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David F. Murphy Stuart Reid The Partnering Initiative. WORKSHOP 10 October 2011. www.ThePartneringInitiative.org. Present and discuss provisional findings and draft deliverables

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workshop 10 october 2011
David F. Murphy

Stuart Reid

The Partnering Initiative

WORKSHOP 10 October 2011

www.ThePartneringInitiative.org

purpose of the workshop
Present and discuss provisional findings and draft deliverables

Facilitate a discussion around how various parts of UNESCO could work together to implement and integrate partnering practices

Gather additional information to help shape the final version of the project deliverables

Purpose of the workshop
structure of today s workshop
11.00 Introduction

11.10 Presentation of key elements from draft deliverables

11.30 Open Q & A on the work to date

11.45 Short break

12.00 Group Discussion: questions which are critical and where we are seeking more input from you

12.30 Feedback and discussion from groups

12.50 Outline of next steps in data collection and analysis

13.00 Close

Structure of today’s workshop
inception report
“Approaches to building and managing partnerships: contributing to a UNESCO partnership strategy”Inception Report
draft policy framework for strategic partnerships 187 ex 17 part iv
Provides

General co-operation principles (para III)

Specific criteria for engagement (IV, 8)

Checks & assessments (IV, 9)

Possible forms of co-operation (V, 11 & 12)

An “umbrella statement” of rules for engagement with external partners

Draft Policy Framework For Strategic Partnerships (187 EX/17 Part IV)
independent external evaluation
Such a (partnership) strategy should aim to support:

Civil society and other partners contributing to defining UNESCO’s goals rather than being regarded solely as vehicles for programme delivery;

Making UNESCO more accessible and less bureaucratic, especially important for NGOs

Renewing networks (e.g. between institutes, programmes, universities and centres of excellence) that can improve UNESCO’s links with scientists, researchers and communities of practice

A linked strategy for the “private sector” that recognises and accommodates the diversity of companies, foundations, innovative financing vehicles and public-private partnerships

Independent External Evaluation
independent external evaluation1
“Partnerships evolve over time and require appropriate structures and processes. Flexible procedures, creating opportunities for ongoing dialogue and partnership ‘styles of working’ would also facilitate partnership formation and strengthening.”Independent External Evaluation
not reinventing the wheel
a lot has been done already – umbrella statement; PS review; agreement templates; etc.

don’t want more procedures, you do want practical approaches

BUT

there have been missed opportunities

strategic re-orientation is critical for UNESCO

need to confront the challenge of building a ‘partnership culture’

Not reinventing the wheel………
partnering not partnership
Focus on the process rather than the structure:

How you present who you are

How you recognise partnering opportunities

How you work with your partners

How you learn from experience

Partnering not partnership
our deliverables
Good practice guidelines for dealing with external partners

Guidance on the identification and development of effective partnerships and partners

Tools for building and managing partnerships in each main partner category

Key lessons learned from previous and ongoing partnerships

Benchmarking of partnership approaches against comparable UN agencies.

Our deliverables
progress to date
Review of key UNESCO documentation

19 interviews, 27 staff

Online survey launched for all field offices

7 ongoing case studies of selected partnerships

Comparative review of partnership practice in 4 major UN agencies

Progress to date
d 1 good practice guidelines
Purpose is to focus attention on UNESCO’s ability to partner effectively

Each Guideline has specific recommended Actions that follow from it

Cross-cut the material being developed in survey, case studies etc

D 1: Good practice guidelines
guideline 1 achieve clarity of terminology
UNESCO uses a clear working definition of partnership, which is accepted and employed across the organisation

UNESCO uses a typology of partnerships, classifying the main types of partnership in which UNESCO engages

Guideline 1: Achieve clarity of terminology
slide16

Partnership and collaboration

  • All partnerships are forms of collaboration but not all collaborations are partnerships(and this is absolutely appropriate).
actions
Create a single, concise and clear statement of partnership for UNESCO to use in all documentation and online media

Building on the distinctions identified in the Draft Policy Framework (V, 11), create a typology of different kinds of partnership based on the purpose and function of the partnership

Provide internal guidance documents and orientation programmes to familiarise staff with new partnership terminology

Actions
guideline 2 recognise value
UNESCO recognises and clearly communicates the value for partners of working with UNESCO

UNESCO recognises and clearly communicates the value of working in partnership with each main category of partner

Guideline 2: Recognise Value
actions1
Write a clear statement of how partnership fits into the achievement of UNESCO’s overall mandate

Write a statement of the value that UNESCO brings to any partnership

Write a rationale for the way that UNESCO selects and works with partners i.e. its ‘reasons to partner’ for each main category – and the value that partner might bring

Encourage staff to make explicit recognition of the value brought to any programme by both external and internal stakeholders

Actions
guideline 3 decentralise decision making
The balance of responsibility between HQ and the field is re-designed to encourage innovation in partnership

The role of Field Offices, Category 1 Institutes and National Commissions in UNESCO partnerships is re-thought to support this process of decentralisation

The Approval and Engagement Process for partnership is simplified and streamlined without compromising reputational safeguards

Guideline 3: Decentralise decision-making
actions2
Explore the potential for decentralising some degree of the partnership engagement and approval process to regional or country offices

Consult with National Commissions to consider how they might better support UNESCO (centrally) in identifying strategically advantageous partnerships

Consider including a ‘pre-partnership’ stage to acknowledge potential for collaboration before proposals are formally processed

Actions:
guideline 4 build a partnership culture
UNESCO is committed to building a culture within the organisation which will generate and support internal cooperation and external partnership

UNESCO and its partners integrate learning into their partnerships so that partner organisations both learn from each other, and generate learning that can be shared in their respective organisations

Guideline 4: Build a partnership culture
actions3
Incorporate monitoring and review of the partnership itself rather than of just the programme outcomes.

Integrate the development of partnering skills into staff development and appraisal programmes

Encourage peer-peer learning opportunities in partnering practices between different parts of UNESCO

Actions
group discusssion
How can we re-structure UNESCO’s partnership decision-making & approvals without increasing reputational risk?

How might the different parts of UNESCO be mobilised to support this process? Approaches, roles, responsibilities, etc.

What are some of the best opportunities for UNESCO to develop more ambitious partnerships?

Which issues & partners offer the best prospects?

Group Discusssion
the relationship spectrum

PARTNERSHIP RELATIONSHIP

Transactional collaboration

The relationship spectrum
  • One party defines the programme, which is limited by their own knowledge / experience
  • Co-generation based on joint knowledge → More appropriate / implementable solutions

TRANSACTIONAL RELATIONSHIP

  • One party purchases a service from – or donates to the work of – another
  • Partners bring together complementary resources → Potential for more innovative solutions
the relationship spectrum1
The relationship spectrum

Intrinsically multi-stakeholder issue

Transactional relationship

Partnership relationship

Could be solved by one actor with enough resources

next steps
Integrate feedback from this workshop and from consultation with IOS

Complete partnership case studies

Collect data from online field survey

Complete comparisons with UN agencies

Analyse and organise data

Produce first draft of final outputs 21 October

Next Steps