MS development co-operation is founded in partnerships with local organisations in the South.

To MS a partnership is a relationship in which two or more partners join resources to achieve mutual goals.

It is therefore essential that the partnerships are based on common visions as well as on respect for and knowledge of each other.

Types of partners

Due to MS's wish to support development by people and a strong civil society, a major part of the partnerships are with community based organisations, women's and residential groups, parent-teacher associations and other actors who are primarily concerned with solving very basic local problems. In these cases the partner may well be the beneficiary as well.
At the national level MS aims to establish partnerships with NGOs which have the capacity to work on overall development policy issues such as gender, environment, human rights, trade and debt. Partnerships at this level constitute a limited part of the MS programme, but they are important as a means to strengthen advocacy work carried out by MS as well as by the partner organisation.

In some countries government institutions may play an important role in certain geographical areas or sectors where NGOs are not present or operating. If these government institutions show a commitment to the principles which MS subscribes to, partnerships may be formed.

Partners of this nature are most often local government structures, intermediary bodies between local government and the local population and - in some instances - representatives of line ministries.

The balance between various types of partners is defined by each MS country-programme, taking into consideration the local political, social and organisational environment.

Choice of partners

In identifying potential partners, MS will gain guidance from the way in which principles and policies considered crucial to MS are addressed.

All principles do not have to be addressed to the same degree in every partnership. However, in line with MS's understanding of sustainable organisational development, the partner must have a well-defined and supportive community base and constituency.

The partner must also be characterised by openness and transparency in relation to its beneficiaries as well as to its donors.

The identification of partner organisations within civic society is not limited to 'formal' organisations. There is a need to look for and consider how to build partnership relations with existing networks rooted in local, traditional social settings.

The mutuality of partnerships

The development of a partnership is a continuous process which demands active input from both sides. It also requires that both parties are transparent and accountable to each other.

MS needs to know a lot about the partner, and the partner has a right to receive adequate information about MS.
The partnership should be mutual, and the expectations held by each partner should be clear.

Through the partnership with MS, organisations in the South may get improved access to networks, staff training, knowledge, development methodologies, and some technical and financial resources for the development of human resources in particular.

In turn, the partners are responsible for provision of inputs, implementation of programme activities, accounting for financial and other support received, and for making contributions to MS's information and solidarity work (see 'The Northern perspective' page 16).

MS recruits Development Workers with relevant professional and personal qualifications, prepares them for the work, and facilitates the achievement of the objectives for the partnership through training and other relevant inputs.

The introduction of new DWs to local culture and language, as well as monitoring and evaluation of partnership activities is a responsibility shared between MS and the partner.

Partners participate in MS's policy and programme development. They are invited to Annual Meetings and various types of partner workshops in their country of operation.

Policy Advisory Boards (PABs) have been formed in all MS programmes. Through the PAB, partner representatives, independent resource persons and DWs are jointly responsible for the programme policy development, thus strengthening the programme development in each country. (see 'Structure in the South' page...)

Formal agreements

Defining common visions and understanding each others profiles and priorities is an important first step in formalising partnership agreements.

The second step is normally to define and implement initial partnership activities so that plans for future co-operation can be based on practical experiences.

Tools for development and implementation of partnerships are in place. These include "A Guide to Partnership in Development", which in great detail describes the steps to be taken.

The guide also describes guidelines for adjustment through continuous planning, monitoring and reviewing, ways to handle conflicts, and strategies for phasing out MS-support.