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UK Aid Connect
Feedback from discussion and dialogue
Why
Development is
complex
Benefits of
consortia working
Context
Global Goals for
Sustainable Development
UK Aid Strategy
Civil Society Partnership
Review
What
key development
challenges
Key priority
thematic areas
How
Effective consortia
working
Size of Consortia
Learning and practice
Breadth and depth of
consortia
Consortia
membership
Southern
engagement
Supporting consortia
Context
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Global Goals for Sustainable
Development
UK Aid Strategy
Civil Society Partnership Review
Civil society sector is changing.
Introduction of integrated and forward
looking portfolio of funding instruments
– Encourage new types of
partnerships and collaboration
– Strengthen southern civil society
leadership
– Stimulate innovation
– Strengthen civil society resilience
and sustainability.
UK Aid
Direct
UK Aid
Connect
UK Aid
Match
UK Aid
Volunteer
Development is complex
• World is changing
• Global challenges
interconnected.
• Problems are
complex.
• No one development
actor has ‘the answer’.
• New and more ideas,
• Innovation
• Pooled ideas and risk,
• Although limited
evidence of impact
Benefits of consortia working
• More learning, evidence and
knowledge
• More effective programme delivery
• Greater efficiency and value for
money
• Systemic shifts and innovation.
The key development challenges
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Adolescent girls
Anti-Corruption
Business
Child Labour
Child protection
Civil society space and action
Climate change
Climate change adaptation and
insurance
Conflict and building peace
Data
Diaspora communities
Disability
Disaster Risk Financing
Discrimination
Early Childhood Development
Economic development and trade
Education – higher education
students
Education for All
Electoral processes
Employment and livelihoods
Extreme poverty and helping the
world’s most vulnerable (SDG 1)
Extreme poverty
Faith and Social Norms
Financial services
Food security and livelihoods
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Fragile contexts
Fringe” farming and mining
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cooperatives
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Gender equality.
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Gender-based Violence
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Governance for national, regional •
and international security
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Humanitarian assistance
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Inequalities and stigma
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Land and natural resource rights •
Leave No One Behind
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Lesbian, gay, bisexual and
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transgender rights
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Livelihoods for the most
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disadvantaged and vulnerable.
Marginalised young people
Markets for the poor
Mental health
Modern slavery
Non-communicable diseases
Nutrition
Peace, security and governance
Private sector
Prosperity
Protracted Crises
Public sector development
Resilience and response to crises
Sexual and reproductive health and
rights
Smallholder farmers
Social Accountability
Social norm change
Tourism
Transparency and accountability
Urbanisation
Violence against women and girls.
Vulnerable people
Women and Girls’ Empowerment
Women rights.
Women’s leadership.
Young people
Consortia working
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Effective consortia working
Size of Consortia
Learning and practice
Breadth and depth of consortia
Consortia membership
Southern engagement
Supporting consortia
Effective consortia working
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Roles and remit
Time and money
Building on existing relationships:
Mutual respect for values and beliefs
Diversity
Common approach and purpose
Accountability
Empowerment
Equality
Flexibility
Learning
Size of Consortia
• Consortia should be limited in number.
• Consortia rarely work if they are too large
• Time is allocated to align and coordinate
partners, thus undermining efficiency.
• Up to six organisations
Learning and practice
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Learning needs to be focused on practice
Adaptive management
Participatory project planning
Wide range of learning approaches
Dedicated resource and funding
Clear learning outcomes
Spaces for learning
Combining learning and practice
Monitoring and assessing programmes
Breadth and depth of consortia
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Start with the context
Breadth
Depth
Balance
Flexible approach
Take to scale
Consortia membership
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Civil society organisations
Universities
Government agencies
Private sector organisations
Local authorities
Multi laterals
Think tanks
Foundations,
Research institutes
• Philanthropic institutes
• Advocacy organisations,
• Authorities (e.g. water
authorities, nutrition
councils)
• Business experts,
• SME associations,
• Social policy specialists
• Technical experts
• Trade unions
• Training institutes
Southern engagement
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Engagement with beneficiary communities
Meaningful (not tokenistic) engagement
Role for northern based organisations
Requirement
Build the capacity of southern partners
Time and money
Build on existing partnerships
Leadership
In-country involvement
Supporting consortia
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Time
Adaptive programming
Funding
Clarity of engagement
Co-creation
Learning culture
Space
Decentralision
Events
Theory of change
Transparency
Indicative timeline
Feb
Dialogue on
overall fund
design
Dialogue on the
thematic areas
Development of
consortia
Co-creation
Full
implementation
Mar
April
May
June
July
Aug
Sept
Dec
2018