Transition Indiana
A networking coalition providing Transition Initiatives based on local production, renewable energy, efficiency & resilient communities.
GROUP DETAILS
Created: Mar 11, 2009
Updated: Sep 28, 2009
Membership: Open
Semi-Private
Governing Collaboration: Making Partnerships Accountable for Delivering Development
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AccountAbility has endeavored over the last five years to understand how multisector development partnerships work, how they perform, and under what conditions they can function as viable alternative to existing development systems. Crucial to this was a Learning Network of eleven global partnerships that have worked with us to examine the accountability gaps which led to their inception, the purpose and design of their governance systems and how this affected their performance.
File attached here
Partnerships are hailed as the last remedy to the stresses that intense globalization have put on the social fabric and sustaining ecosystems on which development depends. However, if we want to make partnerships work, we have to make their accountability and governance work first.
Unfortunately, for many partnerships, governance systems are not working effectively. As a result, the leaders of even the best performing partnerships find it increasingly difficult to deliver on their ambitious goals. The reason why partnerships are (in theory) such potent vehicles for sustainable development is not that different players each happen to hold a different part of the solution to complex problems, but that the systems of governance which hold them accountable make it so.
If partnerships fail in part, or largely, because of their failures in governance, the repercussions will be crushing. World famous institutions and individuals have invested their finances, reputations, and their hopes in partnership. Increasingly partnerships are viewed by thought leaders writing for the Brookings Institute, United Nations, and the World Economic Forum as the last great hope to revitalize a workable approach to global, multi-lateral problem-solving. If partnerships fail because of failures in governance, then approaches to multilaterism may go down with it. Similarly, prominent champions view partnerships as the single most important innovation that will enable those typically disenfranchised from decision making to possess a measure of control over the development approaches that will influence their lives. If partnerships cannot work due to governance, then our hopes to approach development through equitable, inclusive processes may dissolve. One could see the balance of benefits from economic growth move even more strongly away from the
poor towards the rich, and away from public benefits and towards private capture. Partnerships, and their governance, have entered into a dangerous game with huge stakes.
We can sharply reduce the risks associated with partnership governance. And we can increase the opportunity for partnerships to deliver on our most ambitious dreams in part through the way we govern them. The framework provided in this report will help partnerships and their stakeholders to deliver good governance.
Recommendations provided in this report will help investors, board members, participants, secretariats, stakeholders, and supporting intermediaries prioritize the actions they should take to improve partnership governance.
File attached here
Partnerships are hailed as the last remedy to the stresses that intense globalization have put on the social fabric and sustaining ecosystems on which development depends. However, if we want to make partnerships work, we have to make their accountability and governance work first.
Unfortunately, for many partnerships, governance systems are not working effectively. As a result, the leaders of even the best performing partnerships find it increasingly difficult to deliver on their ambitious goals. The reason why partnerships are (in theory) such potent vehicles for sustainable development is not that different players each happen to hold a different part of the solution to complex problems, but that the systems of governance which hold them accountable make it so.
If partnerships fail in part, or largely, because of their failures in governance, the repercussions will be crushing. World famous institutions and individuals have invested their finances, reputations, and their hopes in partnership. Increasingly partnerships are viewed by thought leaders writing for the Brookings Institute, United Nations, and the World Economic Forum as the last great hope to revitalize a workable approach to global, multi-lateral problem-solving. If partnerships fail because of failures in governance, then approaches to multilaterism may go down with it. Similarly, prominent champions view partnerships as the single most important innovation that will enable those typically disenfranchised from decision making to possess a measure of control over the development approaches that will influence their lives. If partnerships cannot work due to governance, then our hopes to approach development through equitable, inclusive processes may dissolve. One could see the balance of benefits from economic growth move even more strongly away from the
poor towards the rich, and away from public benefits and towards private capture. Partnerships, and their governance, have entered into a dangerous game with huge stakes.
We can sharply reduce the risks associated with partnership governance. And we can increase the opportunity for partnerships to deliver on our most ambitious dreams in part through the way we govern them. The framework provided in this report will help partnerships and their stakeholders to deliver good governance.
Recommendations provided in this report will help investors, board members, participants, secretariats, stakeholders, and supporting intermediaries prioritize the actions they should take to improve partnership governance.
