Tdh working with partners a guideline for partnerships

Bijlage 23A

WORKING WITH PARTNERS: A guideline for partnership

Terre des Hommes

October 2007 Update : October 2008


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Table of Contents

1. Introduction .................................... ...................................................3

1.1 Terre des Hommes’ Mission ...................... .................................................... 3 1.2 Terre des Hommes’ Development .................. ............................................... 3 1.3 Document’s Aim and Scope....................... .................................................... 5

2. The Principles and Range of Partnership......... ...............................6

2.1 Principles of Effective Partnership............ .................................................... 6 2.2 Impediments to Successful Partnership.......... ............................................. 7 2.3 Choosing the Right Partner ..................... ...................................................... 8 2.4 Dimensions of Effective Partnership............ ................................................. 9

3. Practice: Making the Partnership Work........... ..............................11

3.1 Partner choice ................................. ...............................................................11 3.2 The Operational Phase .......................... ........................................................13 3.3 Participatory Capacity Assessment Tool (PCAT).. ......................................14 3.4 Capacity-building Activities ................... .......................................................14 3.5 Communication .................................. ............................................................16 3.6 Accountability and Assessment .................. .................................................18 3.7 Ending a Partnership ........................... ..........................................................18 3.8 Complaints ..................................... ................................................................20

4. Future Challenges............................... ............................................21 Bibliography ....................................... .................................................23 ANNEX 1: Working Principles ........................ ....................................24 ANNEX 2: Complaints Procedure ...................... ................................27

Cover page photo: Sandra van Balveren


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1. Introduction Cooperation with local partner organizations is Terre des Hommes (TdH) preferred and typical way of carrying out its mission. These local partners initiate, implement and undertake the day-to-day management of TdH’s projects and programmes. TdH provides the necessary financial support and, when required, training, technical advice, assistance with planning, budgeting and institutional development. Subsequently, TdH strengthens local organizations which in turn are able to provide more children and communities with effective, efficient, sustainable and accountable services. This document is an open-ended guideline for establishing a successful working relationship with partners. There are no fixed directives for partnerships because the context, organizations and collective experiences that make up a partnership are too diverse, making flexibility essential to success. This guideline therefore does not dictate the manner in which to establish an ideal partnership but rather it reflects TdH’s principles and practices of partnership and outlines best practices consistent with these principles and practices. 1.1 Terre des Hommes’ Mission TdH is a child rights organization. The United Nation’s Convention on the Rights of the Child (CRC) and the realization of these rights make up the cornerstone of all projects and programmes. This necessitates the recognition that every child has the inherent right to life and the commitment to ensuring that every child not only survives, but develops to his or her potential. Assistance is based on need, regardless of race, sex, ethnicity or religion. The importance of the child and the need to realize child rights are captured in TdH’s mission statement:

To improve the quality of life of deprived children by ensuring their rights. TdH’s focus is mainly on the poorest and most disadvantaged children and their immediate environment, such as family, extended family and community. TdH works with about 300 partner organizations world wide in order to carry out this mission. 1.2 Terre des Hommes’ Development

In the early years, TdH mainly worked with grass-roots organizations and supported projects in many different developmental and geographical areas. Like most development initiatives, the projects were small and addressed a specific problem with a limited focus in a limited time frame. These projects were charity oriented and focused on direct poverty reduction. Although successful, the impact of these early projects was mostly limited to a local level.


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TdH is currently development oriented and works to achieve a sustainable outcome. The following three modifications to Terre des Hommes’ policies have greatly enriched its outcomes:

� Focus: TdH has repeatedly narrowed the scope of its interventions. This refining of

goals has not only affected themes and sectors but geographical regions as well (recent policy documents and the annual plan specify themes, sectors and geographical regions).

� Integrated intervention strategy: TdH’s intervention strategy has become a set of

integrated interventions including direct poverty reduction; civil-society development, mainly through the capacity development of partner organizations; raising awareness; and influencing policy changes through advocacy and lobbying. The aims of the different intervention strategies are categorized in the textboxes below. Combining the various intervention strategies compounds their impact and allows for a more sustainable change; a change that will sway the root causes of the target group’s problems.

Figure: Terre des Hommes’ intervention strategies

� Programmatic approach: To implement the above set of intervention strategies

successfully, TdH is moving from a project to a programmatic approach (see policy document programmatic approach). This approach entails the fine tuning of the geographical and thematic focus of interventions and involves more stakeholders in each intervention. The programmatic approach results in comprehensive activities, cooperation between stakeholders, complementarity of interventions and a higher chance that schemes will achieve sustainability and ownership.

ADVOCACY

Increased commitment

at the international,

national and local

level to fulfil, protect,

respect and realise

children’s rights by: ��Working towards adequate legislation and enforcement ��Improving policies that favour of the well-being of children

AWARENESS

Increased awareness about the

rights of children through: ��Increased knowledge about the rights of children ��Increased information sharing aimed at the prevention of children’s rights violations ��Open environments for children to express and freely speak about child protection concerns and child rights violations ��Initiated dialogue on children’s rights, which aims to change people’s attitudes, behavior and practices

DIRECT ASSISTANCE

Increased access to

basic services and

means for deprived

children by: ��Increased access to quality education ��Increased access to basic health care ��Increased access to livelihood opportunities ��Increased protection

CAPACITY DEVELOPMENT

Enhanced capacity of

local organizations to: ��Carry out their functions and achieve their objectives; operational capacity ��Learn and solve problems; learning capacity ��Assess and react to future needs; adaptive capacity

DIRECT POVERTY REDUCTION CIVIL-SOCIETY DEVELOPMENT

INFLUENCE POLICY CHANGES


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1.3 Document’s Aim and Scope This working document should be seen as an open-ended guideline for establishing and maintaining TdH’s partnerships. Institutional development, context and experience will of course vary each partnership. This document outlines the principles and dimensions of a partnership (chapter 2) and the measures necessary for creating an effective partnership (chapter 3). It is based on policy documents, experiences and best practices, and discussions within and between TdH’s offices, partner organizations and various donors, such as the Ministry of Foreign Affairs and the European Commission. Some of the issues and queries addressed within this document still need elaboration and require more input and experience from both TdH and its partner organizations. For example the policy changes mentioned in 1.2 are currently being developed. TdH’s challenges (chapter 4) include: � Involving more stakeholders in order to achieve structural change; � The systematic approach of capacity development; � Stimulating linking and learning, participation and the involvement of partners in

TdH’s policies and better information dissemination to partners about TdH’s policies and developments; and

� Accountability.


