This document discusses multi-actor partnerships for innovation. It argues that partnerships between public, private and community partners have the potential to generate innovative solutions to complex problems through collaboration. The document outlines seven cross-cutting themes for successful partnerships: 1) leveraging diverse perspectives, 2) balancing innovation with accountability, 3) establishing shared language, 4) inclusive engagement, 5) professionalizing partnership brokers, 6) integrating innovations, and 7) improving knowledge management. It provides questions to guide reflection on how partnerships can promote innovation and how to address challenges in collaborative working.
Mix of Interventions increase Company Growth and Renewal - Impact Brief 2/2019Vapaa_Jakelu
Interventions can be shared to financial or non-financial modes to encourage companies for renewing innovations and accelerating global growth. Most of impact studies concentrate either on grants or other modes in finding most valuable results of these interventions. This brief discusses shortly about the main findings of recently published studies if both modes are used concurrently.
African Union Ministerial 2015: Multi-Stakeholder Partnerships (MSPs)Internet Society
Multi-Stakeholder Partnerships (MSPs) are groupings of Civil society, private sector, individuals, governments, IGO’s, technical community and other stakeholders that come together for a common purpose.
Beauty & Personal Care Products Sustainability Summit v2zq
Beauty & Personal Care Products Sustainability Summit - Resources for Healthy Children www.scribd.com/doc/254613619 - For more information, Please see Organic Edible Schoolyards & Gardening with Children www.scribd.com/doc/254613963 - Gardening with Volcanic Rock Dust www.scribd.com/doc/254613846 - Double Food Production from your School Garden with Organic Tech www.scribd.com/doc/254613765 - Free School Gardening Art Posters www.scribd.com/doc/254613694 - Increase Food Production with Companion Planting in your School Garden www.scribd.com/doc/254609890 - Healthy Foods Dramatically Improves Student Academic Success www.scribd.com/doc/254613619 - City Chickens for your Organic School Garden www.scribd.com/doc/254613553 - Huerto Ecológico, Tecnologías Sostenibles, Agricultura Organica www.scribd.com/doc/254613494 - Simple Square Foot Gardening for Schools - Teacher Guide www.scribd.com/doc/254613410 - Free Organic Gardening Publications www.scribd.com/doc/254609890 ~
Mix of Interventions increase Company Growth and Renewal - Impact Brief 2/2019Vapaa_Jakelu
Interventions can be shared to financial or non-financial modes to encourage companies for renewing innovations and accelerating global growth. Most of impact studies concentrate either on grants or other modes in finding most valuable results of these interventions. This brief discusses shortly about the main findings of recently published studies if both modes are used concurrently.
African Union Ministerial 2015: Multi-Stakeholder Partnerships (MSPs)Internet Society
Multi-Stakeholder Partnerships (MSPs) are groupings of Civil society, private sector, individuals, governments, IGO’s, technical community and other stakeholders that come together for a common purpose.
Beauty & Personal Care Products Sustainability Summit v2zq
Beauty & Personal Care Products Sustainability Summit - Resources for Healthy Children www.scribd.com/doc/254613619 - For more information, Please see Organic Edible Schoolyards & Gardening with Children www.scribd.com/doc/254613963 - Gardening with Volcanic Rock Dust www.scribd.com/doc/254613846 - Double Food Production from your School Garden with Organic Tech www.scribd.com/doc/254613765 - Free School Gardening Art Posters www.scribd.com/doc/254613694 - Increase Food Production with Companion Planting in your School Garden www.scribd.com/doc/254609890 - Healthy Foods Dramatically Improves Student Academic Success www.scribd.com/doc/254613619 - City Chickens for your Organic School Garden www.scribd.com/doc/254613553 - Huerto Ecológico, Tecnologías Sostenibles, Agricultura Organica www.scribd.com/doc/254613494 - Simple Square Foot Gardening for Schools - Teacher Guide www.scribd.com/doc/254613410 - Free Organic Gardening Publications www.scribd.com/doc/254609890 ~
Nemode Research Workshop Report, AAM and Staffordshire UniversityAAM_Associates
In February 2015 we held a discursive research workshop inviting industry professionals from the creative arts sector to interrogate and discuss the statement: Exploring the barriers to developing new data-driven business models in the creative arts sector.
