hasinattracting part- Oceania’s PartnershipForumin2002,itbecame work through afewaccompanyingpartners.During involvement, itcanbeusefulforafundingpartnerto maintenance ofgoodcommunicationandauthentic involves aconsiderableinvestmentoftimeforthe accompanying partnerCaritas.Sincepartnership Country groups canbevaluableforcoordinating North –Cooperation and Eritrea, amongothers. countries suchasColombia,SriLanka,EastTimor, ordination. Suchgroups havebeenestablishedin fective meansforpartnershipenhancementandco- work incountryanditspartners,havebeenanef- Country groups, consistingofthelocalCaritasnet- Country Groups for thepromotion ofSouth–partnerships. forums referred toaboveare importantstructures preservation oflocalculturalvalues.Thepartnership sion ofthelocalChurch, andalsoenhancethe and ofCaritasidentityasthesocial-pastoraldimen- They contributetothestrengthening ofautonomy workers, andhumanfinancialresource sharing. tual analysisandreflections, follow-uponmigrant al materialsandpersonnelexchanges,jointcontex- perience sharing,jointcapacitybuilding,education- Caritas Partnership In Practice Mediation A mediation and arbitration mechanism should be 12 and Arbitration in accordance with the Confederation Statutes and Rules and should be guided by the Social Teach- The Partnership Guiding Principles - Conflict ings of the Church, the Caritas Internationalis resolution: Strategic Plan, and The Caritas Partnership Guiding “If we are unable to resolve a dispute that negative- Principles. ly affects our working relationships, we will call upon a third party, preferably from within Caritas Confed- eration, to help find a mutually acceptable solution. Concluding Remarks This process will be guided by the Social Teaching 13 In this handbook we have tried to give of the Church and the Caritas Partnership Guiding Caritas members insight into and knowledge on how Principles, and mediation and arbitration mecha- authentic Caritas partnerships can be developed nisms, that are in accordance with the Caritas Inter- and maintained in a globalised, changing world that nationalis Statutes and Rules, will be used.” constantly requires new skills and competencies. The Caritas partnership philosophy offers the Caritas For insight into conflict analysis and management, Confederation great opportunities and is the best see Tools for Partnership, Tools 3 and 4. model for making Caritas members effective and efficient agents for social transformation and justice. Mediation Developing partnership relationships is a long-term Bringing in a mediator or facilitator when communica- process based on a common vision. tion between partners has broken down is a mature decision. Looking into serious problems and having This handbook shows how basic partnership values a frank and respectful dialogue about respective and principles can permeate all categories of work- concerns should be regarded as a growing process. ing relationships. The Caritas partnership framework All relationships will have conflicts as they evolve. It is should not be experienced as a “strait jacket”, but important that the mediator or facilitator be someone rather as building blocks offering opportunities to who is trusted by both parties. The process begins develop individual partnerships in accordance with with the clarification of discussion goals and setting each member’s local realities. up of rules for dialogue and analysis. We want to express our gratitude to the regional Arbitration coordinators, and the Caritas leadership and staff Partners may choose to bring in an arbitration in numerous member organisations for having con- mechanism to find a way out of the conflict. They tributed to the production of this Caritas Partnership usually start at the regional level. The parties will give Handbook. the arbitration mechanism its mandate and decide on procedures. If this mechanism is unsatisfactory, the dispute can be brought to the CI Bureau or Executive Committee (ExCo) at the global level. This should be seen as a last resort. 47