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2. The Principles and Range of Partnership Partnership with local organizations is TdH’s key to achieving its mission. TdH rarely implements projects directly and only in exceptional cases. Local partners are recognised and respected in their regions. They have a wealth of essential skills and knowledge, ranging from speaking the native languages to understanding local customs and government. Selected partners are strongly embedded in their communities, are familiar with the area’s specific needs and have established relationships with local leaders. The above attributes enables partners to quickly gain people’s trust and confidence and allows them to implement activities efficiently and effectively. TdH supports its partners financially, provides technical assistance and training and encourages them to grow and become more self-reliant. TdH is also involved in link and learn initiatives to set up networks of partners who can work together to influence policy through advocacy and lobbying. Each local partner has access to distinct resources and encompasses different organizational strengths and weaknesses. Together with TdH’s unique assets, local partners can bring benefits related to the comparative advantages of both organizations (Kazibwe, 20001). Nevertheless, it is difficult to develop and manage an effective partnership. In a successful partnership, both TdH and the partner can rely on each other to achieve the shared goal of improving the quality of life of deprived children. This win-win principle requires a businesslike approach that acknowledges shared goals, obligations and risks. Delineating the partnership by outlining its purpose and goals, establishing principles and describing both mutual and separate expectations and responsibilities at the onset is essential. Furthermore, given the tendency of money to dominate a relationship, it is critical for TdH to develop best practices in partnership. 2.1 Principles of Effective Partnership Even though there is no single method of instituting a successful partnership, there are still specific principles that need to be made tangible. TdH’s philosophy of partnership is founded on international development principles; all valued and effective TdH partnerships possess the following principles: � Openness, trust and respect: A successful partnership is based on equality and

confidence, respect for and trust in each other’s good intentions, integrity, openness and transparency, information sharing, knowledge, experience and joint reflection. It is vital to establish an effective means of communication and dialogue.

� Shared values: A successful partnership is based on the fundamental values shared by different regions and cultures, respect for each other’s autonomous role in an interdependent relationship, an appreciation of the various functions and responsibilities each partner much undertake, accepting each other’s strengths and weaknesses and recognizing each other’s resolve to build on these shared values.

1 Kazibwe, C. (2000) ‘NGO Partnerships: The experience from Africa’. Ontrac 16; Oxford: INTRAC; www.intrac.org/n-ont16.htm


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� Shared goals: A TdH partnership is successful when all partners work towards the

improvement of the quality of life of children; have a profound understanding of the context of the project; have a clear understanding of the needs of the target group; work from the bottom up; closely cooperate with different stakeholders, such as governments, communities, donors, NGOs, the private sector, international organizations and knowledge-based institutions; design activities that are realistic, result oriented and suitable for local conditions; adapt best practices; share experiences; are flexible and willing to adjust to shifting conditions; take advantage of opportunities to optimize efficiency; and establish interventions that result in a long-lasting impact.

� Ownership and empowerment (power sharing): A TdH partnership is successful when the development process is built on local people’s leadership, participation, decision making and commitment; it reinforces people’s capacity to make constructive changes in their own lives based on their own efforts and determination; local communities are actively engaged in the identification and implementation of worthy projects; and progress and continuity occur without compromising the capacity of partner organizations to continue their core activities.

� Complementarity: A partnership is successful when both partners contribute as

equal and autonomous organizations and provide important input into each other’s contributions. Each partner must have a clear understanding of how all partners and functions interrelate in order to achieve programme complementarity.

� Accountability: A successful partnership works accountability and transparency into

all systems and provides effective measures for checks and balances. This should be a two-way process between partners.

The above principles for an effective partnership correspond to the general guiding principles for TdH’s work towards sustainability, ownership, participation and empowerment.

2.2 Impediments to Successful Partnership Even with all of the above principles firmly in place, there will still be complications that could limit the partnership. There is no place for naivety, the processes of social, economic and political change are complex and cannot be achieved easily. Relevant and sustainable change requires long-term commitment and involves taking risks and accepting failure. Consequently, an open attitude that leaves room for debate, criticism and learning are prerequisites to forming a partnership. Impediments to a successful partnership include: � Power and Money: TdH, by being the major benefactor, creates an obstacle that

threatens to generate an imbalance in the relationship at the onset of the negotiations;

� Donor Driven: Funding, reporting and accountability procedures are oriented towards the donors in the North; for TdH this refers mainly to the Netherlands Ministry of Foreign Affairs and the European Commission;

� Organizational Capacity: Each partner is restricted to varying degrees by its capacity; size, time and resources available. A working partnership involves the interaction of a diverse mix of people, adding an unpredictable and sometimes volatile element into the partnership. Hindrances to success can also be created due to social, cultural and political dissimilarity.


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2.3 Choosing the Right Partner

The recent policy changes of focus, integrated intervention strategy and programmatic approach have had a knock-down effect on partner choice. TdH works mainly with local grass-roots organizations. However, the effective and efficient implementation of the integrated set of intervention strategies to achieve sustainable change is often beyond the scope of these organizations. As a result, other stakeholders have been sought for the various programmes. Network, intermediary and community organizations, local governments, donors, social institutions, private sector actors, international organizations and knowledge-based institutions are becoming increasingly important to TdH’s work. There has also been a proliferation of specific functions that TdH is currently expected to perform throughout the programme period. The diversity of partners, all focusing on the same end goal, increases the need for complementarity. TdH’s role of stimulating and promoting multi-partner networks, setting up networks on specific themes and sectors and stimulating cooperation and exchanges among dissimilar partners is escalating.

Best Practices: Multi-partner Networks Mesas in the South American Region The Latin American term mesa refers to a network of organizations working on the same issue within a country. For example, in Bolivia organizations have been convened by TdH to address the issues of disability, indigenous children, HIV/Aids, exploitation and violence and sexuality. Mesas provide the opportunity for partner organizations, potential partners and other stakeholders to discuss experiences and combine efforts when addressing specific problems. The goals, activities and output of mesas reach well beyond the capacity of each individual organization and have the facility to include research, advocacy and capacity building into agendas. In the words of one participant, “[I would like to] congratulate TdH for this initiative [mesa]. Thank you for the learning opportunity. TdH.....promotes a better world for the children and also for us, professionals, working with them everyday.” Results of TdH initiated mesas in Bolivia during 2007: - A series of recommendations put together by TdH and its partners on education for indigenous children were accepted by local authorities. - A vital pilot programme, Tukuy Pacha, was set up in Bolivia for the disabled children programme. - Twenty organizations were trained in community-based rehabilitation for disabled children. - The development of HIV/Aids’ prevention strategy. - The realization of much needed preliminary research about the situation of indigenous children. - The development and dissemination of promotional material and a mass-media campaign on Child’s Rights. Anti Child-Trafficking Programme in Southeast Asia TdH has set up an integral regional programme on child trafficking to identify and protect children and prosecute offenders in Cambodia, Indonesia, Philippines and Thailand. 75 partner organizations in the region work together under the network Asia ACT, which provides the overall guidance. The network has a single wide-ranging plan which is implemented by individual partner organizations. Organizational upgrading, such as training, is provided at a central level. The programme has proven relevant to the regional needs in combating child trafficking. Results based on the 2006 programme evaluation: - Public relations, awareness campaigns and advocacy have effectively sensitized and mobilized the general public, communities at risk and government agencies to actively protect children against trafficking. - Lobbying and advocacy have contributed to improved legislation and standards for the protection of trafficked children - A child-protection network that serves as a local mechanism, including a referral system, for preventing, protecting and reintegrating child victims of trafficking has been established and is in operation. - There is a stable network of partners. TdH’s programmes are progressive and recognize the need for constant upgrading. Areas of concern include: - The need for new partners that are specialized in certain issues, for example more child protection services such as BCPC in the Philippines and counselling services such PADV and CLA in Cambodia are necessary. - The need for more capacity building among partners, for example database management skills are lacking. - The need to intensify dialogue and discussion with Asia ACT. - The need for increased and continual cooperation between the partners; more meetings, joint activities and campaigns will be organised in the future.


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2.4 Dimensions of Effective Partnership The following aspects of partnership and intervention are relevant and necessary to all of TdH’s programmes: Context: I n order to function effectively, it is important that partners understand the context of the situation they are addressing. Understanding the context requires the following: analysis of associated child-related issues and their root causes in the programme region and beyond; awareness and appreciation of the strengths and weaknesses of all participating organizations; tuning-in to potential opportunities and threats; and understanding the international factors and actors that might affect the progress and outcome of the programme. Furthermore, small and local grass-roots organizations must be alerted to the circumstances in the Netherlands and Europe regarding foreign policy and relevant changes in public opinion and government priorities. TdH and its partners have the obligation to build and utilize appropriate communication networks and maintain steady dialogue. Focus: In order to be effective, TdH concentrates the distribution of structural aid to 13 countries and approximately 300 partners. Furthermore, TdH focuses on specific geographical areas within these countries, as well as specific themes and sectors. Depending on the needs of the area, TdH sometimes limits its work to a single theme, such as health in Turkana, Kenya and HIV/Aids in Nyanza, Kenya. Multi-partner Approach: As mentioned earlier, in order to achieve structural change, the involvement of a variety of actors is essential. As a result the diversity of TdH’s partner portfolio is expanding from its initial focus on direct-assistance organizations. It has become imperative to involve actors that work towards structural change. Two pertinent examples can be found in the South American region; TdH and the municipality of Cochabamba will join efforts to improve the quality of life of disabled children; and in Brazil, TdH works together with three Amazon municipalities in order to increase access to health services for the river communities. Complementarity and Ownership: Complementarity and ownership have already been addressed in the Principles for Effective Partnership section. The process necessary to actualize these two themes is intricate and takes forethought and detailed planning. Complementarity necessitates a combined effort aimed at structural change and involving a diverse set of partners performing equally diverse functions. Ownership implies that local partners identify, create, assess and implement the process. As a result, TdH’s chief responsibilities have shifted to capacity building, facilitating communication and lobbying and advocacy. A case in point is the Anti-Trafficking Programme in Southeast Asia. Community-based NGOs focus on the protection services for children and awareness campaigns for communities, network organizations focus on lobbying and advocacy and TdH facilitates dialogue and organizes essential training. This breakdown has been successful and in this case the various partners are able to work together in a manner that exemplifies complementarity. Learning and Networking: In the ever-changing development assistance world, efforts aimed at structural change require new and innovative methods and intensified joint learning. TdH must be flexible with its partners and allow them a broad operational mandate; in return the partners need to be transparent, acknowledging shortcomings and failures. TdH is also linked to various actors in the Netherlands and Europe. At this moment TdH cooperates


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closely with sister-organizations on humanitarian assistance, anti child-trafficking initiatives in the Netherlands and with the research institute IREWOC on the issue of child labour. Lobbying and Advocacy: The aforementioned policy changes have shifted TdH’s priorities and made lobbying and advocacy in developing countries and in The Netherlands a main concern. Lobbying and advocacy in The Netherlands compliments the activities in the South. TdH also runs awareness campaigns in the Netherlands on issues such as child trafficking and child exploitation. This work reinforces TdH’s commitment to complementarity. Quality Sponsorship: Improved sponsorship also involves a partner-friendly approach. In hopes of attracting a broader spectrum of relevant sponsors, TdH strives to further enhance its openness, consideration of other organizations and its quality of dialogue. More specifically, TdH endeavours to be candid about interventions, motives, target groups, expectations concerning the responsibilities and tasks of all partners; programme dimensions, shifting priorities, work methodology and assessment procedures, as well as to provide frequent and quality feedback and input within reasonable timeframe. TdH Working Principles and Complaints Procedure can be found in annex 1 and 2 of this document.


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3. Practice: Making the Partnership Work Partnership is TdH’s method of choice for achieving its mission to improve the quality of life of deprived children. An important means to achieving this mission is to make partners more self-reliant. TdH strives to enhance the capacity of local organizations so that they are able to provide children and their communities with appropriate and sustainable services. It is however also to TdH’s benefit to set up long-term structural partnerships under specific circumstances. Cooperative partnerships can be divided into start-up, operational and ending phases (see Annex 1). It is important that partners recognise these as distinct phases in the development of a partnership2. TdH has developed various processes, tools and means to achieve clarity of roles and responsibilities and open communication throughout the duration of a partnership.

3.1 Partner choice TdH has developed general criteria and procedures for the selection of partners, as well as for the manner in which to initiate a partnership (see Regional Director’s Manual and Quality Manual). TdH uses the following selection criteria, as taken from the Regional Director’s Manual, for prospective partner organizations. The proposed scheme: � fits within TdH’s policies and the regional and country focus areas; � is based on a comprehensive proposal (PCM/OOPP); and � made use of the community – meaning beneficiaries - and local input to draft the

needs assessment. The potential partner: � has adequate knowledge, capacity and experience in dealing with the proposed

issue; � is legally registered; � is a non-political, non-profit organization with a child rights perspective; � is transparent and has proper organizational and administrative structures in place; � is efficient, effective and accountable (track records and reference check); � is process oriented, progressive and open to cooperation and networking; and � has a good reputation, especially within its area of operation (reference check).

2 Vicky Brem, 2001, NGOs and Partnership, NGO policy briefing paper no. 4, Intrac


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Criteria that require verification include: � organizational structure (board, management capacity, staff members, registration,

staff policies, track record, references and other donors); � project’s strategy (problem analyses, planning, implementation, monitoring,

evaluation, efficiency and effectiveness); � project’s foundation (quality, embedded in community, ownership, community

involvement and various stakeholders); � financial-management capacity (records and procedures); and � project’s scope (beneficiaries, project areas and programme area).