This report highlights the key areas of discussion.
COLLABORATIONS AMONG NONPROFIT ARTS ORGANIZATIONS come in all shapes and sizes, and can be initiated for any number of purposes. While collaborations in the arts sector are pervasive, the practice of collaboration is not well understood or it is not consistently applied.
In contrast, the approaches to collaboration in other sectors are researched, detailed and well documented. This toolkit relies on these collaborative practices, yet its aims to set forth a practice that is adapted for nonprofit arts organizations.
Impact investing - which helps address social and/or environmental problems while also turning a profit - could unlock substantial for-profit investment capital to complement philanthropy in addressing pressing social challenges.
This presentation, given at the inaugural Global Impact Investing Network Investor Forum, discusses the priority barriers in scaling for-impact enterprises and examples of innovative acceleration platforms currently operating within the space.
Crowdfunding Training Material for Small and Medium Sized Enterprises - (abri...ikosom GmbH
Within the framework of the Crowd-Fund-Port project, ikosom - one of the Project Partners - created a comprehensive training material for small and medium sized enterprises to improve their access to capital through online platforms.
In seven modules it explains “Crowdfunding” and how to prepare a successful Crowdfunding-campaign. It is meant to be used by our Project Partners, who are hosting local/regional trainings for SMEs to learn about Crowdfunding, successful campaigns, best practices in building a community and choosing the right Crowdfunding platform.
Here you find an abridged version of Module 07 - Crowdfunding exercises. Especially if you are working as a Crowdfunding Consultant in Central Europe, you can use this material in your own trainings.
To get full access to the seven modules, please visit https://www.CrowdFundPort.eu.
Crowd-Fund-Port is a project funded by the Innovation and Knowledge Priority of the Interreg Central Europe Programme. The aim of the project is to support SMEs in Central Europe in accessing capital and strengthen Crowdfunding Ecosystems in Austria, Croatia, Czech Republic, Germany, Hungary, Italy, Poland, Slovakia and Slovenia.
Every company, of every size, in every corner of the globe collaborates on one level or another. At one end of the spectrum lies tactical communication and coordination between people, teams, partners and customers. However, the other end of the spectrum is reserved for those who have established the tools, process and culture, and optimized their environment for Collaboration - those who are Collaborating with a "big C". White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
Abstract
Purpose – The purpose of this paper is to describe the main obstacles for innovation in Dutch
consultancy firms by focusing on the strength of informal knowledge sharing as an avenue for innovation.
Design/methodology/approach – This paper is the result of an empirical study based on in-depth
interviews with 29 consultants in the Netherlands.
Findings – The process of innovation can be problematic in consultancy firms. Consultants do simply
not find the time to innovate, since they are mainly rewarded for client related work (billable hours). In
order to innovate consultants need to share knowledge with clients, colleague consultants and their
experienced superiors. The knowledge sharing routes the consultant can use, as described in this
paper, are: codified, formal knowledge and informal knowledge sharing. This paper claims that the most
fruitful route to innovation is informal knowledge sharing.
Originality/value – The importance of informal knowledge is supported by Hofstede’s description of the
Dutch business culture as being feminine, cultivating low power distance (low degree of inequality) and
being highly individualistic. However, despite the support of the Dutch cultural setting, which supports
informal knowledge sharing, this research describes the lack of management support in the innovation
process as one of the main barriers to innovation.
Keywords Innovation, Management consultancy, Knowledge sharing
Paper type: Research paper
MindLabs Christian Bason holdt foredrag i GovLab, New York, hvor nytænkning af offentlig styring var på dagsordenen. Se Christians slides om hans erfaringer fra forskningsarbejde om hvordan offentlige ledere engagerer sig i designmetoder for at finde nye løsnings- og styringsmodeller
Organisations are increasingly realising the power of networks to create the greatest impact for society. Working collaboratively with a network of partners can increase your reach, generate efficiencies and stimulate innovation.
