From the two years of experience of the PfRR in South Sudan, we have learned that determining priorities “in-house” within international and local communities is a key first step for these two communities to then engage in meaningful dialogue around their collaboration. Our learning related to facilitating this process of coordination and multi-stakeholder collaboration can be summed up in the following three slogans:
“Community First, But Not Alone.”
People are resilient. Communities are already committed to the journey of self-reliance, but they need technical and material assistance, which may come from the outside.
“Go with the Grain.”
People are resilient. Communities are already committed to the journey of self-reliance, but they need technical and material assistance, which may come from the outside.The first issue of concern is social cohesion among the people, institutions, and systems that comprise each community, as well as the relationship between them. These issues should be approached with a conflict sensitivity lens and an understanding of the inner logic of how each operates to work with and reinforce them to strengthen household and community resilience. Aside from significant progress in determining processes and structures that can advance geographically based partnerships, other important learning focuses on social cohesion and its relationship with resilience.
“It Takes Two Hands to Clap.”
The international and local community actors are both communities, each with their own internal structures, processes, and logics. Coordination can be strengthened separately, and then a space created for meaningful interaction across these communities. Investing in a sufficient level of coherence and connectivity at the PA level is necessary for the Partnership Approach to be effective, and for accelerated convergence to deliver the intended results of the PfRR. While still in its early days, the building block framework currently under development among PfRR partners offers exciting potential to build this vertical and horizontal coherence among local actors in the PAs, among the international community, and between the two.
Some key findings follow:
The PfRR represents a challenge to build greater coherence across actors, sectors, and levels. To achieve these goals requires various forms of cooperation, most importantly at international and local levels, but also between these two communities. The partnership must recognize this need by adopting an approach that is compatible with the inner logic of each of those communities and the interface between them.
The high-level conclusions of this case study follow: