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Key asset was strong relationship of trust between partners built over long period. We also set clear rules and procedures for cooperation. Collaboration allowed a pooling of resources and production of high quality outputs, primarily the Shadow Report Also made possible division of labour at key points in the process (e.g. dividing media work between Geneva and Dublin). Working together produced innovation and creativity (e.g. webstreaming of process).
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Collaboration achieved common goals heightened awareness of UNCAT process. Collaboration & pooling of resources contributed to a strong outcome across mutual policy areas. By sharing & combining contacts in INGO sector we accessed technical support & contacts in UN system. There were several indirect policy outcomes (e.g. Magdalene Laundry) Success of initial stages produced further opportunities such as a follow-up event, along with lobbying & campaigning opportunities on specific issues.
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Limited capacity in both organisations at different points was challenging. There can be a natural competition between partners on policy outcomes. Each organisation has different costbenefit analyses. Organisations have distinct culture & values, which can impact on strategy & agreeing common goals. Decision making processes in two organisations can create additional procedural complexity. For small organisations, the workload can be particularly onerous.
The outcomes of processes such as this are unpredictable & can be unbalanced between goals of respective partners. We were fortunate to successfully identify & engage champions within the UN mechanisms, without whom outcomes would have been harder to achieve. We were able to build capacity of other partners also through process, many of whom achieved significant success – this was seen as a positive (but could also be seen as diluting our own goals!)
Workshop C: United Nations Convention Against Torture Shadow Report – Irish Council of Civil Liberties & Irish Penal Reform Trust