Yet, approaches to working in networks vary widely and each approach has a unique set of associated challenges. In our latest Briefing Paper, Aleron brings together the insight of expert practitioners in the field to bring clarity to the complex area of network working in the social sector.
Mapping the expectations of the Dutch Strategic PartnershipsMargit van Wessel
In 2016, The Netherlands Ministry of Foreign Affairs started a new and highly innovative policy programme entitled 'Dialogue and Dissent. Strategic Partnerships for Lobby and Advocacy'. In this programme, the Ministry, NGOs and their partners in low- and lower-middle income countries work together. As partners in lobby and advocacy. And in the development of lobby and advocacy capacity of civil society organisations in low- and lower-middle income countries. This is no easy feat. Presently, the programme is in the middle of developing the partnerships further. Together with Lau Schulpen, Thea Hilhorst and Kees Biekart I developed a research report that charts the expectations of partnerships among those involved, points out challenges and possible ways forward to make the programme into a success. For this research, our team conducted interviews with staff of NGO alliances, Ministry staff (including Royal Netherlands Embassy staff). We also conducted a survey of several hundred partner organisations in low- and lower-middle income countries. Find the report here: http://repub.eur.nl/pub/95390
Nemode Research Workshop Report, AAM and Staffordshire UniversityAAM_Associates
In February 2015 we held a discursive research workshop inviting industry professionals from the creative arts sector to interrogate and discuss the statement: Exploring the barriers to developing new data-driven business models in the creative arts sector.
This report highlights the key areas of discussion.
COLLABORATIONS AMONG NONPROFIT ARTS ORGANIZATIONS come in all shapes and sizes, and can be initiated for any number of purposes. While collaborations in the arts sector are pervasive, the practice of collaboration is not well understood or it is not consistently applied.
In contrast, the approaches to collaboration in other sectors are researched, detailed and well documented. This toolkit relies on these collaborative practices, yet its aims to set forth a practice that is adapted for nonprofit arts organizations.
Impact investing - which helps address social and/or environmental problems while also turning a profit - could unlock substantial for-profit investment capital to complement philanthropy in addressing pressing social challenges.
This presentation, given at the inaugural Global Impact Investing Network Investor Forum, discusses the priority barriers in scaling for-impact enterprises and examples of innovative acceleration platforms currently operating within the space.
Crowdfunding Training Material for Small and Medium Sized Enterprises - (abri...ikosom GmbH
Within the framework of the Crowd-Fund-Port project, ikosom - one of the Project Partners - created a comprehensive training material for small and medium sized enterprises to improve their access to capital through online platforms.
In seven modules it explains “Crowdfunding” and how to prepare a successful Crowdfunding-campaign. It is meant to be used by our Project Partners, who are hosting local/regional trainings for SMEs to learn about Crowdfunding, successful campaigns, best practices in building a community and choosing the right Crowdfunding platform.
Here you find an abridged version of Module 07 - Crowdfunding exercises. Especially if you are working as a Crowdfunding Consultant in Central Europe, you can use this material in your own trainings.
To get full access to the seven modules, please visit https://www.CrowdFundPort.eu.
Crowd-Fund-Port is a project funded by the Innovation and Knowledge Priority of the Interreg Central Europe Programme. The aim of the project is to support SMEs in Central Europe in accessing capital and strengthen Crowdfunding Ecosystems in Austria, Croatia, Czech Republic, Germany, Hungary, Italy, Poland, Slovakia and Slovenia.
Every company, of every size, in every corner of the globe collaborates on one level or another. At one end of the spectrum lies tactical communication and coordination between people, teams, partners and customers. However, the other end of the spectrum is reserved for those who have established the tools, process and culture, and optimized their environment for Collaboration - those who are Collaborating with a "big C". White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
Abstract
Purpose – The purpose of this paper is to describe the main obstacles for innovation in Dutch
consultancy firms by focusing on the strength of informal knowledge sharing as an avenue for innovation.
