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Source: UNDP

This toolkit, produced by the Civil Society Organizations Division in the Bureau for Resources and Strategic Partnerships, is aimed at providing colleagues with practical guidance and essential information in forging partnerships with CSOs. It includes examples of innovative country-level mechanisms to build and strengthen collaboration with CSOs.

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A gateway for capacity development -

After more than a decade of monitoring by civil society organisations, the city of Bangalore in Southern India has achieved real progress in improving the quality and costeffectiveness of its public services.

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Community Involvement in Rolling Back Malaria -

Source: Roll Back Malaria/WHO

Discusses the fundamentals of community-based actions to connect RBM at the 'top' with beneficiaries at the 'bottom', including community participation; broadening partnerships; building upon experience; developing community-level intervention channels; effective communication strategies; etc. It also provides a policy framework to enable community actions, ensuring equitable and effective participation in RBM efforts.

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Conducting a Participatory Evaluation -

Source: USAID

Participatory evaluation provides for active involvement in the evaluation process of those with a stake in the program: providers, partners, customers (beneficiaries), and any other interested parties. Participation typically takes place throughout all phases of the evaluation: planning and design; gathering and analyzing the data; identifying the evaluation findings, conclusions, and recommendations; disseminating results; and preparing an action plan to improve program performance. While geared towards development programs generally, the tools herein may be applied to partnership programs as well.

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Governing Collaboration -

AccountAbility has endeavored over the last five years to understand how multisector development partnerships work, how they perform, and under what conditions they can function as viable alternative to existing development systems. Crucial to this was a Learning Network of eleven global partnerships that have worked with us to examine the accountability gaps which led to their inception, the purpose and design of their governance systems and how this affected their performance.

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Pathways to Accountability: A short guide to the GAP Framework -

Source: One World Trust

The GAP Framework provides a baseline for what is important if organisations are to improve their accountability to stakeholders. It can be used by organisations internally, to increase their accountability, and by stakeholder groups to advocate for accountability reform of organisations that affect them. It does not seek to provide detailed information on approaches to accountability. This reflects the the One World Trust’s recognition that a one-size-fits-all approach to accountability is not possible. Approaches will differ between organisations, within organisations, and depending on the issue, context and stakeholders involved. However, there are common factors, regardless of the sector, that must be taken into consideration in order to increase accountability in an effective and meaningful way. It is these common factors that are outlined in the guidelines.

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PGA Framework -

The PGA Framework is an innovative AccountAbility initiative aimed at improving partnership performance. The PGA Framework helps partnership brokers, managers, funders, and impacted stakeholders to better design and implement, and assess the quality of partnership governance and accountability.

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Strategy Tool: Perfect Fit or Shotgun Marriage?: Understanding The Power and Pitfalls in Partnerships -

Source: The Community Problem-Solving Project @ MIT

Decision-makers who want to make better choices about partnership - those working in the public, private or non-governmental sector or across them - need to address four strategic questions and navigate the distinct stages of alliance building. This strategy note explores the key issues and, with real-world case examples, offers straight talk to support better decisions. This piece includes strategic notes on accountability mechanisms.

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What’s behind the budget? Politics, rights and accountability in the budget process -

Source: Overseas Development Institute

The purpose of the paper is to contribute to the evolving understanding of public expenditure management as a political, rather than a purely technical, process. The paper identifies issues, partners, tools and methods that may help development actors to support citizen accountability and a pro-poor, gender-equitable, focus in public expenditure management.

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Working in the Middle: Roles and Challenges of Intermediaries -

Source: The Community Problem-Solving Project @ MIT

Attenion to the valuable functions of intermediaries or "go-betweens" has increased in the past decade as the demand for new forms of civic capacity, particularly at the local level, has grown worldwide. But little concrete advice exists about when intermediaries are needed, why they play some roles and not others in particular communities, how they should balance accountability to "many masters," etc. This tool outlines the useful roles that go-betweens can play, offers guidance on the capacities they need to play those roles more effectively, and illustrates the process of figuring out whether and how the roles should change over time.