Early in the process of building a partnership, larger organisations often expect smaller CSOs and WROs to “prove” their suitability, which can result in extractive and inequitable processes. Larger organisations need to facilitate mutual due diligence as an important first step to building an equitable partnership. This requires that larger organisations also be prepared to open their work and processes to interrogation and scrutiny. In addition, during this early stage of partnership building, it is important for all organisations to explore whether their potential partners' values, principles and appetite for risk align with their own. Establishing a shared understanding of development goals and approaches helps lay the groundwork for equitable partnerships and effective collaboration moving forward.

Language is also important. Ask CSOs what their preferred terms are, like ‘participants’ or ‘stakeholders’ instead of ‘beneficiaries’. Equitable partnerships should recognise the power of language and create opportunities for CSOs to shape programme terminology, based on their contextual knowledge and what is most inclusive. 

Effective partnerships bring together organisations with different expertise and skillsets. It is important to recognise the skills that all organisations have, rather than privileging the expertise of one over others. For example, a WRO may have more practical and lived experience of what works when advocating to end VAWG in a particular context or addressing the needs of communities on the ground. An organisation working with persons with disabilities (OPD) is better placed to ensure VAWG programmes reach women and girls with disabilities. On the other hand, an INGO may have more experience with writing funding proposals and navigating donor applications. UN and Government entities may have more experience and comfort presenting to high-level stakeholders. In an equitable partnership, the skills of each organisation are recognised and valued. It is important to create opportunities for reciprocal learning where each organisation can help strengthen and enrich the capacity of the others.

Programmes should intentionally seek to build equitable partnerships with a range of stakeholders, including those who are often excluded from decision-making around programming. This includes CSOs representing women, people with disabilities, indigenous people, members of the LGBTQI+ community, and refugee-led organisations among others, ensuring that the safety of those CSOs and their representatives is prioritised at all points. In some contexts, programmes will have to be particularly careful about how to engage with CSOs representing people with marginalised identities to reduce the risk of backlash against them. For example, in countries where homosexuality is illegal or there is a risk of backlash against those from the LGBTQI+ community, programmes should conduct a risk analysis and work with experts to identify safe ways to include these groups.

Programmes should develop governance mechanisms that include CSO and WRO representatives at all levels. CSOs and WROs with knowledge of the local context and experience of VAWG programming are well placed to inform programme design, implementation and monitoring. Their engagement in programme governance will also support effective programme development and implementation and ensure that programmes remain accountable to communities. It is essential that the power dynamics between CSO and WRO representatives and other individuals within programme governance bodies are identified, acknowledged and mitigated to ensure CSO and WRO representatives can meaningfully influence and make decisions and their inclusion is not tokenistic.

Once a partnership has begun, partners must be careful to ensure unequal power dynamics do not undermine the equitable ways of working that the partnership aspires to. For example, partners should collectively develop equitable decision-making processes, considering who will and will not be represented when decisions are made and why; how decisions will be made; and how information will be shared. It is also important to develop an agreed process to deal with conflicts and disagreements. This all relies on developing shared values and taking time at the start to build trust that the differing needs, priorities and perspectives of all partners will be listened to and respected. It may be useful to consider integrating consensus-building techniques into decision-making processes and to recognise that disagreements and challenges can lead to stronger and more refined programmes when they are embraced rather than avoided.

Co-creation is a key element of equitable partnerships, not just at the design stage but throughout implementation, learning, as well as sustainability planning. Remember that unequal power dynamics will remain despite efforts to reduce them and so, processes to check these need to be ongoing and responsive. Consider developing regular feedback mechanisms - and perhaps mediation sessions - that allow partners to voice challenges they are facing within the partnership. In order for these mechanisms to be effective, partners must trust that these challenges will be heard without risk of backlash. Partnerships should create time for self- and group-reflection on challenges raised and commit to adapt and evolve in response to those challenges. When considering challenges within partnerships, reflect on how dominant expectations of “efficiency” may come at considerable expense to local organisations and so be unsustainable and in need of review.

CSOs, particularly smaller organisations and WROs, consistently express the need for core funding, flexible funding and flexible reporting arrangements that allow them to respond to changing realities on the ground. Speak with the CSOs you are partnering with to understand what they need to partner effectively. Work with them to develop compliance arrangements that are not burdensome and can accommodate change and adaptability. Ensure CSOs and WROs also have access to the core funding needed to fulfil these requirements. Read more on working with WROs.

In equitable partnerships, organisations with greater influence and power play a crucial role in supporting the goals of their partner(s). When partnering with smaller organisations, it is important to engage in conversations to understand their objectives and where they would value support. By identifying areas where the larger organisation can leverage its power and influence, it can provide meaningful support and help the smaller CSOs and WROs to achieve their goals. Remember that different CSOs and WROs may have distinct goals and needs, so try not to pre-empt what support they might want. For example, some may prioritise increased funding opportunities, some may value mutual capacity building or learning opportunities, while others may seek access to different networks of decision-makers.