Procedures for selecting partners include: � considering the proposal analysis; � checking references (motivation for initiating the project must be queried); � making field visits to project area and organization’s office; � examining financial documents, annual reports and annual budget; � examining the list of board members, signatories to account, staff members and the

registration number; and � utilizing the Participatory Capacity Assessment Tool (see paragraph 3.2)

Partners must agree to the following conditions: � put in place measures to prevent the duplication efforts; � no politically-oriented people, agendas or party politics; � moderate salaries and administrative costs; � capital investments are for long-term partners and directly-related activities; � engaged in legal activities only; and � assist children in need irrespective of race, religion and political allegiance.

The selection criteria for partnership will be applied to all new partners, but can be applied differently depending on the type of organization, context in which the organization works, size of the prospective partner (small grass-roots level versus professional intermediary level) and age of the organization. The most important aspect of the start-up phase is the visitation by the TdH project officer or country coordinator to the potential partner organization. Where possible, this should be done together with a financial officer. During the visitation, TdH will discuss the project proposal and assess the organization. The visitation will also provide an opportunity for both organizations to get to know each other and compare their work, policies and methodologies. TdH’s staff will explain its working principles and prerequisites for cooperation, such as necessary documents, openness to advice and willingness to develop and work together towards sustainability. These requirements will be part of the official agreement made between TdH and the partner organization after final approval. TdH’s staff will also visit the project area, meet the beneficiaries and to observe the activities at this time. During the visitation TdH will collect information from various people in order to get a thorough impression of the organization and project. This will not only focus on the tangible aspects of the organization, but also on intangible aspects, such as sound ideas, a compelling vision, a coherent strategy, informal legitimacy in society and an open and progressive style. The process of starting a partnership is not balanced; TdH takes the lead and asks most of the questions. It is imperative that expectations are clarified for both parties during this phase. TdH is responsible for providing general information about its vision, mission, policies, specific working areas and services. TdH will offer the partner, not only financial assistance, but technical assistance, capacity-building activities and access to its growing network as well.


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3.2 The Operational Phase Based on TdH’s principles of sustainability, ownership, participation and empowerment, as a means for development, the operational phase is further divided into four distinct stages, as seen below. There are minor exceptions to this rule, humanitarian assistance projects for example. These four stages provide the partner with a clear notion of TdH’s goals. They also provide an action time-frame; the implementation and continuation of a partnership depend upon numerous other aspects as well, like changes in context, policies and impact of services. TdH uses the following time-frame to structure its partnership responsibilities: Stage 1: Assessment (one year) � Confirm the partnership and sign an agreement for one year after approval. � Assess the organization with PCAT (see below) and set priorities. � Evaluate implementation and accountability of project (internal; TdH and partner). � Formulate renewal proposal.

Stage 2: Improve quality of service delivery (three years) � Sign an agreement for three years after approval. � Follow-up on internal evaluation and audit recommendations. � During the first year, set joint objectives and plan capacity-building activities based on

PCAT results. � Improve service delivery, strategic planning and organizational capacity following

PCAT. � Carry out a joint evaluation and audit (as per Monitoring Protocol; Terre des Hommes;

May 2007). � Formulate renewal proposal.

Stage 3: Strengthen organization (three years) � Sign an agreement for three years after approval. � Follow-up on joint evaluation and audit recommendations. � Do a PCAT; measure progress, set priorities and objectives and plan activities. � Optimize use of other resources (additional funds, government, networking, local

contribution, income-generating activities, etc.) � Stimulate the active participation and decision making of beneficiaries, the community

and any relevant parties in the development of the target group and area (includes capacity building of target group and other stakeholders).

� Carry out a joint evaluation and audit (as per Monitoring Protocol; Terre des Hommes; May 2007).

� Formulate renewal proposal. Stage 4: Phasing-out (three years) � Sign an agreement for another three years after approval. � Follow-up evaluation and audit recommendations. � Convert stakeholders and community’s increased knowledge and enhanced

awareness about key issues into active participation. � Convert organization’s increased capacity into autonomy, especially for resources

and funding. � Conclude evaluation. � Formally end partnership.

Throughout all four operational stages, TdH continues to support partners with advice and technical assistance; not only during the monitoring visitations but also upon request. TdH’s staff - programme or project coordinator, finance officer and office manager - supports the strategic planning of partner organizations, if deemed necessary and relevant, on issues such as financial management, project implementation strategies, proposal writing, problem


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analysis and identification of target groups. TdH’s staff also provides on the spot support to the staff of partner organizations. Support of partners continues even during evaluations and audits; these are diagnostic and form an integral part of the formal partnership with TdH. A project partner can become a structural partner if the situation warrants, the capacities and performance of the organization reach a certain level and the partner is willing to broaden its activities. This expansion should take place in number of areas, such as the number and type of beneficiaries served and the geographic area covered. Cooperation with structural partners is also based on three-year agreements and includes the same elements as found in stages two and three above. 3.3 Participatory Capacity Assessment Tool (PCAT) The aforementioned selection criteria are able to provide an adequate impression of an organization and are sufficient to start a partnership but are not sufficient to thoroughly assess the capacity of the organization or to set priorities for enhancement. Therefore the TdH East African office developed the Participatory Capacity Assessment Tool (PCAT) in 2005. An organizational capacity assessment is a systematic process which is undertaken with external and internal assistance. It allows an organization to identify its current level of performance, as well as pinpoint areas that need attention. Two of TdH’s indispensible prerequisites for partnership that have been worked into PCAT are the prospective partner’s capacity to take ownership of the process and its willingness to commit to change. PCAT is a comprehensive tool that can be used for the following purposes: � Determining the minimal standards and criteria necessary to initiate (start-up phase)

or continue cooperation (operational phase) with a partner; � Carrying out a needs assessment, as well as demonstrating their methodology; � Training for both the assessors and clients; and � A guide for monitoring and evaluation.

PCAT provides an insightful assessment in the following areas: � Governance; � Management practices; � Financial management; � Programme development; � Service delivery; � Policy influence and advocacy; � Community involvement; and � External relations and networking.

PCAT categorizes the capacity of partners in the areas above into different phases; from infancy to emerging, progressive and prime. It offers a clear picture of the strengths and weaknesses of an organization. Based on the outcome of the assessment, objectives and activities can be formulated, prioritized and planned together to enhance the capacity of an organization. 3.4 Capacity-building Activities Capacity building has become a major priority for many INGOs and bilateral and multi-lateral agencies3. TdH implements capacity-building activities based on the need of partner

3 Rick James (2001), Practical Guidelines for the monitoring and Evaluation of Capacity building: Experiences from Africa, INTRAC


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organisations. TdH sees capacity building as the most crucial means to provide children and their communities with sustainable services and to make the local partner more self-reliant. The capacity development of partner organizations is one of TdH’s key intervention strategies. TdH’s prerequisites for capacity building are: � A participatory assessment establishing clear and coherent needs, objectives,

prioritization and planning; � The ownership of the process by the partner organization; � Organization’s rationale being in line with TdH’s principles and goals; and � Sustainability.

