Enhancing the Effectiveness of Sustainability Partnerships Summary of a Workshop (2009) / Chapter Skim
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IV Partners and Co-production--Summary, Panel Discussion
IV Partners and Co-production--Summary, Panel Discussion
Pages 21-26
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From page 21... ...
William Clark, Harvey Brooks Professor of International Science, Public Policy, and Human Development at Harvard University, moderated this panel and encouraged participants to consider the analogy of using a multi-stakeholder partnership to build a car. Ordinarily, this might be accomplished in one of two ways: through command and control, in which each partner is directed and compelled to provide a certain part until the whole is assembled, or there is sufficient market pull for the car such that all the necessary parts get produced and incorporated into the whole.
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From page 22... ...
The other limiting factor GPDMG discovered was that it was meeting community resistance to projects it hoped to implement. The partnership had not considered engaging external actors, e.g., communities surrounding a green power project, but the GPMDG as a forum provided critical support and a learning mechanism on how partners could open up their "internal" goals and engage the communities productively.
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From page 23... ...
The secretariat recognized that merely providing space at the "table" at meetings in Western Europe was insufficient to engage producer countries, so secretariat staff began making regular trips to the countries and creating additional space for dialogue with the producers. For the East Coast Fever Vaccine partnership (Chapter XVI)
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From page 24... ...
There are also several less tangible benefits to the collaborative process, including risk sharing, mutual learning, and increased transparency, which partners cite as benefits to engaging in a partnership. With regard to supply chains in particular, a single private enterprise is rarely able to address all of the relevant actors unilaterally.
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From page 25... ...
As one panelist put it, "Fighting produces decisions, dialogue produces change." In other words, the fact that this dialogue takes place is what has allowed some partnerships not only to survive crises within the partnership, but to embark on something that is truly different. The dialogic process may be what helps tap into a deeper motivation within participants, helping them work beyond traditional institutional bounds.
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