Design/methodology/approach – This paper is the result of an empirical study based on in-depth
interviews with 29 consultants in the Netherlands.
Findings – The process of innovation can be problematic in consultancy firms. Consultants do simply
not find the time to innovate, since they are mainly rewarded for client related work (billable hours). In
order to innovate consultants need to share knowledge with clients, colleague consultants and their
experienced superiors. The knowledge sharing routes the consultant can use, as described in this
paper, are: codified, formal knowledge and informal knowledge sharing. This paper claims that the most
fruitful route to innovation is informal knowledge sharing.
Originality/value – The importance of informal knowledge is supported by Hofstede’s description of the
Dutch business culture as being feminine, cultivating low power distance (low degree of inequality) and
being highly individualistic. However, despite the support of the Dutch cultural setting, which supports
informal knowledge sharing, this research describes the lack of management support in the innovation
process as one of the main barriers to innovation.
Keywords Innovation, Management consultancy, Knowledge sharing
Paper type: Research paper
MindLabs Christian Bason holdt foredrag i GovLab, New York, hvor nytænkning af offentlig styring var på dagsordenen. Se Christians slides om hans erfaringer fra forskningsarbejde om hvordan offentlige ledere engagerer sig i designmetoder for at finde nye løsnings- og styringsmodeller
Organisations are increasingly realising the power of networks to create the greatest impact for society. Working collaboratively with a network of partners can increase your reach, generate efficiencies and stimulate innovation.
Yet, approaches to working in networks vary widely and each approach has a unique set of associated challenges. In our latest Briefing Paper, Aleron brings together the insight of expert practitioners in the field to bring clarity to the complex area of network working in the social sector.
Mapping the expectations of the Dutch Strategic PartnershipsMargit van Wessel
In 2016, The Netherlands Ministry of Foreign Affairs started a new and highly innovative policy programme entitled 'Dialogue and Dissent. Strategic Partnerships for Lobby and Advocacy'. In this programme, the Ministry, NGOs and their partners in low- and lower-middle income countries work together. As partners in lobby and advocacy. And in the development of lobby and advocacy capacity of civil society organisations in low- and lower-middle income countries. This is no easy feat. Presently, the programme is in the middle of developing the partnerships further. Together with Lau Schulpen, Thea Hilhorst and Kees Biekart I developed a research report that charts the expectations of partnerships among those involved, points out challenges and possible ways forward to make the programme into a success. For this research, our team conducted interviews with staff of NGO alliances, Ministry staff (including Royal Netherlands Embassy staff). We also conducted a survey of several hundred partner organisations in low- and lower-middle income countries. Find the report here: http://repub.eur.nl/pub/95390
Artikel ilmiah ini adalah pengembangan dari tugas individual penulis saat S2 di The Hague Univ. Fokus tulisan ini adalah pada metode praktis untuk mengaplikasikan keterampilan komunikasi pada level organisasi atau perusahaan, terutama strategi pelaksanaan dialog dengan stakeholder.
Artikel ini sebelumnya telah dipublikasikan pada jurnal ilmiah inspirasi. Univ. Muhammadiyah Bengkulu. ISSN 0854-4808.
Technical session: Multiactor partnerships in humanitarian contexts. An approach from the practice, celebrated on 29th May, 2017. Facilitators: Leda Stott, International Expert in multiactor partnerships; and Alejandra Rojo, Alianza Shire’s Coordinator
Social Innovation & Open Innovation - Coaching Material for Social Entrepreneursikosom GmbH
Definition of Social Innovation, Open Innovation and Co-Design in Social Business contexts. This slide is part of the project "CE-RESPONSIBLE " by Interreg Central Europe. Hear the presentation at www.net4socialimpact.eu
The MaFI-festo is one of MaFI’s initiatives to change the world. The MaFI festo is about promoting collaboration between practitioners, donors and other key stakeholders to boost development effectiveness through facilitation of inclusive markets and private sector engagement.