Capacity-building activities take place on a variety of levels): � Personnel level (development of HR and empowerment); � Organizational level (functioning of internal organization, structures, processes,

systems, management, resources, etc); � Institutional level (networks, cooperation, coordination among actors and within

sectors and themes, complementarities, addressing policies and providing an enabling environment).

There are diverse methods for using capacity-development as an intervention means, some examples are exchange, facilitation, coaching, research, training, advisory services and management. Some of these activities are organized and financed by TdH and others are organized by third parties and only financed by TdH. Capacity-building activities organized by TdH’s regional offices are based on the needs assessment and mainly target the organizational and institutional levels. These activities include in-house training sessions and workshops on organizational issues such as finance and management; training sessions, workshops, roundtable discussions and research on specific child-related themes; and setting up networks and organizing exchange activities for partners and other stakeholders. In order to realize these activities, the TdH regional office formulates a proposal and summits it to TdH’s head office for approval and finance. The regional office is responsible for the implementation, reporting and evaluation of capacity-building activities. Capacity-building activities organized by third parties primarily target the individual level, for example the training of teachers and other professionals. These activities also include necessary support for preliminary work on the objectives and budget of a project or programme proposal. This will then be submitted by the partner organization to TdH for approval, reporting and evaluation. (Quality Manual). TdH also offers additional, more specific capacity-building activities upon request and where the skills and knowledge gained will clearly optimize a programme’s outcomes. A precondition for the approval of these activities is a willingness to share the knowledge and experience gained with other TdH partners. Applications have to be submitted for approval through the regional offices; they are then sent on to TdH’s head office in The Hague. TdH accepts that it is important to monitor both the process and the methods of capacity development4 on a regular basis and to update its methodology and policy accordingly. TdH considers this document to be a working document, allowing for all adopted updates and changes as they become policy.

4 Lusthaus, C., Adrien, M.H., Perstinger, M. (1999) Capacity Development: Definitions; Issues and Implications for Planning; Monitoring and Evaluation; Universalia Occasional Paper; Montreal; NO. 35.


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Case Study: Capacity Building in the South American Region

AYNINAKUNA is executing an integration programme for 160 children with disabilities in the rural areas of Sucre. The programme consists of rehabilitation activities, training sessions for promoters on community-based rehabilitation and prevention and awareness campaigns within communities. “We [AYNINAKUNA] have been working together with TdH since 2002. Our contact was based on mutual respect, professionalism and a common understanding right from the start. We are happy to be involved in TdH’s work. We take part in the mesa on children with disabilities and, although sometimes it takes a little time, we also participate in the so-called plataforma, where all TdH partners get together to discuss strategic planning or monitoring methodology. The workshops and training sessions are very interesting. A disadvantage is that they are concentrated in Cochabamba most of time. The semi-annual visitations from TdH really help us to reflect on our work and strategies. Sometimes we make adjustments to our project in order to optimize our results and reach our goals. According to AYNINAKUNA, a partnership should not be restricted to a short period of time, as is the case of social projects; it is difficult to achieve substantial results in a short period of time. Furthermore, if the project produces constructive results, we can systemize the project and implement the same activities in other areas and for this we will need the support of TdH. We are nevertheless initiating activities to become less dependent on TdH, such as cooperating with local municipalities, influencing policies and lobbying for the rights of people with disabilities, strengthening community-based organizations and making contact with potential donor organizations.”

3.5 Communication Communication is the most important element of any partnership. The universal principles of good communication are confidence, trust, respect, openness and transparency. To be effective, communication needs to take place in all possible directions; from TdH to the partner, from the partner to TdH and among partners. TdH’s wide-ranging communication goals within a partnership are: � Reciprocal notions about partnership that include comparable objectives aspiring to

optimize the benefit to the children; � Agreement to inform and consult partners about important developments and

changes; and � Active participation in joint-learning and networking opportunities.

These communication goals and the means to implement them are described in more detail as follows: Mutual Understanding Mutual understanding comes out of, and is reinforced by on-going communication. By exploiting the multiple means of communication TdH promotes, it has achieved the enviable position where all partners are duly familiar with the work, policies and systems of the other partners in the vast majority of partnerships. Some of the means of communication regularly utilized are: telephone, e-mail, the post, visitations and personal contact, reports and official and unofficial gatherings, such as workshops, meetings, get-togethers and celebrations. Through informal means, the partnerships have already been assessed regularly before an official joint assessment takes place. Information Flow and Consultation A partnership characterized by complementarity and interdependence makes consultation about developments, changes and other topics of mutual interest essential. Various means for consultation include: one-on-one dialogue, meetings, workshops, roundtables and


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conferences. TdH is committed to organizing consultations with its partners on a range of levels: Theme and Sector Level TdH consults with partners working on specific themes and

sector areas about the most urgent child-related issues on its priority list.

Country and Regional Level TdH consults with partners in the different regions and countries

of operation about the most urgent child-related issues on its priority list.

TdH level Policy development and future planning are based on the

consultations at the theme and sector and country and regional levels. For specific policy documents, TdH organizes policy consultations involving all relevant partners.

Joint Learning and Networking TdH has built up an extensive and worldwide partner network placing a wealth of knowledge and experience at its doorstep. Disseminating this information both within the organization and to partner organizations is of fundamental concern. Diverse methods are utilized in order to propagate information. A few methods not yet mentioned include: exchanges, forums, hard-copy and Internet publications, examples of best practices and linkages between interested parties. The programme approach also implies the expansion of both the number and type of stakeholders to include beneficiaries, governments, civil-society groups, community leaders and knowledge-based institutions. This further enhances the possibility for an enriched flow of valuable information. Obstacles to Good Communication: � Effective communication can appear overly time consuming and runs the risk of not

being correctly prioritized. Regional office staff members need to be effectively trained in the means and aspiration to maintaining proper working relations;

� Methods to overcome remote communication, both in terms of technology and geography, need to be set into place; and

� Relationships between the staff of TdH and its partner organizations tend to be personal and close. It is important to remain businesslike during official work-related activities in order to function objectively.

Best Practices: Communication Partner Dialogue in the Philippines An opportunity for dialogue between partners was facilitated in the Philippines in April of 2006. The objectives were fourfold: 1) to increase the cooperation between the partners and TdH; 2) to increase the cooperation between partners; 3) to inform the partners about TdH’s policies and the programmatic approach; and 4) to consult with the partners for the purpose of the prioritization of the most urgent child-related issues. The results of the workshops were positive. TdH and its partners agreed to increase the amount of information, best practices and experiences shared within the partnership. The child issues that were prioritized are in line with current TdH policy. It was agreed that more attention needs to be given to collecting baseline data about various issues. The partners in the Philippines are very satisfied with the level of cooperation and services they receive from TdH, but they requested more training sessions and workshops to increase their capacity. The final agreement was to create the occasion for annual partner dialogue.