Guiding Principles

Caritas PART THREE Partnership Caritas Partnership Guiding Principles PART THREE Rome 19-21November2002 14 basic valuesofpartnership. highest principlesofChristianethicsandstrivetoembody the for amemberoftheCaritasConfederationshouldconform tothe real partnership.We maintain,nevertheless,thatallrelationships working relationships thatmaynotalwaysfulfilthecriteriafor a We acknowledgethat different contextsrequire different kindsof 2) Working relationships to thefullnessoftheirhumanityaspartaglobalcommunity. oppressed andexcludedfindhopeareempoweredtocome generations, whereallpeople,especiallythemarginalized, is cherishedandheldintrustforthecommongoodoffuture goods oftheEartharesharedbyall,wherewholecreation is paramount,wheredehumanisingpovertynomoreandthe which thedignityofhumanpersonmadeinimageGod where justice,peace,truth,freedomandsolidarityprevail,in We wantacivilisationoflovewhichreflectstheReignGod, tionalis StrategicPlan: We upholdthecommonvisionexpressed intheCaritasInterna- ganisations workingforsolidarityandsocialjusticeintheworld. way torealise ourfullpotentialasaConfederationofCatholicor- acknowledge thatcooperationbasedonthesevaluesisthebest shrined inthese build ourworkingrelationships onthevaluesandprinciplesen- We, membersoftheCaritasConfederation,commitourselvesto 1) Preamble Approved atthe84 Principles The CaritasPartnership Guiding Caritas PartnershipGuidingPrinciples th Session oftheCIExecutiveCommittee, . We Caritas Partnership Guiding Principles 3) What is Caritas Partnership? the human person at all times. We are guided Caritas roots its understanding of by what impact our actions have on the dignity of partnership in its Catholic faith. the human person. We will also ask how the dignity Partnership within the Caritas Con- of all persons is realised and expressed in social federation is an alliance that ex- and economic structures. presses solidarity between mem- bers of local Churches that recognises all women and Gender equity men as part of one interdependent global community, Women and men make their own unique contribu- and that demonstrates a commitment to social justice tion to our world, together giving full realisation to and an overriding preferential option for the poor. that which is fully human. Where there is an imbal- ance in participation of men and women, we are the Authentic partnership means a long-term commit- poorer in our work and in our relationships. In our ment to agreed objectives based on shared values, Caritas organisations, partnerships and all our work, strategies and information. It is characterised by including decision-making, we commit ourselves to honest feedback and joint planning, accompani- ensure the full participation of women. ment, transparency and accountability on both sides, and a genuine openness and sensitivity to the Social justice other’s needs, feelings, expertise, experience and The Reign of God is built on justice and love. Caritas wisdom. It is based on mutual respect, trust and activities aim to enhance the empowerment of the goodwill. Effective partnership brings solidarity poor, and to transform society into a civilisation of among member organisations, other organisations love. The Social Teaching of the Church urges us to that share our vision, and the communities and peo- be promoters and facilitators of solidarity, peace and ple with whom we work. Partnership aims to have a social justice. positive impact on the lives of the people we serve.

The preferential option for the poor 4) Our Commitment We have committed ourselves to combating the We acknowledge that different contexts require dif- dehumanising poverty that robs people of their ferent kinds of working relationships that may not dignity and humanity. We are guided by Christian always fulfil the criteria for a real partnership. Scripture to work for the liberation of the oppressed We maintain, nevertheless, that all relationships for a and an equitable sharing of the gifts of the Earth, member of the Caritas Confederation should con- helping the marginalized to be responsible for their form to the highest principles of Christian ethics and own liberation and development. We take up the strive to embody the basic values of partnership. cause of the poor as our own, putting ourselves alongside them. Core Caritas partnership values and principles drawn from the Social Teach- Solidarity ing of the Church The fruits of solidarity are peace, justice and human development. Our mission is to enhance solidarity Dignity of the human person with the poor, among peoples and communities. We strive to enhance and uphold the dignity of Through solidarity we express a firm determination 51 52

relations aimatstrengthening the autonomy andca- and consciouslyreduce unhealthydependency. Our We willenhancesustainabilityandself-sufficiency Sustainability andself-sufficiency foundation ofademocraticandinclusivesociety. processes thatprioritiseactiveparticipationasthe community. Caritasiscommittedtodevelopment and impliesshared responsibility forthehuman Participation isanexpression ofhumandignity Participation person, andtransformunjustsocialsystems. economic elements.We strivetodevelopthewhole is, andembracestherefore human,spiritualand holistic understandingofwhatthehumanperson For Caritas,developmentisbasedonaChristian, Integral humandevelopment our Caritasvisionandway of working How core partnership values influence of working. to localcommunitiesare partoftheCaritasway ownership ofprojects anddevelopmentprocesses therightful san andparishCaritasreturning The promotion andstrengthening ofnational,dioce- Subsidiarity Christian faithbasis. with thosewhoshare thisvisionifperhapsnotits Caritas tobeinclusiveandtrulyCatholicbyworking by manybeyondChurch structures. Thisenables inherent inChurch organisations,butalsoshared sons anddaughtersofGod.Solidarityisavalue beings receive whatrightlybelongstothemas vision ofestablishingaworldwhere allhuman is thevaluebindingustogetherincommon and commitmenttothecommongood.Solidarity PART THREE behaviour ofouragencies. institutional decision-makingandorganisational mutual trust,weinviteoneanothertoinfluencethe grammes andtheirresults. Havingestablished co-owners andhaveco-responsibility forthepro- for itswork.Asaccompanyingpartners,weare about itsworkingareas andsetsthefinalagenda strategic planning.Eachpartnermakesdecisions ownership ofowndevelopmentprocesses and autonomyand We acknowledgeoneanother’s Local ownershipandjointresponsibility in civilsociety. important placethelocalChurch hasasanactor society. We recognise the a significantrole incivil powerful localcommunitieswithmembersplaying empowerment, wewanttopromote activeand needs. Through integralhumandevelopmentand tively usetheirlocalresources tomeettheirown their fullpotentialsothattheycancontrol andeffec- Our goalistohelppeopledevelopandrealise Empowerment just society. and actionthatvalidateavisionofaninclusive faith tradition,wecreate bondsofshared values based inlocalcommunities,orrooted inanother In addition,through collaborationwithorganisations commitments. reconciliation, andweworktogetheronlong-term in theircryforjustice,humanrights,freedom and Through cooperation,weactwiththemarginalized having areal impactontheroot causesofpoverty. values andprinciplesoffers thebestprospect of We believethatcooperationbuiltuponpartnership Cooperation toachieveimpact tionship withourownconstituency. pacity ofoneanotherandstrengthening therela- Caritas Partnership Guiding Principles 5) How we work together tual accountability, openness and honesty, recog- We, Caritas member organisations, committed to nising these values as fundamental preconditions our vision of partnership, will strive to make manifest for the growth of our relationships. By practising these values in the way we work together. these values, we will also build trust.