4th Wheel aims to aid implementation staff in implementing social projects, conceptualizing program design, developing outreach and marketing plans, forming partnerships, engaging employees based on core competencies, and assessing their organisational impact. Currently we offer training programs on program design, implementation and impact evaluation methodologies and techniques at all organisational levels, with a special focus on field staff whose role is crucial, as they have regular engagement with beneficiaries and have to report to the management.
We offer a broad-range of consultancy and training services to ensure that stakeholders are equipped to conceptualize and implement social programs that are impactful, measurable and sustainable.
Stakeholder involvement for local Action Plans definition: approach, methods ...Sabrina Franceschini
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Presentación del diálogo (im)probable con Giulio Quaggiotto.
Un diálogo (im)probable con Francisco Ferreira, profesor asociado de la Facultad de Ciencia y Tecnología de la Universidad de Nova de Lisboa e investigador del CENSE – Centro de Investigación en Medio Ambiente y Sostenibilidad.
Presentación de Yago Bermejo utilizada durante el diálogo (im)probable "La dimensión democrática de la transición justa: ¿se está escuchando a la ciudadanía?
¿Cómo puede la colaboración entre universidades, ayuntamientos y organizaciones de la sociedad civil de Europa y Ucrania impulsar una reconstrucción climáticamente neutra y equitativa de las ciudades ucranianas?
Presentación usada para el diálogo (im)probable del 31 de octobre de 2023 por Olga Kordas, de Viable Cities y Unicities
Documento compartido en el marco del diálogo (im)probable "Filantropía comunitaria para fortalecer vínculos desde lo local", celebrado el 14 de junio en el itdUPM.
Documento compartido en el marco del diálogo (im)probable "Entornos escolares como motores de cambio hacia la acción climática", celebrado el 10 de mayo en el itdUPM.
Documento compartido en el marco del diálogo (im)probable "Entornos escolares como motores de cambio hacia la acción climática", celebrado el 10 de mayo en el itdUPM.
Libro digital compartido en el marco del diálogo (im)probable "Barrios Productores: agricultura urbana y economía verde en Madrid", celebrado el 28 de febrero en el itdUPM.
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Este estudio de la demanda de madera en Madrid Nuevo Norte (MNN) pretende estimar la demanda potencial de madera en el plan director de MNN para establecer las necesidades de suministro en un escenario idealizado de construcción con madera, simulando el volumen máximo de demanda de madera para las estructuras y fachadas para las diferentes tipologías edificatorias en base a la masa edificatoria actual.
Documento en inglés. Elaborado por Arup.
Este informe de análisis de impacto ofrece una visión general del potencial de aumento del uso de la madera en España desde la perspectiva del aumento de la oferta de madera y sus posibles beneficios indirectos, recopilando y presentando datos estructurados sobre el estado de los bosques españoles y de la UE.
Documento en inglés. Elaborado por Dark Matter Labs.
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Working paper: Multi-actor Partnerships for Innovation
1.
Working Paper itdUPM. Version 1
Multiactor Partnerships for Innovation
From Public Private Partnerships to Public Private People Partnerships
itdUPM meeting. 13 May 2015. Agronomists Technical School, Technical University of Madrid (UPM). 13:30 15:30h
itdUPM is a centre included in the Polytechnic University of Madrid that promotes and participates in the
design, validation and implementation of innovative projects. itdUPM provides education in human
development and sustainability. Due to the practical experience gained together with its partner organizations,
itdUPM is called to generate thoughts and attitudes on key issues on the global agenda of sustainability.
During 2015, itdUPM will develop a series of starting-point papers that will contribute to stimulate the debate
on several key issues in this agenda. Each document will be the working basis of each block of the conference
of "Innovation for Development" that will be held in June.
This is the second of those documents, which is based on the participation of itdUPM in several projects, as
well as in previous documents that have been produced by different researchers and alumni of the Master in
Technology for Human Development, and the contrast meeting with various groups of interest.