Best Practices: Communication Partners Meeting (Mesas) in Peru


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An annual partners meeting has been organized by TdH in Peru since 2002. These partners represent a close group of organizations that have established open communication, mutual-learning activities and friendship. The following communication-oriented activities also take place on a regular basis: - an exchange of services, such as project visitations, and material and information exchanges; - joint-learning workshops; - organizing workshops to discuss and develop prevention material about HIV/Aids. The partners have made obtaining technical support about HIV/Aids a priority because they all work with young people. Two partners with experience on this issue, Kallpa and Inppares, initiated these activities voluntarily for all TdH partners in Peru; and - setting up common projects. For example, Kallpa and Inppares set up a prevention programme on HIV/Aids, teenage pregnancy and STDs in Quito, Peru. The partners in Peru evaluate achievements, formulate short-term expectations and develop future plans together. Beneficiaries, and children where possible, are valuable guests during mesas.

3.6 Accountability and Assessment

Procedures and Systems for Accountability TdH has designed sufficient procedures and systems to ensure accountability and built effective checks and balances into partnerships. These can be found in TdH’s official manuals, handbooks and the monitoring protocol. In order to encourage appropriate additional sponsorship, TdH supports the regional offices in developing a practical and suitable system of feedback mechanisms to be used between partners and the various organizations that support them. As part of TdH’s capacity-building policy, staff members are taught how, and expected to, promptly document pertinent new information, aptly disseminate it and methodically file it. As well as being used to strengthen the organization when appropriate, feedback from support organizations, as well as beneficiaries, is to be treated in the same manner as all pertinent information. Working Principles A set of working principles based on WORKING WITH PARTNERS: a guideline for partnership is outlined in Annex 1 of this document. It introduces prospective partners to the principles and expectations of a partnership with TdH. TdH’s staff takes on the task of establishing a successful working relationship with partners, laying down the specifics of TdH’s philosophy, methodology and policy and establishing a network of open communication and feedback. Assessment TdH values its good relations with partners and encourages open discussion at all times, including during both informal situations and monitoring visitations and evaluations. Sponsorship is also rapidly changing and it is imperative that sponsors can effectively and almost instantaneously assess their beneficiaries. TdH is actively working towards a systematic two-way communication process during partner performance appraisals and with its sponsors. Good progress has been made; the monitoring protocol of 2007 outlines the tri-annual assessment procedure for partners and considerable room for deliberation and debate has been worked into it. TdH will continue to develop a more systematic approach for joint assessments to be used as part of its evaluation. One important tool, now being more intelligently utilized, is the Internet. Sponsors have a large amount of up-to-date and pertinent information, presented in an attractive and user-friendly manner, at their fingertips. And they are actively encouraged to use it (see www.terredeshommes.nl) 3.7 Ending a Partnership


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Ending a constructive and successful relationship in which a great deal was invested can be very rewarding, but also unsettling. TdH recognizes that the conclusion of such a relationship can bring feelings of loss and guilt to the staff. It is imperative to deal with any unresolved issues and acknowledge any shortcomings and failed objectives during the ending phase in order to alleviate any notion of guilt individual staff members may feel towards its partner. After ten years, it should be openly acknowledged that everything possible has been done to allow the partner to achieve autonomy. The lessons to be learnt, while of great significance, should not overshadow the relevant impact the partnership has made in the lives of disadvantaged children and their communities. As described in the section entitled Duration and Phases of Partnership, the ideal duration for partnership is ten years; ideally the original objectives will have also been met within this time-frame. However, just as there are no strict directives for the operational phase of a partnership, there is significant flexibility to the ending phase as well. Any number of mainly circumstantial factors may influence the decision not to end a partnership at this point. Ending Prematurely Under certain circumstances, a partnership will be terminated before the agreed duration period. The most common reasons for ending a partnership prematurely are altered circumstances, fraud, misbehaviour, unresponsive partners and poor performance. Regrettably, partnerships have also ended due to funding constraints. The decision to end a partnership prematurely is never taken lightly and, where appropriate, TdH always provides ample opportunity for improvement, offering additional services toward this goal. More recently, partnerships have also been terminated prematurely due to TdH’s shifting policies. In these cases, TdH does all that it can to assure the continuation of the project or programme through other means. The procedure for a premature ending can be found in TdH’s Quality Manual. In the majority of early-phase-out cases, the current agreement is carried out to the end, but no renewal agreement is made. TdH’s policy dictates that the partner be informed at least one year in advance of termination. During the phase-out period, TdH supports the partner in finding alternative financial means and continues to work towards organizational growth. If an organization remains dependent on TdH at the end of the phase-out period, and especially if the project involves the delivery of survival needs such as food, the date of termination may be postponed until the situation has improved. Reports are written, for the sake of both TdH and its former partner, for each expired partnership regardless of circumstances. Transformation to Structural Partnership TdH makes a distinction between programme partners and structural partners. Under very specific cases, a partnership may be extended indeterminately after the ten-year operational period. The circumstances necessary for a partner to make the transformation to structural partner generally involve an evolving target group, an expanding target area, high-quality performance, and the provision of efficient, effective and accountable services. Within the ten-year period of most programme partnerships, TdH and the partner work together to create sustainable services for the beneficiaries and to enhance the capacity of the partner organization. Cooperation with structural partners is not time-framed and this cooperation continues as long as the partnership is constructive and relevant. Structural partnerships must work to ensure that all partners continue to encompass the same notion of partnership.


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Best Practice: Structural Partnership

Cooperation with the Small Fishers Federation of Sr i Lanka (SFFL) TdH has worked together with SFFL since 1994. SFFL is represented by village organizations from both the coast and the inland-fisher areas. TdH and the federation set up programmes with village organizations that focus mainly on education, health and socio-economic development for mothers, children and the youth. Currently, programmes are being implemented in the Hambantota, Matara, Puttalam, Ampara and Moneragala districts. Long-term arrangements have been made between TdH and SFFL in order to expand the range of activities and the number of beneficiaries, as well as to achieve increasingly sustainable results. Interview with SFFL director Anuradha Wickramasighe “We have a very good working relationship and history with TdH. Cooperation was very open and went beyond funding from day one: TdH guides and coaches us. They also assist us in building up our management capacity; this has greatly improved the operation of the organisation. Our intimate relationship with TdH is not one of dominance, but represents genuine donor-partner cooperation meant for the sake of the beneficiaries. We have achieved very good results and done a lot for the people. SFFL and TdH do this together. But we also rely heavily on TdH’s support and firmly believe that this cooperation needs to continue. Because we are aware of our needs, we are currently looking into other funding and income possibilities and of course we are developing our commercial activities; boat yard, Sudeesa brand, restaurants, Ecotel and a micro-credit system. Through these activities, we hope to gradually become independent.”

