Beyond lip service on mutual learning: The potential of CSO and think-tank partnerships

This paper examines their potential for transforming Rising Powers’ contributions to sustainable development

From:
Department for International Development
Published
1 January 2014
Document Type:
Book Chapter
Theme:
Governance and Conflict and Social Change
Authors:
Shankland, A. and Constantine, J.

Abstract

This chapter briefly outlines how and why the Global Partnership for Effective Development Cooperation (GPEDC), has to date, largely failed. Drawing on desk research and on participant observation at the Mexico City High-Level Meeting the authors suggest that the GPEDC has instead succeeded in opening up space for another kind of partnership, which could in turn help to bridge the gaps that it has thus far failed to overcome between the North and South, and between governments and civil society groups from the South.

Citation

Shankland, A.; Constantine, J. Beyond lip service on mutual learning: The potential of CSO and think-tank partnerships for transforming Rising Power contributions to sustainable development. In: Tomlinson, B. (Ed.). Reality of Aid 2014 Report Rethinking Partnerships in a Post-2015 World: Towards Equitable, Inclusive and Sustainable Development. Reality of Aid, (2014) 105-116.

Beyond lip service on mutual learning: The potential of CSO and think-tank partnerships for transforming Rising Powers’ contributions to sustainable development

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Published 1 January 2014
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