Organisational Caritas partnership values Implications of membership of Caritas Internationalis A learning culture To enable us to work effectively towards our goals, Autonomy and Obligations we want to be dynamic learning organisations, Caritas members strive to balance their own autono- reading the signs of the times, acknowledging the my with the obligations that arise from belonging to constant need to build up our own capacities and the Caritas Confederation. This balance is expressed those of the poor. Thus, we can learn with life, re- in the working relationships and practices each mem- spond to new challenges, and remain credible wit- ber adopts, both to suit their own organisations and nesses and actors, striving for the global common partners, and recognising the implications of belong- good in the contemporary and changing world. ing to a universal network with broader goals. As Car- Stewardship and professionalism itas Internationalis members in link with the local We will exercise stewardship of human, financial Church structures, we commit ourselves to: and natural resources that are entrusted to us for • developing partnership relationships the benefit of the poor and in solidarity with the • applying the fundamental values and principles of whole of creation. We commit ourselves to fighting partnership in our working relationships. corruption, nepotism, inefficiency and other forms of • promoting strategic planning, organisational de- misuse of resources in an open and transparent velopment and capacity building. way. We acknowledge that stewardship is intrinsic • putting into practice Catholic Social Teaching. to our practice of partnership and intimately linked to building competency and capacity. Representation in another country and the integrity of partnership Respect, equality, and mutuality The presence of a Caritas member in another coun- We will build our working relationships on goodwill try may pose challenges to partnership. We are of and dialogue with respect, equality and mutuality one mind in our conviction and determination that permeating all parts of our relationships. We seek such representation must enhance Caritas partner- understanding about one another’s contextual and ship and not diminish it. historical background, constituency, relationships Should a Caritas Internationalis member need to and linkages. We spend time together to learn and establish a representation in another country, the value the other’s culture and experiences. presence will be guided by these principles: • such representation requires agreement with the Transparency, openness, honesty, accounta- local Bishops’ Conference and consultation with bility, and trust the national Caritas; We will build our partnerships on transparency, mu- • such presence in the country should be based on 53 54 third party, preferably from withinCaritasConfeder- affects ourworkingrelationships, wewillcallupona If weare unabletoresolve adisputethatnegatively Conflict resolution tosetoutthosepartnersthevaluesandprinci- • toworkwithrespect forthe valuesandethosin- • undertake thefollowingcommitments: veloping thesepartnerships,Caritasorganisations ganisations inthissamespiritofpartnership.Inde- family asprioritypartners,alsoworkwithotheror- Many Caritasmembers,whilevaluingthe Working withnon-Caritas partners requests from thelocalCaritasforcapacitybuild- • closecoordination withnationalstructures and • representatives wouldhaveathorough knowl- • thisworkingframework,itisanticipatedthat: Within programme involvementinthecountryshouldbe • anopenandhonestdialogueshouldbeestab- •