3.8 Complaints

TdH strives to be a reliable and transparent organization that provides high-quality and appropriate services to its partners. TdH is nevertheless aware that it cannot satisfy the needs of all individuals, organizations or circumstances, nor can it always succeed in realizing every objective. To enable TdH to remain progressive and relevant in its chosen field it needs to learn from misunderstandings and mistakes and to continue to improve its performance. TdH encourages its partners to promptly inform the regional office of any complaints about the service provided and to put forth any suggestions for improvement. Both formal and informal complaints and suggestions are suitably considered. A formal complaint procedure for partner organizations is outlined in Annex 2 of this document.


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4. Future Challenges International development, both as a discipline and in practice, is still relatively young. Development agencies must be ever-vigilant in both the theory and application of all new ideas. TdH strives to remain on the leading edge of development, not for the sake of it, but in order to positively affect as many of the most disadvantaged children as possible. The following section will discuss the most imminent future challenges for TdH, mostly based on the recent policy changes mentioned in this document. Multi-partner programmes In order to create a long-term widespread change of the underlying social and economic structures, TdH has developed an integrated set of intervention strategies. Most grass-roots and local organizations are currently ill-prepared to function within this new strategy, increasing the need for innovative capacity-building activities in unfamiliar subjects. To implement and operate effective programmes, TdH must involve stakeholders from all pertinent areas of society into each programme. Multi-partner programmes are far more complicated than single-project partnerships, making complementarity ever more significant; each partner must have the same basic notion of the philosophy and goals of a programme for the partnership to be fruitful. Currently, all of TdH’s regional offices are implementing multi-partner programmes and are actively searching for partners from institutions that they have little past experience with, such as commercial, governmental and knowledge-based institutions. This crucial change in policy is making some current partners and projects redundant and is putting enormous stress on the new programmes, as each partner must adjust to this difficult change. TdH’s regional offices will continue to share experiences and best practices about multi-partner programmes in the upcoming years. Systematic Approach to Capacity Development Capacity development is an important element of a partnership aimed to enhance the capacity of local partners and to stimulate (financial) independency of TdH. TdH decided to use the PCAT in all its regions. All current TdH partners will be assessed and categorized. Based on the assessments, capacity building activities will be organized. Over the coming years TdH regional offices will share experiences and best practices. A challenge is to develop a (result oriented) monitoring system for both the process and the methods of capacity development. Enhancing systems As a means to enhance linking and learning among the various TdH offices, TdH is currently in the process of establishing an online forum meant to increase access to quality information about all areas of relevance to TdH’s work. It is hoped that the forum will quickly develop useful knowledge centres for TdH’s main fields and programmes, for example disabled children, child exploitation and HIV/Aids. This forum will include TdH publications, evaluations, current research, examples of best practise and an Internet forum for online discussion. During the first stage of development, the forum will be accessible to TdH’s staff worldwide. TdH’s partners and stakeholders will be given access to this forum at some point in the future. TdH is also busy improving its system of information dissemination to partners. This will eventually be done through the online forum as well.


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TdH hopes to advance and systemize the participation of partners in policy development. Currently, each regional office is free to choose its own method for consulting with partners. TdH is studying the necessity for a more systematic approach for consultation with partners, not only for specific regional policies, but also for advice on TdH’s overall policy and strategy. Accountability Accountability has become the latest catch phrase in development work. TdH’s current mechanisms for assuring accountability were briefly outlined in the section entitled Procedures and Systems for Accountability. TdH nevertheless plans to augment these accountability mechanisms in the near future.


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Bibliography Brehm, V.; NGOs and Partnership, NGO Policy Briefing Paper no. 4, 2001, INTRAC.

www.intrac.org --------------; Promoting Effective North – South NGO Parterships, Paper no. 35, 2001,

INTRAC www.intrac.org Brehm, V. et al., Autonomy or Dependence? North – South NGO Partnerships, Briefing

Paper no. 6, 2004, INTRAC. www.intrac.org Buchanan – Smith M. and Collinson, S., International Humanitarian Action and the

Accountability of Official Donors, HPG Briefing no. 6, ODI. www.odi.org.uk Fowler, A, Partnerships: Negotiating Relationships: a resource for Non – Governmental

Development Organisations, Paper no. 32, 2001, INTRAC. www.intrac.org James, R., Practical Guidelines for the Monitoring and Evaluation of Capacity Building:

Experiences from Africa, 2000, INTRAC. www.intrac.org Kazibwe, C., NGO Partnerships: The Experience from Africa, In Ontrac 16, 2000, Oxford:

INTRAC; www.intrac.org/n-ont16.htm Lusthaus, C., Adrien, M.H. and Perstinger, M., Capacity Development: Definitions, Issues

and Implications for Planning, Monitoring and Evaluation, Universalia Occasional Paper, No. 35, 1999, Montreal, Canada.

Oxfam, From ‘Donorship’ to ‘Ownership’, Oxfam Briefing paper, January 2004. Good Humanitarian Donorship: www.goodhumanitariandonorship.org and www.reliefweb.int

For more articles about capacity building and organizational development see TdH’s policy paper Capacity Building, 2005.


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ANNEX 1: Working Principles Introduction Terre des Hommes’ (TdH) mission is to improve the quality of life for deprived children by ensuring their rights. TdH cooperates with local partner organizations as a means to this goal. The programmes implemented by TdH and its partners exploit a set of integrated interventions: direct poverty reduction, civil-society development - mainly through the capacity development of partner organizations and awareness campaigns - and policy change through advocacy and lobbying. The notion of complementarity is a central component of TdH’s strategy. Effective partnership is crucial and this obliges TdH to define and clarify its expectations of the relationships that underlie its partnerships. A detailed partnership philosophy and practice can be found in TdH’s document, WORKING WITH PARTNERS: A guideline for partnerships, last updated in 2007. The aim of this document, Working Principles, is to clearly outline both TdH’s and its partner’s roles and responsibilities within a fruitful partnership, as well as to begin to forge a mutual notion of good partnership. This document will list TdH’s core principles followed by the necessary and practical elements for carrying out each principle. Starting the Partnership: What brings us together?

� Shared Goals : partners combine efforts to improve the quality of life of disadvantaged children.

Requisites: o Based on need, regardless of race, sex, ethnicity or religion. o Advances the goals of the UN Convention on the Rights of the Child. o A comprehensive proposal including a needs assessment, the involvement of

the beneficiaries and their communities and pragmatic and result-oriented activities.

