1. (3) Gestione della partnership
1.1. Partnership's key success factors
1.1.1. Personal commitment
1.1.1.1. Nadim teaches the student how to use a printer
1.1.1.1.1. Nadim checks the problematical situation and later the development of his project himself
1.1.1.2. Se non c'è qualcuno che crede nel progetto, nulla andrà avanti: in una partnership ci si deve "guardare negli occhi"
1.1.2. Structured apporach
1.1.2.1. chiarezza dei compiti e degli obiettivi
1.1.3. Building incentives
1.1.3.1. fare leva sui risultati ottenuti per ri-motivare gli stakeholders nei momenti di difficoltàe "to keep the momentum"
1.1.3.1.1. in modo programmato: es. incontro con la regina
1.1.3.1.2. in modo informale, osservando e mettendo in evidenza ciò che succede: es. il coinvolgimento delle madri degli studenti
1.1.4. Culture and shared vision
1.1.5. Mutual control and ongoing direct communication
1.1.5.1. to listen to the expectations of the stakeholder is important
1.1.6. Planning the stakeholders' involvment to sustain efforts
1.1.6.1. es: involvement and interest of student's parents
1.1.7. Other factors:
1.1.7.1. Inclusion: importante è coinvolgere i partner giusti, che espongono diversi punti di vista e contributi complementari
1.1.7.2. Accountability
1.1.7.3. Condividere i rischi, costi e benefici
1.1.7.4. Etica
1.1.8. Contratti
1.1.8.1. specificati i ruoli e le attività che ogni partner dovrà svolgere, gli interessi e i profitti che ogni partner ne potrà trarre, …
1.2. Suggerimenti per la gestione delle multiple partnerships
1.2.1. Harvard Business Review, "How to Manage Multiple Partnerships"
1.2.2. 1) Be clear about the external needs of your strategy and think hard about where you might get them. You also need to understand the strategic options of your partners to evaluate the value of exclusivity and the risk of a break-up later on
1.2.3. 2) Design your partnerships to manage the trade-off that arises in any exclusive deal: You want to leave yourself room to make additional deals if those are needed, but not at the cost of losing the necessary commitment of your partners
1.2.4. 3) keep an eye on how you will capture value from your collection of partners. Your partnership team must be able to play together well enough to win in the competition against other teams. That of course requires sharing the spoils of winning.
1.3. Due forme di partenariato
1.3.1. Contrattuale: l’amministrazione e i privati regolano i loro impegni unicamente su una base convenzionale.
1.3.2. Istituzionalizzato: la cooperazione tra pubblico e privato avviene attraverso un soggetto giuridico distinto, come può essere una società di capitali a partecipazione mista, pubblica e privata.
1.4. Formal and informal coordination mechanisms used in the partnership
1.4.1. formal mechanisms
1.4.1.1. agreements in form of written contracts which define on hierarchy, partners' defined roles, modus operandi etc.
1.4.1.2. formal communication arrangements
1.4.1.2.1. regular meetings (e.g. the school council)
1.4.2. informal mechanisms
1.4.2.1. direct interactions
1.4.2.2. informal communication
1.4.2.3. shared vision that everyone follows
2. (2) Perché le partnerships tra settore pubblico e privato sono sempre più frequenti?
2.1. Changes in society that lead to an increasing role of public-private partnerships:
2.1.1. Il ruolo e il potere degli stati sta diminuendo, a favore di un aumento della sfera di influenza del settore privato- business
2.1.2. Sfide globali come i cambiamenti climatici, la publich health e l'educazione hanno un impatto sul busines sempre più riconosciuto
2.1.2.1. Gli stati non riescono ad affrontare questi problemi che vanno oltre i loro confini;
2.1.2.2. viceversa le aziende trascendono sempre di più i confini nazionali, hanno sedi e stakeholders distribuiti in aree geografiche più ampie e quindi una maggiore possibilità di impatto su questi problemi
2.1.3. more active civil society
2.1.3.1. l'influsso della mass media sulla gente: la gente è più informata e sensibilizzata
2.2. Rinalia Abdul Rahim: "Partnerships are formed between the public sector, private sector and civil society because sustainable and equitable development is a core responsibility of every sector and each can provide a unique and complementary sectoral contribution. Each sector has a different and self-serving reason for wanting to enter in such partnerships."