Context
Partnerships have grown in popularity since the mid-1990s. At that time, coinciding with an interest in
Corporate Social Responsibility (CSR) and concerns around public sector spending, the emphasis was very much
on the promotion of improved business engagement with other sectors of society, including government and
non-governmental organisations (NGOs). A central trend was the development of Public Private Partnerships
(PPPs) in which the public sector contracted businesses to provide services or construct infrastructure. With
time-bound delivery conditions these PPPs were hierarchical relationships involving a limited number of
stakeholders. Since then, the push for a more sustainable form of development with attention to resource
limitations and ecological thresholds, poverty, inequality and social exclusion, as well as a growing emphasis on
democratic governance and citizen’s participation in decision-making, has led to the creation of more fluid
collaborative mechanisms involving a wider range of stakeholders and more horizontal relationships between
partners. Such multi-actor partnerships are positioned as central to the post-2015 development agenda and
achievement of the Sustainable Development Goals (SDGs) .1
One of the reasons for the centrality of multi-actor partnerships in the post-2015 development agenda is their
potential for promoting, supporting, initiating and shaping innovative solutions to “wicked problems”. Wicked
1
https://sustainabledevelopment.un.org/sdgsproposal
1
2.
problems are problems that are hard to address because of incomplete and contradictory information,
changing contexts and requirements and/or resistance to resolving them. According to the Australian
Government,
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. 2
The “broader, more collaborative and innovative approaches” highlighted above include new partnerships with
higher levels of ambition and the inclusion of non–traditional actors, including citizens themselves. These
partnerships focus on the promotion of “out of the box” creative solutions to wicked problems and move away
from traditional Public Private Partnerships to Public Private People Partnerships.
Partnerships and 4P innovations
In recent work at itdUPM we have suggested that, by bringing together diverse resources, skills, competencies3
and expertise, new forms of partnership involving diverse actors public and private sectors alongside members
of local communities, can contribute to solving wicked problems through 4P Innovations. 4P innovations may4
be achieved incrementally - by doing something better, and radically - by doing something different, and
include innovations in:
● Products:changes in products or services
● Processes: changes in the way that these products or services are carried out and delivered
● Positions: changes in the way that products or services are presented, communicated and reframed
● Paradigms: changes in the underlying mental models that shape the product or service offered
While the potential is clearly there, and theoretically there is an acceptance that working in partnership can
assist innovation, the process side of such collaboration is often a challenge. Working across different sectors,
organisations, groups and individuals is not easy. The investment of time and resources required for
collaboration to work well is usually underestimated and the important role of partnership brokers, individuals
or organisations that work to promote, position and support partnerships, is often overlooked. We clearly need
to get much better at understanding the risks and challenges of working collaboratively, and the solutions
2
http://www.apsc.gov.au/publications-and-media/archive/publications-archive/tackling-wicked-problems
3
Stott, L. (2014) Partnerships for Innovation in Access to Basic Services, itdUPM & IaDB
4
Tidd, J. & Bessant, J. (2011) Managing Innovation: Integrating Technological, Market and Organizational Change, John Wiley
& Sons, http://www.
managing-innovation.com/teaching.php
2
3.
needed for addressing these in order to build partnerships that work more efficiently and effectively, and offer
added value to both partners and society at large. It is also important to recognise that while working in
partnership is clearly an important tool for promoting Sustainable Development, it is not a panacea and, in
some circumstances, may not be an appropriate way of working.
Cross-cutting issues
In order to more deeply explore the requirements for successful partnerships for innovation, itdUPM has begun
to explore a series of questions (see Annex 1). This discussion has led to the identification of key cross-cutting
themes related to the role that partnerships might play in promoting innovative solutions to wicked problems.
1.- Let sparks fly! Making the most of diversity
Creative thinking will flourish in collaborative spaces where boundaries can be pushed. Rather than weak
coalitions where partners seek to accommodate one another without too much disagreement, we believe that
partnerships should not shy away from confrontation, shocks and surprises. The promotion of real innovation
requires the bold sharing of diverse perspectives from different sectors so that assumptions can be questioned
or challenged and new ways of looking at things explored and shared.
