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| >> This is USAID >> Intersectoral Partnerships >> ISP Handbooks |
The proposed framework highlights three domains of inter-sectoral partnering: the values and capacity of the partnership, the process of partnering, and the impact of the partnership. (See Figure 1.) Figure 1: The Three Domains of ISPs
The framework proposes eight key dimensions within the three domains. (See Figure 2.) The objective of the framework is to provide a comprehensive view of partnering that recognizes the multiple dimensions of a partnership. A discussion of the domains and dimensions follows. Figure 2: The Eight Dimensions of ISPs
The existence of the partnership is itself a result. By assessing the values and capacity of the partnership in terms of organizational capacity, organizational norms, and the external environment, it is possible to assess the nature and identity of the partnership itself. Organizational Capacity Organizational capacity refers to the ability of an organization to carry out its stated objectives. Specifically, when assessing a partnership, one should look at planning, administrative, and resource capacities. It is also important to assess the issues of organizational sustainability -- i.e., is the ISP sustainable? Sustainability will be evaluated differently depending on the nature of the partnership. For example, partners may come together in the short-term to solve an immediate need, such as improving roads, then disband after fixing those roads. Alternatively, a long-term partnership may be formed to promote philanthropy at the national level; the partners might establish a legal entity or organizations to achieve this goal. In this case, sustainability will be of particular importance. Another aspect of sustainability is the sustainability of the network -- the relationship -- among the partners after the immediate issue which brought them together has disappeared and the partnership has disbanded. In certain cases, the ability to tap into the old alliance on an ad hoc basis, or even to form a new inter-sectoral partnership with some of the original partners will be important. This aspect of sustainability will be explored in the discussion ahead on "social capital." Organizational Culture While one strength of inter-sectoral partnerships is the synergy created by bringing together diverse actors, agreed-upon organizational norms are necessary to hold that partnership together. There must be an agreed-upon common issue to address. All actors must have a unified vision about the purposes of the partnership, and there should be a consensus among those involved that inter-sectoral partnering is the appropriate strategy by which to address the issue. External Environment The external environment is the political, social, legal and economic context within a country. The NPI Resource Guide (USAID 1997a) discusses necessary conditions for an enabling external environment: 1) the existence of national, political, economic and social policies; and, 2) the initiation or strengthening of a process of open policy dialogue in which civil society organizations, business, local governments and interested citizens participate. The enabling environment exerts a significant influence on the formation and the nature of the partnership. First, the capacity of each sector (government, business, and civil society) must be examined. While strong capacity on the part of each of the three sectors is ideal, it is still possible to have a successful partnership with different capacity mixes. Assessing the capacity of the individual sectors over time can provide a useful measure of whether the external environment has improved. Second, it is important to assess any mechanism that enhances the ability of the different sectors to work together in the external environment. When examining the capacities of individual sectors as well as the mechanisms for interaction among them, it is important to keep in mind differences which may exist between the national and community levels. Process The process of partnering is also a result of an ISP. Process is often the most difficult of the three aspects to assess. The two dimensions of the process of partnering to evaluate include: 1) mechanisms for communication and collaboration within the partnership; and, 2) mechanisms for communication and collaboration outside of the partnership. Communicating and Collaborating Within the ISP Designing mechanisms within an ISP, or any organizational entity, that encourage partners to work together toward a common goal is immensely challenging. The organizational culture needs to include clear mechanisms for communicating and collaborating within the partnership. Operational variables can include: the partners' attitudes and behaviors in terms of the way people deal with or react to given situations, groups, or individuals; mechanisms to deal with governance, conflict resolution, and performance monitoring; and the equitable distribution of costs and benefits. Communicating and Collaborating Outside the ISP The mechanisms that govern relations among sectors of society will also affect the way in which ISP partners interact with non-partners. The systems facilitating this outside communication and collaboration may be the most important factors for the sustainability of partnering. Members of an ISP should be able to negotiate with non-partners in every sector through both informal and formal means. It is important to assess the presence of mechanisms that facilitate and ensure respectful communication and coordination practices between and among both partners and non-partners in the sectors. Impact The impact of inter-sectoral partnering can be assessed at three levels: the impact of the activity on the common issue addressed by the ISP; the impact on the partner members; and, the impact on society. Impact on the Common Issue The impact of the activity on the actual issue that the ISP addresses is the easiest result to document because it is likely to be a tangible result. For example, if an ISP brings together partners from the three sectors to address community water supply issues, the indicator that measures the impact on the common issue may be the number of wells dug, gallons of water distributed, or the reduced spread of disease. The precise indicators used to measure the activity impact will depend on the common issue being addressed by the partnership. Such indicators should also address sustainability issues. Impact on Partner Members The results assessed in this dimension relate specifically to the impact on the members who participate in the partnership. It is important to assess how the partnership affected the partner members both as individual organizations and as a collective. Impact on Society The long-term impact of an ISP on society refers to changes in the community at large. Has social capital increased as the result of the partnership? Has the external environment changed to be more conducive to the success of inter-sectoral partnering? Has the society's capacity to respond to external and internal shocks increased? These questions cannot be answered in the short-term, but benchmarks can be identified and indicators can be gathered and compared over the longer term. While the proposed framework is a new concept, the indicators are not; they have been developed and used by both USAID and other organizations. Section V provides a menu of indicators by which to assess the different categories of each dimension. Again, the suggestion is not to use every indicator in the framework, but rather to pick and choose those that are most appropriate. The framework is both flexible and fluid and should be adapted to fit the needs and mission of each ISP. |
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