cations arisingfrom these. approach andindicateclearlyanypracticalimpli- ples underpinningCaritasagencies’visionand herent inotherorganisations; accommodated wherever possible. ing andorganisationalstrengthening wouldbe would beestablishedandmaintained; andregional structures sub-regional links with edge ofCaritaspartnershipvaluesandprinciples; mine thepolicyandstandingoflocalChurch. are enhancedandthattheactivitiesdonotunder- partners, ensuringthatnationalsocial-pastoralplans fice and,where applicable,withnon-church local discussed beforehand withthenationalCaritasof- ship principles; a soundworkingrelationship basedonpartner- lished withthenationalCaritasaimedatbuilding in theStrategicPlanofCaritasInternationalis; the vision,mission,valuesandprinciplesexpressed PART THREE must beidentifiedandfixed.Theprocess tradition- of problem solvingisthatthingsare wrong managerial problem solving.Thebasicassumption a methodofchange,AIdiffers from conventional ships, wecanletthemguideourfurthergrowth. As factors inourorganisationsandworkingrelation- tion, partnership,orcommunity. Byexamining those valuing thosefactorsthatgivelifetoanorganisa- Appreciative Inquiryistheartofdiscoveringand either withneworexistingrelationships. gy thatenablesthepartnershipprocess tobegin, isonemethodolo- involved. Appreciative Inquiry(AI) ence, andcommitmentfrom bothorganisations Partnership isaprocess thatneedstime,experi- Introduction logue. Pages14-20. Toolbox: AFacilitator’s GuidetoPartnershipDia- (CRS)ThePartnership From CatholicReliefServices 15.1 Tool 1-Appreciative Inquiry tools forestablishingorsustainingpartnerships. 15 This sectionprovides memberswithuseful Tools for Partnership whom westrivetoserve. the benefitofmarginalizedandoppressed principles intoallourplansandwaysofworkingto ourselves tointegratethesepartnershipvaluesand We, membersoftheCaritasConfederation,commit 6) Commitment tionalis StatutesandRuleswillbeused. nisms thatare inaccordance theCaritasInterna- Principles, of theChurch and This process willbeguidedbytheSocialTeaching ation, tohelpfindamutuallyacceptablesolution. and mediationarbitrationmecha- the CaritasPartnershipGuiding Caritas Partnership ally involves identifying the problem, analysing the greatest potential when we open our minds and our causes, finding the solutions, and developing an social processes to the widest possible dialogue action plan. among the largest number of people. Thus applied, Appreciative Inquiry becomes an empowering and Appreciative Inquiry is a way of seeing and being in life-affirming way of being in our partnerships and in the world. It is based on the belief that we have the our organisations.

What Appreciative Inquiry is

Discovery “What gives life?” (the best of what is) APPRECIATING

Dream “What might be?” Delivery The Life-Giving “How to empower, learn (What is the world calling for) and adjust/improvise?” Organisation ENVISIONING IMPACT SUSTAINING

Design “What should be the ideal?” CONSTRUCTING

Appreciative Inquiry uses a change process called the 4-D Model. Through the model, a group: (1) Dis- covers what gives life to a partnership, and what is happening when the partnership is at its best; (2) Dreams about what might be, and what the world is calling the partnership to be; (3) Designs ways to create the ideal as articulated by everyone; and (4) Delivers through on-going practical processes.

Therefore, while the 4-D Model for applying Appreciative Inquiry is presented here as a systematic ap- proach, it is important to understand that variations on, or even alternatives to, this model will inevitably emerge as each group takes the AI approach and makes it their own. Once grounded in the principles of AI, organisations and partnerships inevitably become generative and creative, which leads to more innova- tion in the use of AI itself.

The core task in the Discovery Phase is to appreciate the best of DISCOVERY “what is”. This means focusing on times of excellence when people have Valuing the Best of “What Is” experienced the partnership as most alive and effective. To understand the unique factors that made the high points in a partnership possible, people deliberately let go of deficit analysis and carefully inquire into and learn from even the smallest examples of 55 56 to allthepartnership’s systems,procedures, andwaysofworking. is includedincreating thefuture. Thekeytosustainingthemomentum istobuildan“appreciative eye”in- innovation are extremely highbythisstageoftheinquiry. Becauseoftheshared positiveimages,everyone and improvisation, allintheserviceofshared ideals.Themomentumand potentialfor result adjustment, from theDesignPhase.Itisatimeofcontinuouslearning, the overallvisionsofDream Phaseandthemore specificactionsthat The finalphasecreates waysto responsive tothedream. the partnership.Italignsoverallvisionandensures thateverythingaboutthepartnershipreflects andis with thevaluesreflected inour possibilitystatements?Thisisthecreation ofasocialarchitecture of ship strategyandhowisitformulatedcarriedout?Andmostofall,are ournewcreations congruent are congruentwithourdreams? Whatkindsofpolicieswillhelpusrealise ourhopes?Whatisthepartner- Possibilities forthepartnershipare raisedbythekindsofquestionsasked:Whatstructures are neededthat It isthiscollectionofpossibilitystatementsthatprovides thecleardirection forallofthepartnership’s activities. clarify theshared visionsfortheorganisation’s future, thegroup’s visionofthemost desired future emerges. By dreaming boldlyabouttheimpactpartnershipwishestomakeandbycreating possibilitystatementsthat unique andjoyfulmomentsare usedlikeanartist’s paintstocreate avibrantimageofthefuture. precisely becausetheyare basedonextraordinary momentsfrom theorganisation’s history. Thesestoriesof ologies. Asimagesofthefuture emergeoutofexamplesfrom itspositivepast,compellingpossibilitiesemerge partnerships. ItisthisaspectthatmakesAppreciative Inquirydifferent from othervisioningorplanningmethod- many, thisisthefirsttimetheyhavebeeninvitedtothinkgreat thoughtsandcreate great possibilitiesfortheir potential, itscalling,andtheuniquecontributionitcanmaketoglobalwell-being.For stakeholders engageinconversationsaboutthepossibilityofpartnership-its ferred future forthepartnership.Thisistimewhenorganisation’s The partnerships are enriched. appreciation isaliveandstakeholdersare connectedindiscovery, hopegrows andorganisations significantimpactonbeneficiaries,promotion ofjusticeinsocietyandsoon.Whereopportunities tolearn, better service,structures thatsupportinnovationandcreativity, planningthatencompassesnewideas, inspired leadership,generativerelationships, technologiesthatmakeworkgomore smoothlyorfacilitate high performance,success,andsatisfaction.Theytellstoriesaboutallaspectsoftheirpartnership–