2.2.1. pool knowledge and resources across sectors
2.2.2. facilitate mutual learning
2.2.3. promote diversity-driven innovation
2.2.4. extend reach and impact
2.2.5. enhance accountability
2.2.6. enhance the ability to address complexity and scale-up of development initiatives
3. (4) Main implementation challenges
3.1. fragility
3.1.1. assicurarsi che tutti gli stakeholders continuano a dare il loro contributo, nonostante la fatica e la mancanza di risultati immediati
3.2. timelines and cooperation challenges
3.2.1. obtain an equal involvement of all stakeholders
3.2.2. implement democracy in decision making for all stakeholders
3.2.3. the role of Mohammed as a coordinator between all stakeholders
3.2.4. conciliare abitudini completamente diverse riguardo a tempi e ritmi di lavoro (Toyota->business, school council->democracy)
3.3. expectation management
3.3.1. transparency of information
3.3.2. share knowledge equally
3.3.3. regular information updates to avoid wrong expectations
3.3.4. gestione delle aspettative reciproche: da un partner non ci si può aspettare più di quello che può dare (es: Toyota come "fairy godfather")
3.3.5. gestione delle aspettative degli stakeholders sul progetto: occorre che sia chiaro a tutti che non si può pretendere che funzioni tutto subito
4. (1) Definitions
4.1. "Towards Global Partnership, Report of the Secretary General”
4.1.1. “Partnerships are commonly defined as voluntary and collaborative relationships between various parties, both State and non-State, in which all participants agree to work together to achieve a common purpose or undertake a specific task and to share risks, responsibilities, resources, competencies and benefits.”
4.2. Susan Wilson Solovic
4.2.1. "[...] Whatever the relationship, the start of a partnership is much like the beginning of a romantic relationship. The parties are euphoric and it may seem as though nothing could go amiss. Time for a strong dose of reality."
4.3. Rinalia Abdul Rahim:
4.3.1. " MSPs are about partnerships that are greater than the sum of its parts and about creating lasting and meaningful impact at all levels of action. They are meant to promote a more holistic approach to development and better governance.
4.4. "Global Knowledge Partnership"
4.4.1. Strategic collaboration between Governments, business and civil society
4.4.2. Aggregation of resources and competencies for the resolution of challenges regarding a common issue
4.4.3. Neither outsourcing arrangements
4.4.4. Nor client-contractor relations
4.4.5. But pursue a shared vision and promote a work ethos that exploits mutual self interest
5. (5) Madrasati - Toyota case
5.1. Partner's individual interests
5.1.1. Madrasati
5.1.1.1. Migliorare la qualità dell'educazione in Giordania
5.1.1.1.1. Madrasati's strategy
5.1.1.2. enhance the Queen's role and visibility
5.1.2. Ministry of Education
5.1.2.1. school improvement: non solo un interesse ma una responsabilità
5.1.3. CTA - Toyota
5.1.3.1. Corporate social responsibility strategy with following effects:
5.1.3.1.1. employee motivation
5.1.3.1.2. company integrity
5.1.3.1.3. reputation
5.1.3.1.4. better trained (future) employees
5.1.3.1.5. informed customers
5.1.3.1.6. branding
5.1.4. Jordan Education Initiative
5.1.4.1. improve the use of IT in education
5.2. Partner's individual contributions
5.2.1. Husban Secondary School for Boys
5.2.1.1. Principal
5.2.1.1.1. catalyst-relationships
5.2.1.1.2. legitimacy
5.2.1.2. School Council
5.2.1.2.1. connecting stakeholders: è il punto di incontro degli stakeholders
5.2.1.2.2. Consensus provider: è il luogo dove si discute e dove ci si cerca di allineare su strategie condivise
5.2.1.2.3. feedback provider: essendo "sul territorio" hanno il senso concreto delle cose e della situazione, possono fare da "antenna" per i problemi
5.2.2. Madrasati
5.2.2.1. The Queen
5.2.2.1.1. role of flagship
5.2.2.1.2. motivator
5.2.2.1.3. legitimacy
5.2.2.1.4. charismatic person
5.2.2.2. The Community mobilizer
5.2.2.2.1. expertise in partnering
5.2.2.2.2. networking
5.2.2.2.3. tools (SWOT)
5.2.2.2.4. feedback
5.2.3. Ministry of Education
5.2.3.1. license as final decision maker: senza la sua approvazione nulla può essere fatto.
