Fostering Sustainable Partnerships for Global Development by UNESCO

1. New Partnerships UNESCO

2. What Are New Partnerships? • In the past, relationships predicated solely upon funding were enough but in today’s economic environment, this is clearly not enough. To succeed in our objectives we need a new type of partnership, based around long term relationships, using the expertise, services, networks and funding of our partners. • In the experimental realm of New Partnerships, the emphasis is on the long run. Instead of individual projects or donations, the New Partnership division focuses on potential partners that will work with UNESCO for an extended period of time. • In the current economic and political climate, neither the business sector, nor UNESCO can succeed alone. UNESCO is dependant on this sort of partnership to qccomplish its objectives and the business world is dependant on organizations like UNESCO for guidance and ?

3. The Rationale for Fostering New Partnerships with the Private Sector • As Globalization continues, UNESCO will need the expertise of partners from the private sector in order to share the benefits of this phenomenon on a more equitable basis amongst all countries and their citizens. • Moreover, the challenges presented by the Knowledge Society depend on strategic alliances. These must include outreach to the Business sector since the Private Sector is a major stakeholder in the development dynamic. • UNESCO’s Constitution, Medium Term Strategy (for 2002-2007) and Programme and Budget all highlight the importance of new partnerships with the private sector in the realization of our goals for world development. • The role of business in generating employment and wealth through trade, investment and finance has grown and UN member states have increasingly stressed the importance of private investment in development.

4. Administrative Decisions with Regard to UNESCO's Cooperation with the Private Sector • Above all, UNESCO's relationships with its partners are governed by the constitution, articles VII, X and XI in particular: "The Director-General may accept contributions, from private institutions, associations and private persons" (article XI) • Executive Board Decision from Executive Board Document 149/EX approves "Directives concerning UNESCO's co-operation with private extra-budgetary funding sources“ (1996) • The establishment of partnerships is an important feature of UNESCO's medium term strategy (28/C4). • Decision 9.4 from 156 EX, referring to 28 C/Resolution 13.5 highlights the need to tighten the application of the rules and regulations with respect to partnerships (1999) • Executive Board document 159 EX/30 outlines and further defines UNESCO's policy towards its partners (2000)

5. Partner Selection • First and foremost, the potential partner must share UNESCO's goals and objectives. Potential partners should demonstrate this by actively supporting UNESCO causes and core values. • The potential partner is strongly encouraged to abide by the principles put forth by the UN Global Compact • Transparency in all aspects of the partnership is also required to establish trust between partners • Stability is a requirement. The partner must be counted on to complete those aspects of the partnership that the partner takes responsibility for. • Business entities that are complicit in human rights abuses, tolerate forced or comulsory labor or the use of child labour or are involved in the sale or manufacture of anti-personnel mines or their components are not eligible for partnership.

6. Types of Partnerships • Mobilization of the private sector: UNESCO – TOURISM INDUSTRY . • “Memories of the Future” project is a partnership between the Tourism Industry and UNESCO. For three years, UNESCO has worked closely with the Tourism Industry to involve hotel chains and tour operators in the safeguarding of World Heritage sites that continue to attract more tourists every year. The aims of the partnership are to implement operational projects for safeguarding of both natural and cultural aspects of World Heritage sites, to raise awareness of tourists to the duty of every individual to protect heritages sites and to exchange know-how between tourism experts and site managers • Intellectual Co-operation: ??? • Funding Support: “UNESCO-L’OREAL Fellowships” • This programme, which encourages young women working in doctoral or post-doctoral research to pursue even more ambitious goals in the life sciences. Ten grants, each worth a maximum of $10,000, will be awarded annually to help them start new research projects.

7. National Commissions Outreach to Private Sector • National Commissions have a key role in the partnership process, in locating potential partners, in the decentralization of partnership activities, and finally in research and selection of potential partners. • Partnerships on the level of National Commissions are generally smaller in scale so that they can be autonomously controlled by the commission itself. Some examples could be cooperation with local government, chambers of commerce, rotary clubs, etc. • In aiding the international arm of UNESCO in selecting partners, National Commissions are key in investigating and researching the national profile of perspective partners.

8. Use of Name and Logo • One of the most valuable assets UNESCO holds is its reputation. Because of this, the name and logo of UNESCO must be carefully protected. • Any such use must correspond to the Organization's goals, its strategic, programmatic and regional priorities, its moral and professional principles, as well as to the policies of the Member States concerned. • Because the use of UNESCO's name or logo commits UNESCO as a whole, permission for their use will only be given in exceptional circumstances and only by UNESCO itself. National Commissions may give permission to use their own names and logos, but not those of UNESCO itself.

9. Expected Impact of Action • By finding new partners and improving the relationships we have with our current partners, UNESCO can benefit greatly. • Increased financial support: With business being the most powerful engine in wealth creation today, by harnessing its power, UNESCO can fund programs of higher quality and of greater quantity. • Increased intellectual support: UNESCO can benefit from the technical and organizational know-how that the private sector commands in its projects and internally. • Proliferation of UNESCO's ideals and goals: By partnering other organizations, UNESCO can spread its values and increase its visibility.

10. Private Sector UNESCO Private Sector Goals and Values SYNERGY UNESCO Goals and Values Propose Partnership Negotiate Goals Define Terms Private Sector UNESCO Program Sectors Report to Partner Evaluate Results Implement Partnership