“What ShouldBe” PART THREE Dream Phase DESIGN Dialoguing involves challengingthestatusquobyenvisioningapre- to theshared visionofthepartnership’s future created intheDream Phase. The This ensures thateverythingaboutthepartnershipreflects andisresponsive Deliver of thepartnershipinorder tointegratethedreams intoongoingactivities. Design Phase on thenewimagesoffuture, both includes thecreation orrevisiting ofthe socialarchitecture “What MightBe” Envisioning “What WillBe” DREAM DELIVERY Innovating Caritas Partnership The Delivery Phase is ongoing. In the best case, it is full of continuing dialogue, revisited and updated possibility discussions and statements, additional interviewing sessions especially with new members in the partnership, a high level of innovation and continued learning, and the realisation that inquiry is change.

Completing the Past In partnership processes a need will often be felt for completing past experiences and practices that have not been optimal for the working relationship. Dealing with such experiences should not be regarded by partners as a chance to list complaints, but rather as an opportunity to work through challenging aspects of their relationships with a view towards letting go. A cultural consideration is whether people are able to speak directly about interpersonal issues. If this is not the case, the exercise may need to be adapted to bring out issues within the local tradition.

Here are some suggested questions to guide conversations among individuals interested in initiating, pro- cessing, and completing unfinished business from the past. The questions are intended to address both the individual and the organisational levels. Choose the one that is most appropriate for you and your partner. – What are (a) my strengths and (b) the key strengths of my organisation in this partnership? – What are some areas in which (a) I could become a much stronger partner and (b) my organisation could become a much stronger partner? – What are some issues that you (a) hear me complaining about the most and (b) hear my organisation complaining about the most? – Could you tell me when (a) I have ever disappointed you and (b) my organisation has ever disappointed you?

Partnership Workshops In partnership workshops inspired by the Appreciative Inquiry methodology, the completing the past session may be carried out just after the discovery session of identifying strengths and valuing the best.

For more information about Appreciative Inquiry, see The Partnership Toolbox by CRS, from which much of this chapter’s content is drawn.

Photo: Jon Spaull Photo: Carlos Reyes-Manzo 58

15.2 Tool 2 - Roles and Responsibilities of Caritas at Different Levels PART THREE AMECEA PARTNERSHIP FORUM - NAIROBI, MAY 2002 CLARIFICATION OF RIGHTS, ROLES, AND RESPONSIBILITIES OF LOCAL AND PARTNER CARITAS AMECEA is one of the zones in the Africa region.

Rights Roles and responsibilities

Parish • To receive guidance and support from the diocesan and national Caritas• Toto carrymeet out the local needs assessment needs of those they serve • To develop strategic plans and animate local communities • To have clear terms of reference and authority service • To deliver services to the community • To receive various development training sessions • To fundraise locally and be accountable to all partners • To develop self-supportive mechanisms in providing pastoral and social development• To network work with other relevant organisations • To access diocesan financial and material resources • To carry out campaigns and advocacy within the parish in collaboration with other • To have information on resource use and Caritas activities governmental and non-governmental organisations • To base work on integral human development • To implement programmes based on community needs • To be listened to and respected • To be open to evaluation • To mobilise local resources enhancing sustainability of projects • To liaise and communicate with the diocesan office and other actors

• Capacity building • To coordinate socio-pastoral activities in the dioceses • To influence national Caritas policies • To develop diocesan plans based on parish needs • To participate in the strategic planning of the national office • To develop capacity-building action plans for the parish Diocese • To receive development training • To report and give technical advice to the bishops • To receive an appropriate share of resources • To facilitate/disseminate development programmes and advise the parish office • To develop own plans and seek outside support for implementation • To carry out monitoring and evaluation of their activities and those of the parish • To choose whether to participate in programmes at any given level • To mobilise resources • To choose to use Caritas name or not • To be accountable to all relevant stakeholders • To facilitate and participate in sharing/networking at all levels