2.- Create a safe space! Balancing innovation with accountability
The development of truly creative solutions to wicked problems relies upon the provision of a collaborative
space in which different partner resources and perspectives are respected. A balancing act is often needed to
ensure the provision of an organised space that enables organic thinking. This requires security and clarity
around partnership systems, structures, roles and responsibilities while ensuring that these are flexible enough
to allow for the promotion of “out of the box” ways of doing things and the accommodation of changes in
partnership contexts.
3.- Watch our words! Finding a common language
Partnerships are rarely as simple as the language used to describe them suggests. The simplistic use of
partnership definitions and terms often masks issues of power and control and disguises the complexity that
working in collaboration involves. Different national, sector and organisational “languages” may also need to be
unpacked in order to ensure that terminologies are fully understood by all stakeholders involved so that we
have realistic expectations of what partnerships can offer.
4.- Be inclusive! Engaging with non-traditional stakeholders
Partnerships that promote innovation rely upon the inclusion of an ever widening group of non-traditional
actors, including local partners and individual citizens. To ensure the inclusion of these new players, concerted
3
4.
efforts are necessary to give voice to all participants. This involves recognising the added value of different
partnership contributions and reinforcing horizontal governance structures so that hierarchies are avoided.
5.- Reinforce the partnership broker role! Acknowledge and professionalise the work of partnership brokers
Partnership brokers, be they individuals or organizations, play a vital role in stimulating, shaping, managing and
tracking the process of working together. They can help to facilitate consensus, integrate different points of view
and create a “whole picture” from different partnership pieces. As well as contextual, interdisciplinary and
technical knowledge, partnership brokers require qualities and skills such as connectivity, empathy, strategic
thinking and diplomacy. This role also rests upon the careful use of appropriate methodologies and tools that
enable process flexibility and knowledge management.
6.- Ensure sustainability! Integrate innovations into structures and systems
If collaborative working is to be sustainable, it is essential that the successful innovations developed through
partnerships are integrated into standard systems and practices. As well as a clear understanding of the
operational context and the stakeholders involved, engaging key institutions through awareness-raising and
communication activities in the work of the partnership from the start can assist this institutionalisation.
Vertical mainstreaming involving connections from top down/bottom up and policy to practice, and vice versa,
has its advantages, but it is also important to consider horizontal connections within, between and across a
wider number of institutions and actors.
7.- Systemise the learning! Improve partnership knowledge-management
Fostering innovation through partnership requires improvements in knowledge management. We need to find
more appropriate methods, tools and protocols for this purpose. As well as clarity and agreement on
co-ownership of the knowledge generated through working in partnership, frameworks for capturing
collaborative experiences and results are also needed so that learning is shared more systematically.
Opportunities for reflection and information-sharing on what works and what does not should be central to
this.
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5.
Annex 1: Questions for reflection
1.- How does/can working in collaboration promote innovation?
● In what generic ways can working in partnership support innovation?
● What particular resources, skills, capacities, etc. ways of working may be harnessed to support
innovation?
2.- What are the key challenges of working in partnership to promote innovation?
● What obstacles might limit the effectiveness of partnerships that seek to promote innovation?
● Do they relate to particular sectors?
● Are they around people, organizations or processes?
● How might we address these challenges?
3.- What are the main requirements for organisations that act as intermediaries in partnerships for
innovation?
● What qualities, knowledge and skills are needed for an organisation to carry out this role?
● What methodologies and tools can help the work of organizations that assume this role?
4.- How can we mainstream successful 4P innovations that emerge from partnerships?
● What concrete action can be undertaken to institutionalise partnership advances/results so that
they become part and parcel of standard policy and practice?
● In what ways might we need to work vertically (links between top-down/bottom up or policy and
practice) and/or horizontally (within, across and between individuals and organisations)?
5.- When might partnerships not be the answer?
● Are there situations when working in partnership may not be the best way of promoting innovation?
● Does this relate to particular circumstances/issues/areas?
● When and why might such partnerships be unworkable?
6.- How can we improve transfer of learning about partnerships for innovation so that this is taken into
account in the post -2015 development agenda?
● What tools and methodologies can we use to increase information exchange about partnerships for
innovation?
● Who are the key players working in this space?
● How can we better share information with them?
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