� Respect and Trust : partners have corresponding fundamental values, are confident, practice openness and recognize the value of the other partners.

Requisites: o An exploratory and informative visitation by TdH’s staff to the prospective

partner’s organization. o A clear and concrete understanding of the expectations of each partner’s role

within the partnership. o Consideration and a sense of value, not of only their own, but of the other

partners’ policies and efforts as well. � Complementarity : partners have different, but complimentary strengths, policies,

resources and work methodologies. Requisites:

o Partners’ understand and accept TdH’s responsibilities towards its donors and constituency and what this implies in terms of provision of information and administration.

o Knowledge and appreciation of the valuable contribution that will manifest from each partner’s policies and efforts.

o Understanding of the unique and integral position of one’s own organization into the partnership.

o Organizations remain autonomous and work independently. o Based on interdependency


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� Partnership : partners commit to formal agreements outlying objectives, methodology and expected results.

Requisites: o Agreement drafted according overall situation and opportunities available. o Concentrates on agreed objectives and strives to fulfil set outcomes. o Follows a clear division of documented tasks and responsibilities. o Ownership of the programme is given to local partners. o All partners are supported by TdH in organizational development and overall

growth. o Measures advancing the autonomy of local and grass-roots partners are

highly prioritized.

Maintaining the Partnership: What keeps us together?

� Long-term orientation: working towards improved and sustainable services for disadvantaged children by enhancing the capacity of partners.

Requisites: o Progressive partners. o Willingness to search for and cooperate with other stakeholders. o Priorities set and capacity-building activities planned together. o TdH’s role becomes one of facilitation. o Systematic assessment through the use of the Participatory Capacity

Assessment Tool (PCAT) � Reliability and Accountability: mechanisms for ensuring that each partner is

reliable and takes responsibility for their actions are in place and honoured. Requisites: o Processes and systems built into the partnership are adhered to. o Effective checks and balances built into the structure of the partnership are

utilized. o Changes and decisions, including a detailed description of their justifications,

concerns and challenges, are communicated formally for approval. � Flexibility: programmes must be able to contend with varying needs, alterations

in the number and type of beneficiaries, modified governmental policies, the improvement or deterioration of situations and many other profound changes.

Requisites: o Confidence and trust in each partner. o A thorough understanding of the complexities of the context surrounding the

programme. o A fair assessment of the needs, potential and limitations of, and by each

partner. o The acceptance of the possibility that specific modifications to the agreement

may be necessary. o A formal mechanism for modifying the official agreement and documenting the

change. � Transparency: input and feedback mechanisms for an open and comprehensive

exchange of all information regarding the programme are in place and, as a rule, are utilized.

Requisites: o The willingness and means to inform, explain and consult with partners about

policy choices, working procedures, possibilities, constraints and changes. o A variety of relevant, applicable and available means and media are in place

to disseminate all relevant information. o Optimization of all opportunities for various partners’ staff to gather together. o Policy papers and working procedures are made available in all principal

working languages.


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Ending the Partnership: When is it optimal to move on?

� Goals achieved: ideally, all set objectives are achieved in conjunction with the ten-year programme period.

Requisites: o All grievances, misunderstandings, unresolved issues, shortcomings and

failed objectives between partners have been thoroughly discussed. o TdH writes a closing report.

� Ending prematurely: altered circumstances, fraud, gross misbehaviour, unresponsive partners, poor and unsatisfactory performance, funding constraints and shifting priorities may all lead to the premature ending of a partnership.

Requisites: o In the case of fraud, gross misbehaviour and poor performance, a thorough

investigation into the accusation, including assessment, evaluation, audit and reference check, is completed.

o Immediate termination upon verification. o In the case of altered circumstances, funding constraints, unsatisfactory

performance and shifting priorities, a phase-out will take place where everything possible is done to ensure that the outgoing partners have enough organizational capacity and additional funding to continue their work.

o The current agreement will be realized, but no renewal agreement will be made.

o A minimum of a year’s notice of termination is given. o TdH writes a closing report.

TdH is aware that it cannot satisfy the needs of all individuals, organizations or circumstances, nor can it always succeed in realizing every objective. All partners are encouraged to promptly inform the regional office of any complaints about the service provided and to put forth any suggestions for improvement. Both formal and informal complaints and suggestions are suitably considered. A formal complaint procedure for partner organizations is available from TdH’s offices. The above set of principles can be found in greater detail in TdH’s working document entitled WORKING WITH PARTNERS: A guideline for partnership.


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ANNEX 2: Complaints Procedure Introduction Terre des Hommes (TdH) aims to be a reliable and transparent organization and to be open for suggestions for improvement. Therefore TdH treats complaints from partners seriously. This complaints procedure is outlined for all partner organizations. Definition of Complaint A complaint is said to occur when a partner organization is dissatisfied with the service provided by TdH. The complaint can involve behaviour or performance issues. It is important for TdH to deal with such complaints promptly and properly in order to maintain the good relationship it enjoys with its partners. Principles Complaints are within the scope of the Regional Director’s responsibilities. The procedure for dealing with complaints is described in detail below. In most cases, this procedure will be adequate. In such cases where there is no solution or agreement reached between the Regional Director and the partner organization, the partner organization can address TdH’s General Director in The Hague for a review of the Regional Director’s decision. Complaints procedure

1. All complaints are required to be submitted in writing and sent to the Regional Director within four weeks of the date of the offending action.

2. The Regional Director decides upon the necessary procedure and discusses the matter with the member of staff concerned. The Regional Director reassesses the course of events, speaks to all the parties involved, including the complainant and makes a decision. This decision, supported by arguments, will be made known to the complainant within four weeks of the complaint. If settlement cannot be reached within four weeks, the Regional Director will specify the date in which the complaint will be processed.

3. In most cases, step two will mark the end of the procedure. However, should the complainant remain dissatisfied with the decision, he or she can make a request to the TdH’s General Director in The Haque in order to have the decision reviewed. Again, there is a four-week submission period. The TdH’s General Director will assess the decision; judging whether it is well grounded and the proper procedure was followed by the Regional Director. A limited, content-related review of the decision is made taking into account whether the Regional Director has acted reasonably and respectfully. The General Director’s decision will be made known within four weeks of the request for review.

4. If the partner organization’s complaint concerns the person of the Regional Director, TdH’s General Director can be approached directly, in writing, to mediate the conflict.

5. The Regional Annual Report lists all regional complaints received and processed. This list will be brought to the attention of TdH’s Management Team. The complaints’ procedure will be reviewed in light of the year’s complaints. If there is a need for procedural change, a proposal will be put forth at this time. This final procedure brings the process full circle by allowing TdH to improve its services and procedures vis-à-vis its partners.

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Tdh working with partners a guideline for partnerships

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