WORKSHOP 10 October 2011

1. David F. Murphy Stuart Reid The Partnering Initiative WORKSHOP 10 October 2011 www.ThePartneringInitiative.org

2. Present and discuss provisional findings and draft deliverables Facilitate a discussion around how various parts of UNESCO could work together to implement and integrate partnering practices Gather additional information to help shape the final version of the project deliverables Purpose of the workshop

3. 11.00 Introduction 11.10 Presentation of key elements from draft deliverables 11.30 Open Q & A on the work to date 11.45 Short break 12.00 Group Discussion: questions which are critical and where we are seeking more input from you 12.30 Feedback and discussion from groups 12.50 Outline of next steps in data collection and analysis 13.00 Close Structure of today’s workshop

4. “Approaches to building and managing partnerships: contributing to a UNESCO partnership strategy” Inception Report

5. Provides General co-operation principles (para III) Specific criteria for engagement (IV, 8) Checks & assessments (IV, 9) Possible forms of co-operation (V, 11 & 12) An “umbrella statement” of rules for engagement with external partners Draft Policy Framework For Strategic Partnerships (187 EX/17 Part IV)

7. Such a (partnership) strategy should aim to support: Civil society and other partners contributing to defining UNESCO’s goals rather than being regarded solely as vehicles for programme delivery; Making UNESCO more accessible and less bureaucratic, especially important for NGOs Renewing networks (e.g. between institutes, programmes, universities and centres of excellence) that can improve UNESCO’s links with scientists, researchers and communities of practice A linked strategy for the “private sector” that recognises and accommodates the diversity of companies, foundations, innovative financing vehicles and public-private partnerships Independent External Evaluation

8. “Partnerships evolve over time and require appropriate structures and processes. Flexible procedures, creating opportunities for ongoing dialogue and partnership ‘styles of working’ would also facilitate partnership formation and strengthening.” Independent External Evaluation

10. a lot has been done already – umbrella statement; PS review; agreement templates; etc. don’t want more procedures, you do want practical approaches BUT there have been missed opportunities strategic re-orientation is critical for UNESCO need to confront the challenge of building a ‘partnership culture’ Not reinventing the wheel………

11. Focus on the process rather than the structure: How you present who you are How you recognise partnering opportunities How you work with your partners How you learn from experience Partnering not partnership

12. Good practice guidelines for dealing with external partners Guidance on the identification and development of effective partnerships and partners Tools for building and managing partnerships in each main partner category Key lessons learned from previous and ongoing partnerships Benchmarking of partnership approaches against comparable UN agencies. Our deliverables

13. Review of key UNESCO documentation 19 interviews, 27 staff Online survey launched for all field offices 7 ongoing case studies of selected partnerships Comparative review of partnership practice in 4 major UN agencies Progress to date

14. Purpose is to focus attention on UNESCO’s ability to partner effectively Each Guideline has specific recommended Actions that follow from it Cross-cut the material being developed in survey, case studies etc D 1: Good practice guidelines

15. UNESCO uses a clear working definition of partnership, which is accepted and employed across the organisation UNESCO uses a typology of partnerships, classifying the main types of partnership in which UNESCO engages Guideline 1: Achieve clarity of terminology

16. Partnership and collaboration • All partnerships are forms of collaboration but not all collaborations are partnerships(and this is absolutely appropriate).

17. Create a single, concise and clear statement of partnership for UNESCO to use in all documentation and online media Building on the distinctions identified in the Draft Policy Framework (V, 11), create a typology of different kinds of partnership based on the purpose and function of the partnership Provide internal guidance documents and orientation programmes to familiarise staff with new partnership terminology Actions

18. UNESCO recognises and clearly communicates the value for partners of working with UNESCO UNESCO recognises and clearly communicates the value of working in partnership with each main category of partner Guideline 2: Recognise Value

19. Write a clear statement of how partnership fits into the achievement of UNESCO’s overall mandate Write a statement of the value that UNESCO brings to any partnership Write a rationale for the way that UNESCO selects and works with partners i.e. its ‘reasons to partner’ for each main category – and the value that partner might bring Encourage staff to make explicit recognition of the value brought to any programme by both external and internal stakeholders Actions

20. The balance of responsibility between HQ and the field is re-designed to encourage innovation in partnership The role of Field Offices, Category 1 Institutes and National Commissions in UNESCO partnerships is re-thought to support this process of decentralisation The Approval and Engagement Process for partnership is simplified and streamlined without compromising reputational safeguards Guideline 3: Decentralise decision-making

21. Explore the potential for decentralising some degree of the partnership engagement and approval process to regional or country offices Consult with National Commissions to consider how they might better support UNESCO (centrally) in identifying strategically advantageous partnerships Consider including a ‘pre-partnership’ stage to acknowledge potential for collaboration before proposals are formally processed Actions:

22. UNESCO is committed to building a culture within the organisation which will generate and support internal cooperation and external partnership UNESCO and its partners integrate learning into their partnerships so that partner organisations both learn from each other, and generate learning that can be shared in their respective organisations Guideline 4: Build a partnership culture

23. Incorporate monitoring and review of the partnership itself rather than of just the programme outcomes. Integrate the development of partnering skills into staff development and appraisal programmes Encourage peer-peer learning opportunities in partnering practices between different parts of UNESCO Actions

24. Reflections and Feedback

25. How can we re-structure UNESCO’s partnership decision-making & approvals without increasing reputational risk? How might the different parts of UNESCO be mobilised to support this process? Approaches, roles, responsibilities, etc. What are some of the best opportunities for UNESCO to develop more ambitious partnerships? Which issues & partners offer the best prospects? Group Discusssion

26. PARTNERSHIP RELATIONSHIP Transactional collaboration The relationship spectrum • One party defines the programme, which is limited by their own knowledge / experience • Co-generation based on joint knowledge → More appropriate / implementable solutions TRANSACTIONAL RELATIONSHIP • One party purchases a service from – or donates to the work of – another • Partners bring together complementary resources → Potential for more innovative solutions

27. The relationship spectrum Intrinsically multi-stakeholder issue Transactional relationship Partnership relationship Could be solved by one actor with enough resources

28. Integrate feedback from this workshop and from consultation with IOS Complete partnership case studies Collect data from online field survey Complete comparisons with UN agencies Analyse and organise data Produce first draft of final outputs 21 October Next Steps