Strategic policy framework for relations between NZAID and New Zealand NGOs
This case study describes how NZAID and NGOs worked together to develop a unique policy framework that sets mutual ground rules for collaborative work. NZAID is a semi-autonomous body within the Ministry of Foreign Affairs and Trade, responsible for development co-operation with other countries.
Background
In 1998, an evaluation of the Voluntary Agency Support Scheme operated by the former Development Co-operation Division (DEV) of the Ministry of Foreign Affairs and Trade, recommended developing an NGO strategic policy framework. This framework would provide a rationale for the growing and varied relationships between DEV and New Zealand NGOs working in aid and development.
The two groups worked together for two years to get an agreement. In August 2000, the final framework was endorsed at a meeting of NGOs and was formally launched by the Prime Minister in April 2001.
The framework agreement
The agreement sets out the foundation for collaboration between NGOs and the Government, based on the distinctive values of independent, not-for-profit organisations. Specifically, it:
- identifies a set of development principles shared by NZAID and NGOs
- sets out principles underlying the relationship, including:
- mutual respect
- independence
- accountability
- participation
- dialogue
- clear consistent processes
- continuous learning and understanding.
NZAID undertakes to:
- recognise the independence of NGOs, including their right to comment on or work to influence government policy
- support NGO activity internationally.
NGOs commit to maintaining high standards of governance, organisational practice and accountability.
Both parties affirm that they will carry their commitment to the Treaty of Waitangi into policy and practice.
The process of reaching agreement
The framework agreement is the result of a comprehensive and multi-layered consultation process, which largely reflects the size of the sector and goodwill on both sides.
The challenge for NGOs has been to reach consensus on the principles and wording of the agreement. The framework agreement involves a diverse range of aid and development NGOs. Some employ a number of paid staff (eg, World Vision and Oxfam), some employ only one or two paid staff (eg, Adventist Development Relief Agency), and some are run entirely by voluntary staff (eg, Medical Aid Abroad). Each organisation has a unique focus and way of working. So it took a real commitment on behalf of each NGO to contribute to and accept the common agreement.
It also took time. A working party made up of officials and NGO members developed a series of draft agreements. These were circulated to the NGOs, who consulted their members. Similar consultations happened with DEV staff. The drafts were the subject of discussion at national and regional workshops, as well as many annual general meetings.
Work in progress
The framework is a work in progress. The working group has finalised guidelines for both good funding practice and policy development and appraisal, which are now appended to the main document. Guidelines on the implications of Treaty partnership are under discussion. Other issues will be discussed as they arise.
Comments
The agreement was amended in 2004. Since then DEV and the Council for International Development (CID) have undergone external reviews. DEV's successor, NZAID, follows a process of consultation on a range of aspects of policy, country strategies and reviews. CID has been represented on the overall reference group for the process and CID members are included in discussions on a regular basis and to address specific issues, such as policies and strategies.
The main test of the system will be to see how many suggestions from the NGO sector are incorporated within the final documents.
Most consultation and representation is facilitated through CID's processes. Non-CID members also have access to NZAID funding. They usually pay higher fees than CID members for CID training and other CID services that are made generally available.
The operation of the Strategic Framework has not yet been formally reviewed. A joint NZAID/CID working group is at present discussing the matter.
For more information, see Building the Culture of a Trusting Relationship, a keynote presentation to a Good Practice in Action seminar in June 2005.
This case study was prepared by Rae Julian, Executive Director of the Council for International Development in September 2003 and revised in June 2005.
For more information contact:
Rae Julian (Executive Director) or Michael Hartfield (Communications Manager)
Council for International Development
PO Box 12-470
Wellington
Email: info@cid.org.nz
Tel: 04 472 6375
Fax: 04 472 6374
