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Improving Inter-Agency Collaboration in International Development Analysis of conditions under which to enter into, develop and sustain successful partnerships

  • Development aid is underperforming in terms of effectiveness due to donor diversification, proliferation and fragmentation. The re quest for more harmonized and collectively effective actions formulated in the High-Leve l Fora on aid effectiveness have gained sup- port across donor and recipient countries. However, commitment has not been successfully translated into significant changes on the ground. This gap between policy and country level practices needs to be addressed to make development assistance more effective. A first formal partnership of Deutsche Gesellschaft für Internationale Zusammenarbeit (GIZ), Agence Française de Développement (AFD) and Lux-Development (LuxDev) has been established in the sector of technical vocational education and training. To assess this partnership and to identify areas for improvement, the study addresses the following research question: Under which conditions do implementing agencies in international development cooperation enter into, develop and sustain inter-organizational collaboration? The dimensions of the collaboration process are at the center of the analysis. The study develops a theoretical framework that consists of criteria to assess collaboration efforts of the agencies in four selected countries nd identifies weaknesses in the structural, the agency, and the social capital dimension. Structural aspects include common visions, shares power arrangements and commitment of the recipient country. Shared personal opinions, alignment of procedures and information exchange helps reconciling individual and collective interests. The analysis of the social capital dimension shows that mutual interaction, reciprocity and trust-building are crucial to successfully build social relationships which form the basis of any collaboration process. A set of nine recommendations are proposed to address the shortcomings in each of the three dimensions of the collaboration process to improve the partnership of the three agencies. To address the structural blocking factors, the agencies should evaluate their collaboration efforts, create a coordinating body and speak to the recipient country’s government with one voice. To manage the tension between individual and collective interests, regular discussions with everyone involved and knowledge about the tools, procedures and implementing mechanisms of the collaboration partners are crucial. To better meet the criteria of the social capital dimension, the agencies should appoint boundary-spanners and create opportunities to learn about their collaboration partners’ culture.

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Metadaten
Document Type:Master's Thesis
Language:English
Author(s):Lisa-Marie Kreibich
Referee:Johanna MairORCiD
Publisher:Hertie School of Governance
Place of Publisher:Berlin
Hertie Collections (Serial Number):Hertie School Student Paper Series (03/2013)
Publication year:2013
Publishing Institution:Hertie School
Granting Institution:Hertie School
Thesis date:2015/01/08
Number pages:64
Release Date:2017/02/03
Confidentiality:0
Licence of document (German):CC BY-NC-SA 3.0
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