• To carry out the mandate and advise bishops (Episcopal Conferences) on• relevant To negotiate issues with partners on plans and inputs • To be well informed about partners’ involvement in the country • To develop strategic plans in collaboration with the diocese and partners • To be respected in relation to national pastoral plans • To develop social-pastoral guidelines and policies on behalf of the Episcopal Conference • To represent the Episcopal Conference • To link up with the international community with regard to policies and programmes • To access information on northern partners’ activities in the country affecting the poor • To receive reports from the dioceses • To facilitate national development programmes and coordinate diocesan activities National • To develop leadership in policy formulation • To participate in the monitoring and evaluation of national and diocesan offices • To consult on questions of northern representation in the country • To link needy dioceses with partners Caritas Partnership give direction to the Church to the Church give direction and diocesan offices • mediate between dioceses and partners To • and diocesan capacity building mobilise resources To • lobby at national and international levels for fair policies To • technical support to the diocese and partners provide To • develop strategic planning at zonal and diocesan levels To • fundraise for zonal activities To • involve the AMECEA Bishops in zonal activities To • involved in civil society and to among the Bishops to become more raise awareness To • and national offices endorsed by Episcopal Conference set up zonal office To • and Caritas Internationalis bring zonal issues to the attention of region To • animate member country for action To • develop strategic plans for the zone in collaboration with national office To • capacity building for national and zonal offices promote To • social-pastoral plans of national and diocesan offices respect To • strategic plan in consultation with the national advocate on behalf of the country’s To • available financial resources regarding be transparent To • no competition with nor harm done to national, diocesan, or parish offices ensure To • and advise on sustainability of national diocesan offices build, promote, To • at national and diocesan levels programmes support appropriate To • (involve Caritas) of interest of area inform national/diocesan offices To • educate people in the North about development and international issues in the zone To • carry out national and international support lobbying for programme To • support capacity-building initiatives at national level To • mobilise resources To • carry out joint planning with the national Caritas To • in their activities be transparent To • participate in decision making To • the national Caritas offices coordinate To • the partners operating in area coordinate To • based on the partnership process develop strategic plans for the zonal offices To • matters at all levels consult on relevant To • support receive To • be listened to and respected To • advise To • understand their obligations To • be accepted/understood (mutual contextual knowledge) To • participate in developing plans for national and diocesan offices To • information be welcomed and have access to relevant To • funded monitor and evaluate programmes To • reports receive To • conditions impose reasonable To • for funding choose programmes To • negotiate the style of working To • be listened to To • to others and be respected show respect To

Zonal Partner 59 60 Power:Trying towinby usingone’s own • Someone loses intimidation orcoercion towinpower contests. The dominatingor nents. Itfocusesonthepositionsorparties. strengths toprevail overtheobjectionsofoppo- one loses. aggressive behaviourtodealwithconflict. ing tactics,underlyingtensions,andpassive- Avoidance: Pretending thattheconflictdoesnot • and blendoftheseforresolving conflicts. Each personandorganisationhasitsownbalance There are fourbasicstylesforhandlingconflict. destructive toapartnership. it isnotmanagedandresolved positively, itcanbe even create newpossibilitiesandideas.However, if new understandings,strengthen relationships, and and evenhealthy. Ifusedcreatively, itcanhelpforge Conflict withinandbetweenorganisationsisnormal logue. Pages66-71. Toolbox: AFacilitator’s GuidetoPartnershipDia- (CRS) ThePartnership From CatholicReliefServices Tool 3-ConflictAnalysis 15. 3

