Partnershilps liI. Partnesiiyp lge Considering partnerships in Cambodia base natplg fomadfnto Partnerships come in a wide range of shapes and sizes in Parnrhp ihaPoeto evc eieyFnto Cambodia. The primary focus of partnerships betweenP state and non-state actors (NGOs or community-based PrCtoseicdlieypreshpaecmonn organizations) to date has been to enhance service Cabdaihyarrfe omd hngvrmn delivery at the local level. These partnerships are often p well established and successful in meeting objectives. NGVt eie uhnee evcsadifatutr Increasingly however, partnerships are focused on other, topoeomnte,Teemih eruieimnzto more complex ends such as accountability, learning, and the sharing and development of skills. Supplementing an earlier learning note, this DFGG Project LearnIi ng Note discusses the diferent ways actors work together, making a distinction between the function of the partnership and the form it takes. Understanding this distinction will help partnership mechanism tends to be simple and fairly of cntutv naeeti omnyetbihda h straightforward:NGOs provide the service in a predictable otse ocet r-geditraefrdaou way and local administrations value the contribution.. betensaefdr.B etn ate oaret More cornplicated, and possibly more effective project A p I p y p j ~~~~~~~~~~~Is ta h ih cosaeivle eiiayi partnerships emerge when an NGO provides an input (e.g. d infrastructure) on the agreement or condition that deednmnwehrprnesaese ohv h government supports geurn costs. Though moremadtto akthage ens challenging, examples of this kind of partnership are A nurladidpnetcnee ritreir fe especially seen when communes partner with an NGO to plasaInelctrrl nsestv ntaie,a es build a pre-school, and the commune agrees to fund the iniilyThsepstenuehadcsosadatvtesf costs of the early learning teacher. ParnrhpCr o atrdb o ecie ob Some project partnership at the national level are more cared yapriua raiain.o tkhle specific (e.g. the inputs, of learning partners to the doe(o fettemjrt. aaigo hedn hs Governance Resource and Learning Center at the Ministr P.M ofInterior) -they may stem fro ay partnership from vetditrssbcmsprmut fromnr anLr inviatio fi,n-+- rOmrr Conitnyadsm(rdcaiiyi prahcmie PartneipsI:PrnrhpTplge collaborate, or to bring tech nical or other skillIs, may themselves be needioblneteitrsso ifrn tkhle interested in applying for those resources. A key lesson of grouptrprnr.Tekytoteprnrhpi h the DFGG project is that, typically, the most qualified faciliaon ndhe yamcfrhng.Teissf candidates for partnering in decision-making (e.g. over the p-artipangrelwathuhclegnghemnsem allocation of resources) are also those most qualified to do could etraeigfrsm atcpns ute the job. This created difficulties in keeping partners in their challeg sta ayprnr a culyb optn defined roles. (See Learning Note 2) for tepiayo hi da ihipiain o hi reptato,fnig tfigo te set Wae Although the spirit of the engagement is different to partnrmatedowryabuanpncriqefthr accountability-oriented partnerships, many of the work.A mhsso ru erigi hrfr rtcl mechanisms of resource transfer partnerships are similar: to esr erigi o-hetnn.Kyca ne (i) clear and agreed principles, (ii) clear expectations of incluemitiigtefcuhftelann n participating partners, (iii) transparent communications, mainsraigtewriftepatesi oi srlvn timely decision-ma king, (iv) clear protocols and procedures to theeeya1wrlftepatcpns for both applicants and decision-making processes, and (v) a neutral. review or selection panel. Selection panel Categrzn(aterhp yFr partnerships need to be seen to be 'mainstream",I and in Camoi alopoierlutaiorfdfeetfrso Cambodia, to have a certain status to reassure applicants pa rtnrhp.Ecoftemdldsridblwha of the fairness and the robustness of the process and differn(hrceitc omn pcrm fo seecio crtra A ke chleg is thu to enur thtntok&oitgae prahswtnraiglvl maintain connections between participants, d rive suffcetdlgedahoiyndanhrbyvrom learning agendas, and provide opportunities for each to delay ndcso-aigadipeetto;adta showcase work. Many networks have a permanent or stafftroe osntudriejitefrs revolving secretariat that requires skills (salesmanship, leadership, and charisma) to encourage participation, Inftgrtdptnrhp balance contributions from members, and spot trends that Integ e atesisaetems ope ste influence members'i work and thinking in the future. Often combnreore rmpriiptn raiain.Ti insufficiently funded, the amount of work involved in appocneurscrflplnigwttla rte ensuring a thriving network is generally undervalued. agemet setnFu ahp~er otiuin n CoalIitions neediob lcdo on eiinmkn,a Coalitions bring organizations with similar goals together to undesadnifterssec prnrbig otetbe advocate for a common cause. Membership is usually more whehrptnrepsnatvs aeteaporie restricted by founders to ensure that there is similarity of delead auhrt to ak dciin, nd ms message. Coalition leaders generally work behind the impotnllo n ate ognzto a aet scenes to shape the message as well as to identify the OveseoWaaesaforrsucsfo nte p ri r mry ta nrgets fo%r influii eing pyatnr