Doing the ‘donor dance’: agency in unequal NGO partnerships in Nigeria’s farmer-herder conflict

Abstract

Partnerships between international and local NGOs (INGOs and LNGOs) have often been analysed using principal–agent theory, where INGOs treat LNGOs as implementing agents and control their actions. The paper examines how LNGOs can improve their agency in these relationships to create more equal partnerships and thus greater local ownership. We propose a framework in which LNGOs can draw on material, organizational and ideational sources of power to improve their agency. The framework is applied to a case of a peacebuilding project in Nigeria’s farmer–herder conflict. The project was run by an INGO in partnership with two Nigerian LNGOs. The LNGOs had rather different experiences of the partnership. The paper argues that these are explained by differences in their organizational power and how this power was enhanced by ideational power. Material power mattered, but did not play a central role. The findings show that LNGOs can enhance their positions in partnerships if they have effective internal policies and procedures, local and contextual knowledge, and can frame these strategically.