The avoidingor exist andallowingittofesterunderthesurface. PART THREE . ganisation ganisation uses avoidance,delay- threatens anduses ausValues Needs Interests Position Values Needs Interests Position Every- Interests: Trying tosatisfyone’s interests byrec- • logue. Pages69-71. Toolbox: AFacilitator’s Guideto PartnershipDia- (CRS)ThePartnership From CatholicReliefServices 15.4 Tool 4-JointConflictManagementProcess ties, ratherthanonthepositions.Themediating It focusesontheunderlyinginterests ofthepar- onciling themwiththeinterests oftheopponent. to judgeorarbitratefights. onciling interests. or gating or Rights:Trying towinbyappealinglegalormoral • ganisation It focusesonthepositionsorparties.Theliti authority, judge. pastprecedent, orotherexternal compatible. to workbackupthelistandreach positionsthatare mon ground. Oncethatisestablished,itpossible ing issues,thegreater thechancesoffindingcom- goes intothesituationandfocusesonunderly- before itcausesmajorproblems. Thedeeperone is amuchlargerpieceoficethatmustbedealtwith or positionsofthedifferent parties.Yet underneath an iceberg.Whatisvisiblethetopoficeberg, Conflict canbeanalysedbyusingthemetaphorof ganisation attempts toresolve disputesbyrec- No oneloses. appeals to external authority appeals toexternal Someone loses. - Caritas Partnership Part I : Thinking/Mapping/Analysing the conflict • Identify interests and needs (not positions) 1. What is this conflict about? Do not find solutions yet. 2. Who is involved? 3. Self-reflection Step 3: Reflecting 4. Clarify own needs, values, beliefs • Summarise new understanding and progress 5. What do I need (not positions)? • Agree on the definition of the problem (interests, 6. What are my concerns? issues, needs) 7. Understanding the other person or actors 8. What concerns do the others have? Step 4: Finding solutions 9. Suspicions or assumptions about the other • Brainstorm options person • Explore alternative solutions (be creative and non- 10. How important is my relationship with this other judgmental) person? • Determine the advantages and disadvantages of 11. What will happen if we fail to resolve our con- each course of action flict? • Consider consequences and do a reality check 12. What are the goals for this problem-solving (Will it work?) discussion? • Consider how a solution will work for the future (Does it need to?) Part II: Finding time to talk 1. Time is mutually convenient. Step 5: Agreeing on a mutually satisfactory solution 2. There is enough time to discuss the problem. Make sure the solution(s) is/are specific and bal- 3. Meeting place is quiet and free from interrup- anced. Who will do what, when, how, etc. tions. Step 6: Planning for follow-up Part III: The discussion Agree on a time in the future to make sure agree- Step 1: Goals and ground rules ment is working (be specific). • State goals for the discussion • Ground rules: taking turns, mutual respect, listening Part IV: Follow-up Check with one another to make sure the agree- Step 2: Defining and discussing the problem ment is working, and renegotiate if necessary. • Each person tells what happened, states issues and feelings (taking turns listening) 15.5 Tool 5 - Partnership Self-assessment Remember: You don’t have to agree with what is Checklist being said in order to listen and understand. Below are several phases of activities that are car- • Avoid blaming ried out during project oriented development work. • Recognise and understand emotions Within each phase there are behaviours geared • Do not use this discussion to “vent” or “dump” towards partnership arrangements. You may use on the other person this checklist when discussing your organisation’s • Use “I” messages or ones that reflect only your behaviour to explore where your organisation is feelings and behaviour, not the others’ in the process of evolving high quality partnerships. 61 62 Establishguidelines forhowthebudgetwillbe • trustdevelops,share As more informationwith • Determinehow thepartners(you)willbeinvolved • Conductjoint field tripsandworksessionswhile • Establishtrust before beginning project develop- • Makesure thattheproject/programme isinac- • Take timetodevelop theproject/programme • Project/Programme DesignPhase Discussyourcomparative advantageandthatof • Beclearanddirect aboutyourideasonpartnership; • Discusswithpotentialpartnerstheirorganisa- • Engageinthisprocess inanexploratorywaywith • Caritasabouttheirviewsofpart- Asksouthern • Create opportunitiesfrom whichpartnershipscan • Take timetogetknowtheotherorganisation • Pre-Project Phase(GettingtoKnowYou) Checklist from ed slightlyfrom thePartnershipSelf-Assessment ideas onhowtobuildone.Thechecklistwasadapt- constitutes aqualitypartnership,butratheroffers This listdoesnotgiveadefinitiveanswertowhat

managed andcontrolled. back-donors andothers; weaknesses asanorganisation,pressures from one another, financialinformation,strengths/ ship ofproject; with communitygroups, responsibilities, owner- designing theproject; ment; cordance withstrategicplans; together; tions wouldcomplementoneanother. your potentialpartnertoseehoworganisa- tions’ missions,goals,values,andstrategies; an openmind; partners; for from northern nership, theirneeds,whattheyare looking emerge, (e.g.aworkshoporseminar); without apre-conceived project inmind; PART THREE InterAction: www.InterAction.org Practicetransparency with each other, exchange • Share donorrequirements foraccountability; • Finances andBudgets Explore staff andboard exchanges. • Meetregularly toconductjoint fieldvisits,project • opencommunicationregularly; Maintain • Practicetransparency with each other, share in- • Agree onamutualmonitoring system,howeach • Write aproject agreement abouttheconcrete • Write aMemorandumofUnderstandingabout • Project Implementation Negotiateforstandardised reporting require- • Inform thedonorthatyouandyourpartnermake • Engagewiththeback-donoragencyasateam • Donor Relations determine asystemforeachpartnertodoso; relationship; reviews, evaluations,assessmentoftheworking formation aboutproblems thatarise; constituency; countable tothecommunity/beneficiarygroups/ is accountabletotheother, and howyouare ac- project cooperation; and valuesare expressed; issues, eachorganisation’s responsibilities, roles, the workingrelationship inwhich,amongother ments for pr things withouttheother’s involvement; decisions asateam,andthatonedoesn’t decide and visitittogetherifpossible; ogrammes fundedbyseveralfunders. Caritas Partnership information about financial structure, overhead, salaries, per diems, project budget; • Determine financial reporting system to use with one another; • Develop systems to ensure mutual financial ac- countability.

