Closely linked with both capacity development and participation is the practice of collaboration with local partners. In many situations, DRC attempts to involve existing local organisations as collaborative partners in programme activities. In addition to seeing collaboration with local partners as a critical factor in strengthening the readiness of these to take over activities, the aim of DRC’s collaborative approach is to enhance access to and utilization of local skills and resources, to increase local control over planning and implementation of assistance, and to facilitate mutual learning. Collaboration is also driven, at times, by the explicit aim of DRC to strengthen civil society.
DRC works with a range of different partners such as government institutions (at all levels), locally established non-governmental organisations (NGO s) as well as community-based organisations (CBOs). The nature of the collaboration ranges from short-term contractual relationships to longer term relationships with a much higher degree of shared decision-making and authority.
These are idealised models, none of which exist in pure form. Thus, most collaboration combine some elements of each. The models are presented in order of increasing amount of shared governance. However, it is to be stressed that no value judgement is implied, as each model may have circumstances under which its use is most appropriate.
1. Contracting model: In which DRC pays an independent NGO to provide a well-defined package of services under conditions largely established by DRC.
2. Dependent Franchise: In which a formally independent NGO functions as a field office of DR C which provide most or all of its direction and funding.
3. Spin-Off: In which a Dependent Franchise or field office is expected over time to become organisationally and financially independent of DRC.
In both the dependent Franchise and Spin-off models, DRC is in a parental or development role in relation to the NGO . In the remaining models, DRC establish relationships with more established, mature NGOs.
4. Visionary Patronage: In which DRC and an NGO with a shared vision of rehabilitation jointly agree on goals, indicators and reporting requirements for a project which the NGO implements and DRC supports with funds and other resources.
5. Collaborative approaches: In which DRC and the NGO share decision-making power over planning and implementation of joint programmes implemented by the NGO with funding and technical support from DR C.
6. Mutual governance: In which DRC and the NGO each have decision making power, or at least substantial influence, over each other’s policies and practices at both organisational and programme levels. Currently, as we see it, mutual governance is not relevant for DRC, as it requires a very long-term commitment.
