Presentation on theme: "Why do we partner? Complex world - no one part of society can achieve sustainability alone Innovation is required to find ways for humans to live without."— Presentation transcript:
Why do we partner? Complex world - no one part of society can achieve sustainability alone Innovation is required to find ways for humans to live without destroying the earth resources that sustains us working with others can provide greater innovation, impact, resource efficiency, scale, reform and sustainability… Sustainability is everybody’s concern regardless of where they happen to work SDG target s: Enhance implementation through participatory planning, knowledge management and capacity building
What is responsible business Gets lots of public support for its products, actions and business. Increases CO’s brand recognition. Increases Foundation’s presence and importance Stability and market presence, helps gaining customers. Good image with investors, local and national governments Greater focus and acceptance on non-financial services. People see it as a well managed & well governed Foundation and a Company.
Different stakeholders see the world differently … Building on diverse perspectives leads to a more accurate overview of the issue and therefore a more appropriate solution
What is a partnership? A multi-stakeholder or cross-sector partnership for Biodiversity can be defined as: An on-going relationship between organisations from different parts of society (public, business, academic and civil society etc.) Who jointly commit and mobilise resources and competencies To expand and enhance agreed biodiversity education and conservation objectives Whilst each achieving their own individual objectives And sharing both risk and reward.
What success looks like not clearly defined and agreed Unclear purpose of any party or the partnership as a whole Wrong assumptions (self/other/baseline) Lack of Equity, Transparency, Mutual benefit Inappropriate communication Incompatibility of culture, pace, styles Staff /representative turnover Lack of institutional buy-in from any or all organisations Insufficient investment of time and money and other resources External pressure & changes (beneficiaries, economic realities) Inadequate partnership co-ordination and/or ineffective meetings Weak/inappropriate governance Insufficient peer-to-peer partnership development Partner needs not understood - value of participation not clear Relationships remain bilateral with secretariat only Disengagement from partners or over- dependence on a coordinator/secretariat Cost of communication & co-ordination time etc not factored in Partners do not feel like owners of the partnership–somebody else’s partnership. Inadequate operating structure Ineffective communication with External stakeholders Sustainability issues inadequately addressed Undelivered promises/commitment Based on similarity, not complementarity Capacity needs not addressed No/inappropriate review mechanisms Assuming that Partnership = Marriage but maybe the partnership is successful if it ends? Common bottlenecks, challenges and causes of failure
What does Partnering entail? Transactional vs. Partnering way of working –No established chain of command (line management/client) –No established operational processes & structures –Consensus, engagement, motivation, contribution, communication, co-design, commitment, accountability Partnering mind-set and skillset –Resource combining and mobilisation –Collaborative design of operations and delivery –Relationship and project management (Art and Science) –Achievement of collective and individual goals –Motivation and momentum Partnering Cycle management
Power imbalances... Core principle: Equity
Hidden agendas... Core principle: Transparency
Partners ‘winning’ at the expense of others... Core principle: Mutual benefit