Governance lies at the core of partnership—how decisions are made, by whom, and to what end. In the FAIR for ALL programme, we experimented with new structures to make equal partnerships a reality.
A concrete experiment was the establishment of the Global Advisory Board (GAB). The GAB was created to ingrain governance in autonomy, respect, and shared authority. This was in part a response to partners in Asia, who had emphasised: “We are proud of being Asian actors… We don’t want to be dependent on you.”
“Nothing About Us Without Us”
The GAB links local voices to the consortium’s steering committee, providing a platform to share community perspectives and needs. Positions were filled through a nomination process led by partners in 13 countries. The Board’s role is to advise on strategy, risks, and the Theory of Change.
“[M]y participation in the GAB created a mechanism for local communities—the participants of the project—to tap into global opportunities and bring them home, […] striving for a level playing field between North and South.
—Adriano Novungu, GAB member, Mozambique
Lessons for Long-Term Transformation
In working towards more equal partnerships, we must challenge traditional governance structures and develop models where local partners lead in making key decisions, including resource allocation. As GAB Chair Rulla Sarras explains, “The GAB works on several levels: at the programme level, where we can identify gaps and challenges, and at the governance level, where we can strengthen the structure of the programme. It also allows us to provide feedback […] for a second phase. Most importantly, it’s about being part of the decision-making process and the project as a whole.”
As an experiment, the GAB brought forth challenges and lessons:
- Confront embedded biases: Uneven nomination processes revealed how assumptions about capacity and risk can marginalise some partners. These assumptions must be interrogated through governance audits and accountability mechanisms that highlight partner feedback and define equity benchmarks.
- Simplify structures: Midway, the GAB flagged FAIR for ALLs overly complex design. “Why not have one governing body—one structure that represents the partners, which could be the GAB?” Rulla asked. Though it was too late for major changes, it offered valuable insight.
- Make funding governance participatory: Those that control the money, control the agenda. Another experience with a Fund Advisory Group demonstrated that including partners in funding decisions can democratise allocation and transparently align resources with community priorities.
Rethinking Governance in Development Partnerships
Good intentions are not enough. This journey showed that, without structural reform, even the most well-intentioned partnerships risk reinforcing the power imbalances they seek to dismantle.
The GAB’s establishment was delayed by unclear roles, uneven nomination processes, and lack of consensus. Without a formal mandate, it risked being seen as symbolic rather than truly strategic. Despite this, once formed, its members worked to fulfil their responsibilities, and its role continues to evolve in response to resource limitations, differing interpretations, and structural inequalities.
We learned that a new governance ethic must be grounded in structural redistribution of power, not just symbolic inclusion. Instead of improving old systems, we should be co-building new ones.
Towards a New Governance Ethic
Inclusive governance frameworks should be flexible to context, recognising diverse knowledge systems and regularly reviewing effectiveness with partner leadership.
Trust-based governance also depends on relationships, best built through consistent, in-person dialogue. Inclusive processes may be slower, but they lead to more sustainable and legitimate outcomes.
“I realised that the GAB is very important, and we need to maximise it, empower it, and scale it up.”
– Rulla Sarras, RWDS, GAB Chair