Partnership as Process: Municipal Co-operation for International Development

Abstract

In recent years, development practitioners and academics have waxed eloquent about the advantages of partnering over more conventional donor-recipient forms of development assistance. As yet, however, the literature includes few “ground-level” analyses, which would allow for a better understanding of how such partnerships actually function and of the factors that ultimately contribute to their success or failure. This study offers a critical in-depth look at one type of innovative partnering strategy operating at the level of local government and known generically as international municipal co-operation (IMC). This case study seeks to identify key factors determining partnership success through an examination of the specific mechanisms of this form of interchange in two radically contrasting contexts. The study reveals that as is the case with other types of partnership relations, municipal partnering for development is a process that requires considerable preparation and cultivation in order to ensure that its potential as a unique mechanism for aid delivery is fully realized.

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