5.2.3.2. long-term maintenance: evita il rischio che il progetto sia vano perchè, esaurito l'entusiasmo iniziale, viene lasciato cadere
5.2.4. CTA-Toyota
5.2.4.1. Nadim Haddad as marketing manager (and George Haddad as CEO)
5.2.4.1.1. finances
5.2.4.1.2. managerial knowledge: esempio della stempante: non solo mettono a disposizione gli strumenti, ma insegnano a gestirli
5.2.4.1.3. networks
5.2.4.1.4. tempo ed energie dedicate
5.2.5. Jordan Education Initiative
5.2.5.1. ICT Infrastructure and training: competenze sia di tecnologia che di gestione dell'implementazione
6. (6) ESEMPI
6.1. Africa - EU
6.1.1. Shared vision
6.1.1.1. Economic cooperation and the promotion of sustainable development in both continents
6.1.1.2. Successive short-term Action Plans and enhanced political dialogue at all levels.
6.1.2. Principles
6.1.2.1. This partnership will be guided by the fundamental principles of the unity of Africa, the interdependence between Africa and Europe, ownership and joint responsibility, and respect for human rights, democratic principles and the rule of law, as well as the right to development
6.1.2.2. Governed by strengthened political dialogue, co-management and co-responsibility in our bilateral cooperation and towards global issues..
6.1.3. The main objectives of this long-term strategic partnership
6.1.3.1. To reinforce and elevate the Africa-EU political partnership to address issues of common concern.
6.1.3.2. To strengthen and promote peace, security, democratic governance and human rights, fundamental freedoms, gender equality, sustainable economic development, including industrialisation, and regional and continental integration in Africa, and to ensure that all the Millennium Development Goals (MDGs) are met in all African countries by the year of 2015.
6.1.3.3. To jointly promote and sustain a system of effective multilateralism, with strong, representative and legitimate institutions, and the reform of the United Nations (UN) system and of other key international institutions, and to address global challenges and common concerns
6.1.3.4. To facilitate and promote a broad-based and wide-ranging people-centred partnership, Africa and the EU will empower non-state actors1 and create conditions to enable them to play an active role in development, democracy building, conflict prevention and post-conflict reconstruction processes
6.1.4. Strategies
6.1.4.1. Strategic Framework
6.1.4.2. Strategic Priorities
6.2. TGF
6.2.1. lotta contro l’Aids, Tubercolosi e Malaria in tutto il mondo
6.2.1.1. Per combattere contro queste malattie, non basta mettere a disposizione un rifornimento di medici nei paesi colpiti. The Global Fund cerca di aiutare i paesi di trovare modi per sterminare queste malattie.
6.2.1.2. “If a person is hungry, you’re doing good in giving him or her a fish to eat. But you are doing even better if you teach him fishing!”
6.2.2. Uno degli elementi chiave, su cui si basa “tutto ciò che l’organizzazione fa”:
6.2.2.1. Partnership – The only way to defeat AIDS, TB and malaria is by working together. Under the Global Fund business model, the work is carried out by all stakeholders working together, including government, civil society, communities living with the disease, technical partners, the private sector, faith-based organizations, academics, and other multilateral and bilateral agencies.
6.3. Fiat - BID - AVSI
6.3.1. Partenariato di successo per lo sviluppo sostenibile
6.3.1.1. Fiat : "fabbrica verde", stabilimento sostenibile in Brazile
6.3.1.1.1. Ridurre i costi logistici
6.3.1.1.2. Consentire lo sviluppo e la crescita dell'economia locale
6.3.1.1.3. Rafforzare l'industria nazionale
6.3.1.1.4. Aumento di produzione d'auto con più offerte di lavoro
6.4. UNESCO
6.4.1. Multi-stakeholder partnerships are considered an important strategy to complement public education financing.
6.4.1.1. In delivering education, the State should not be alone: it does so together with families, communities, civil society organization, the private sector and others
6.4.1.1.1. We need to do a better job of harnessing all of these stakeholders to improve the delivery and financing of education.”
6.5. Partnership to prevent trafficking in the garment industry in India
6.5.1. Gap launched a comprehensive program to monitor and improve working conditions at sub-contracted facilities producing embroidered handwork on garments
6.5.1.1. Working with local and global civil society groups to improve its own monitoring programs
6.5.1.2. Cooperating closely with local child advocacy organizations
6.5.1.3. Co-hosting an industry-wide, multi-stakeholder workshop on forced labor and child trafficking in the apparel industry
6.5.1.4. Sponsoring the establishment of a permanent multi-stakeholder think tank, coordinated by the Indian Ministry of Women and Child Development, to promote public—private partnerships in the fight against human trafficking.
