Presentación de Leda Stott, directora del Programa de Alianzas del itdUPM, para la Conferencia #itdUPM2015

1. 15:00 - 17:00
Alianzas multiactor para la innovación
“Public-Private-People”
Presenta: Leda Stott
Directora del Programa de Alianzas del itdUPM

2. Partnerships and Sustainable Development
Partnership endorsed as a key approach for
achieving environmental and developmental change
Emphasis on partnerships involving UN, Governments,
business and civil society “coming together to increase
the pool of resources to tackle global problems on a
global scale” (Kofi Annan)
Sustainable development “can only be achieved with a
broad alliance of people, governments, civil society and
the private sector, all working together to secure the
future we want for present and future generations.”
(The Future We Want)

3. From PPPs to MSPs
Public Private Partnership
(PPP)
Multi Stakeholder Partnership
(MSP)
Contracts-based arrangement with
clear vertical accountability
structures
Generally less “contractual”
agreements with emphasis on
horizontal accountability
Clearer targets /
deliverables and
timeframes
More flexibility around targets /
deliverables with less determined
timeframes
Works within legal /
regulatory constructs
Partners operate within legal /
regulatory construct but partnership
is unregulated
Limited stakeholder engagement More extensive stakeholder
engagement
Source: Caplan, K. & Stott, L (2008) Defining our Terms and Clarifying our Language

4. Partnerships and the Sustainable Development Goals
Source: http://www.sustainabledevelopment2015.org/index.php/blog/295-blog-sdgs/1631-analysis-of-the-secretary-
general-s-post-2015-report

5. Partnerships for addressing “wicked problems”
Wicked problems
Difficult to
define
Cannot
easily be
separated
from other
problems
Lack of
consensus
on how to
address
problem
Lack of
availability
of
information
to assist
solutions
No right or
wrong
solutions
Unique and
changeable
Source: https://www.wickedproblems.com/1_wicked_problems.php

6. Tackling wicked problems is an evolving art. They require
thinking that is capable of grasping the big picture,
including the interrelationships among the full range of
causal factors underlying them. They often require
broader, more collaborative and innovative
approaches. This may result in the occasional failure or
need for policy change or adjustment
Government of Australia
Source: http://www.apsc.gov.au/publications-and-media/archive/publications-archive/tackling-wicked-problems

7. Reasons for working in partnership
Source: Stott, L. (2008)
How European Social Fund Managing Authorities and Intermediate Bodies Support Partnership
Access to
Resources
Focus
Coordination
Social Capital
Innovation
Capacity
Building
Empowerment
Legitimacy
Stability
Sustainability

8. Partnerships for innovation in access to basic
services

9. Tailored for specific contexts
New forms of working in partnership are emerging that are:
Assign a new role to users
Generate inclusive businesses and social
entrepreneurship
Institutionalize new models and processes
Exploring, experimenting, learning and
sharing…
Applied to whole value chains