Evaluation • Establish joint monitoring mechanisms to use with one another, and with community/beneficiaries; • Conduct joint evaluations of each other’s activities; • Provide opportunities for members of each board to attend the other’s meetings.

Development Education • Identify ways to increase the public’s understand- ing in your country of development, North-South issues, and the effects of globalisation; • Have representatives of partner organisations participate in each other’s development educa- tion efforts.

Policy/Advocacy • Consider appropriate ways to support the efforts of your partner in country policies related to the mission of the organisations; • Initiate joint efforts to impact the external partner’s government or other international entities’ policies related to development; • Mobilise northern constituents to lobby for policies and practices important for southern partners.

63 Documents from Caritas Internationalis: www.caritas.org • The Strategic Plan of Caritas Internationalis • Our Response to Major Emergencies. Caritas Internationalis • Coordination and Cooperation According to CI Statutes and Rules, Strategic Plan, and Confederation Work Plan - Fr Sanny Sanedrin, Caritas Internationalis • The Partnership Charter, Contribution from the Asian Region for Increased Coopera- tion among Caritas Organizations in the World, July 2002 - Caritas Asia • Caritas Africa, AMECEA Zone Partnership Forum - Report, May 2002 • Caritas Africa First Regional Forum - Statement, September 2001 • CISA (Caritas in Central America and Accompanying Caritas) – “Towards a New Model of Cooperation”, August 2001 • Caritas Asia Workshop Seminar on Partnership – Report, May 2001 • Caritas Asia Conference Statement on the Principles of Partnership and the Code of Conduct for Partnership, November 1998 • Caritas MONA Region, Regional Partnership Meeting - Memorandum, April 2001 • SELACC – Fraternal Cooperation, Workshop Seminar on Partnership – Quito, February 1995

Catholic Relief Services (CRS) The Partnership Toolbox: A Facilitator’s Guide to Partnership Dialogue www.pactpublications.com References CIDSE (Coopération Internationale pour le Développement et la Solidarité) Tools for Developmental Partnership contact: postmaster@cidse.org

INTRAC - The International NGO Training and Research Centre www.intrac.org From INTRAC’s Occasional Paper Series (OPS) and Management and Policy Series (NGOMPS): • Brehm, Vicky Mancuso. “Promoting Effective North – South Partnership”. OPS No. 35, May 2001. • Britton, Bruce. “The Learning NGO”. OPS No.17, July 1998. • Fowler, Alan. “Partnerships: Negotiating Relationships, A Source for Non-Governmental Devel- opment Organisations”. OPS No. 32, March 2000. • Gibbs, Sara and Ajulu, Deborah. “The Role of the Church in Advocacy” OPS No. 3, March 1999. • Goold, Liz, Ogara, William, and James, Rick. “Churches and Organisation Development in Africa: Dilemmas and Implications for Northern NGO’s”. OPS No. 20, September 1998. • James, Rick. “Power and Partnership? Experiences of NGO Capacity-Building”. NGOMPS No.12, 2001. • James, Rick. “Strengthening the Capacity of Southern NGO Partners”. OPS No. 5, May 1994.

Interaction - American Council for Voluntary International Action: [email protected] • “Mutual Accountability in African Development Relationships: A Report of the ALPI Sub- regional Conference”. December 2000 • Partnership Self-Assessment Checklist

Additional Resources: • Allisson, Michael, and Kaye, Jude. Strategic Planning for Non-Profit Organizations. New York: Wiley, 1997. • Christian Reformed World Relief Committee (CRWRC). “Partnering to Build and Measure Organ- isational Capacity”. Available through the CRWRC online resource catalog at: www.crwrc.org • Lemvik, Joern. “Leadership Formation”. September 2001. • Lemvik, Joern. “Partnership Guidelines for a New Deal”. Norwegian Church Aid (NCA). Occa- sional Papers Series No. 6, July 2001. • “Partnership in Crises”. Research report 591b, Woodrow Wilson School Graduate Policy Work- shop. New Jersey: Princeton University, December 1999. Caritas Partnership