1. Partnership Definition and Principles The imprecise nature of the word "partnership" has created confusion in CARE and other organizations. “Partnering can best be defined as a set of principles and behaviors that describe a mutualistic relationship. The degree to which these principles are applied depends on each specific context.” Not all relationships are, or need to be, partnerships. CARE must choose the right relationship to fit the context, and the right degree of partnership to fit the relationship.

2. Proposed CARE USA Partnership Definition "Partnership is a relationship that results from putting into practice a set of principles that create trust and mutual accountability. Partnerships are based on shared vision, values, objectives, risk, benefit, joint contribution of resources, shared control, and learning. The quality of the relationship is reflected by the degree to which the principles are integrated into the relationship, rather than the mechanism (sub-contract, direct funding, joint venture, consortium, network) by which the relationship is structured. The degree of interdependence is unique to each relationship, depends on context and evolves over time.”

3. Partnership Principles 4Weave a fabric of sustainability 4Acknowledge interdependence and the potential for complementarity 4Build trust 4Find shared vision, goals, values and interests 4Honor the range of resources that each partner brings to the relationship 4Generate a culture of mutual support and respect for differences 4Find opportunities for creative synergy. Use asymmetries in skills and power to create synergies that enhance the relationship without detriment to either party. 4Share risks, benefits, responsibility, and power appropriately 4Create an atmosphere of mutual accountability 4See partnering as a continuous learning experience

4. Partnering Principles: The Soccer Ball Image Principles Acknowledge interdependence and the potential for complementarity Build trust and transparency Shared vision, goals, values and interests A culture of mutual support and respect for differences A ‘stronger’ partner should not use asymmetrical/unequal power relations to the detriment of a ‘weaker’ partner Mutual accountability Partnering as a continuous learning process

5. Workshop Highlights è CARE defines partnership as a set of principles involving trust, and mutualism The nature of the relationship depends on the degree to which the principles are implemented, rather than on the relationship's structure. è Addressing root causes requires strengthening organizations and processes that link civil society, government, and private sector agencies This expands CARE’s role beyond "technical sector expert", to catalyst, capacity builder, and facilitator.

6.  Solutions to poverty are context specific Rigorous holistic contextual analysis is key to picking appropriate leverage points: stakeholders, issues, and roles (if any) for intervention. Such analysis is incomplete without a clear understanding of the political dynamics of poverty. è Partnership is one piece of a larger shift within CARE, which includes advocacy, rights- based programming, and gender equity and diversity The shift is preparing CARE to assume new roles in the world. These pieces must be integrated to systematically transform the organization.

7.  CARE’s systems, processes and procedures were designed for direct implementation There is a serious disconnection between CARE's new Program efforts and its Program Support functions. This is rooted in an institutional bias toward donor accountability, which systematically disregards the need for mutual accountability to partners as well as donors.  CARE's understanding of partnering concepts and skills has grown rapidly, but is spotty across the organization, and is notably rare among non-programming staff

8. Key challenges  Build understanding and acceptance of partnership principles across CARE at all levels m Learn to share power and strengthen mechanisms for mutual accountability in partnerships, including CARE International members  Learn to assess the political dimensions of poverty m Learn to work programmatically with corporations and in tri- sector partnerships m Become an expert at facilitating multi-stakeholder Household Livelihood Security processes  Modernize CARE’s systems, administrative processes, and incentive structures to support CARE's new roles in the world

9. Organisational Change Priorities to Deepen Partnering Capacity 1. Key issue: Align financial and administrative systems Change goals Program support staff at all levels understand and support the shift toward partnership Program support structures/ systems reviewed at all levels Donor advocacy to change procedures/ regulations

10. 2. Key issue: Align long term strategies Change goals Role shift from service delivery Consolidate frameworks Establish mechanisms to instutionalise learning 3. Key Issue: Develop information system to meet all partners needs Change goals Formalise multi-level principles, results and learnings Shift from CARE focused to inclusive attribution system

11. 4. Key Issue: Build ability to manage partnerships and process relationships with donors Change goals Educate donors for increased flexibility in structures and regulations Internalise partnering principles framework Develop guidelines

12. 5. Key Issue: Align attitudes, behaviour, and culture with partnering principles Change goals Staff understand, accept and are committed to partnering principles Staff are rewarded for partnering Staff develop extra-project partnerhsips (relationships that are not bound to project timeline 6. Key Issue: Ensure CARE skills Change goals Foster skills Recruit people with appropriate skills Develop ways of supporting and rewarding staff