6.6. WWF - Coca Cola
6.6.1. conservare le risorse di acqua dolce nel mondo
6.7. Fairtrade Max Havelaar
6.7.1. Fairtrade business model come esempio di MSP
6.7.2. Stakeholders:
6.7.2.1. galassia di piccoli produttori indipendenti
6.7.2.2. fondazione indipendente che conferisce il label "fairtrade"
6.7.2.3. distributori che devono accettare i prodotti fairtrade, riducendo i guadagni
6.8. Migros - WWF
6.8.1. Migros e il WWF hanno indetto il concorso di idee «Idées Vertes» per la ricerca di idee imprenditoriali innovative per promuovere un consumo sostenibile.
6.8.2. Vincono due giovani imprenditrici
6.8.2.1. Nuova start-up che si avvia bene
6.8.2.1.1. Partnership tra giovani e professionisti navigati
6.9. Fusione BMW - Toyota
6.9.1. sviluppo congiunto di batterie agli ioni di litio
6.9.2. accordo stipulato per rafforzare entrambi i costruttori dul piano tecnologico
6.10. Ten Lessons on Multi-Stakeholder Partnerships
6.10.1. The lessons come out of our experience with four initiatives: The Partnership for Child Nutrition (India), the African Public Health Leadership and Systems Innovation Initiative (Namibia), the Aboriginal Leadership Initiative (Canada), and the Agricultural Transformation Agency (Ethiopia).
6.10.1.1. 1. Go it alone…if you can: Not all issues are appropriate for a partnership approach.
6.10.1.2. 2.Start-up is half the battle..: Partnerships are often born out of political will. Avoiding pressure to move prematurely to action and addressing questions of purpose, power, and success criteria early on increase the likelihood of later success.
6.10.1.3. 3. Do your homework
6.10.1.4. 4. Find the bridgers: Multi-stakeholder partnerships may best be guided by “bridging leaders”
6.10.1.5. 5. Let go: Enabling partners to let go often creates new space for innovation and collaboration.
6.10.1.6. 6. Engage the community: Partnerships can often operate at a level divorced from on-the-ground realities as experienced by the people we seek to help.
6.10.1.7. 7. Envision scale but start small: It is key to clearly articulate a vision for change at scale while at the same time acting in small steps
6.10.1.8. 8. Work multiple levels simultaneously: To bring about broad-based change, Synergos has found it effective to work at multiple levels
6.10.1.9. 9. Shift the institutional arrangements :involves shifting “institutional arrangements,” altering the nature of institutions or the relationship between them in order to unlock new action,..
6.10.1.10. 10. Measure the tangible as well as the intangible: Each type of change necessary, but alone may not sufficient, to bring about a lasting impact.
6.11. The Global Knowledge Partnership
6.11.1. Shares knowledge and builds partnerships to realise the transformative potential of knowledge, communication, and information technologies to improve lives, reduce poverty and empower people
6.11.2. GKP Partnership principles were defined
6.11.2.1. All Partners maintain their own identity and autonomy, have equal rights and are enabled to design their own future
6.11.2.2. GKP is driven by shared values and mutual respect
6.11.2.3. Transparency and trust are essential
6.12. Goals of "La Dynamique Multisectorielle pour les Technologies de l’Information et de la Communication"
6.12.1. multi-stakeholder ICT policy advocacy group in the Democratic republic of the Congo,
6.12.1.1. How do you deal with the challenges of multi-stakeholder partnerships?
6.12.1.1.1. Different groups of stakeholders are likely to compete with each other
6.12.1.1.2. External funding resources may be limited and not always easy to identify and access.
6.12.1.1.3. Finding common ground between various stakeholders requires strong negotiation and facilitation skills.
6.12.1.1.4. Multi-stakeholder processes run the danger of becoming no more than endless talk shops
6.12.1.1.5. The existence of many initiatives will result in a fragmented process
6.12.1.1.6. Multi-stakeholder partnerships rely heavily on the presence of a visible and active champion
6.12.1.1.7. Volunteerism is not sustainable
6.12.2. • Development of a national backbone infrastructure • Development of a national ICT policy and strategy • Fostering ICT regulation and legislation • Promotion of content and applications to advance post-conflict social and economic development • Distribution of ICT equipment and resources to improve access to computers and the internet.
6.13. Public Private Partnership in the Health sector
6.14. A Partnership to combat child labour in the chocolate and cocoa industry
6.15. Il film Invictus
6.15.1. MSR e in particolare il contatto diretto dei "dipedenti" con le opere sostenute come modo per ritrovare motivazione e senso del proprio lavoro