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How can we use the immense upheaval to support partnering as part of the #BuildBackBetter movement- adapting our approach to recognise that the world (and development context) will not, and should not return to 'normal'

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How can we use the immense upheaval to support partnering as part of the #BuildBackBetter movement- adapting our approach to recognise that the world (and development context) will not, and should not return to 'normal'

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SIDS' response to Covid-19 has highlighted the importance of partnering to creating/consolidating  resilience. This is not just about mitigating risk but about transforming/adapting beyond risk management/mitigation.

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SIDS' response to Covid-19 has highlighted the importance of partnering to creating/consolidating  resilience. This is not just about mitigating risk but about transforming/adapting beyond risk management/mitigation.

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Hicham

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Transferring learning to partnering with urgency for the climate crisis

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Transferring learning to partnering with urgency for the climate crisis

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Covid-19 has visiblised already existing shared goals/interests as much as it has created/crystalised new ones. As such, this ought to be an extremely fertile time for all stakeholders to consider other common/shared interests that are/have been there all along but simply not visible/legible.

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Covid-19 has visiblised already existing shared goals/interests as much as it has created/crystalised new ones. As such, this ought to be an extremely fertile time for all stakeholders to consider other common/shared interests that are/have been there all along but simply not visible/legible.

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Hicham

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connect between similar partnering initiatives

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connect between similar partnering initiatives

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TPI could become the guardian of a series of Rapid Partnering Templates which various stakeholders could use to accelerate their response to serious global issues.

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Guys - This might be a useful addition to your partnering thinking? - Mike

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Some years ago I did an in-the-field training programme on the role of partnering in the delivery of humanitarian aid, a collboration between  TPI and the UN Somalia Health Cluster based in Nairobi. The proposed reserch could draw on and contribute enromously to this particular area of development assistance.

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Some years ago I did an in-the-field training programme on the role of partnering in the delivery of humanitarian aid, a collboration between  TPI and the UN Somalia Health Cluster based in Nairobi. The proposed reserch could draw on and contribute enromously to this particular area of development assistance.

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Something about prototyping of partnerships - rapid trying and exploring in early stages to get some action and test out what may be possible - sow teh seeds for larger actions

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Something about prototyping of partnerships - rapid trying and exploring in early stages to get some action and test out what may be possible - sow teh seeds for larger actions

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I am currently running two research pieces one is 'Best Practices in Partner Ecosystems' and the other is 'Best Practices in Agile Alliances'  Id be happy to share my research findings if you like?

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-> Partners institutionally set up to be fit for rapid partnering

-> Existing relationships / networks plus mechanisms in place to quickly bring together and support rapid partnership development;

-> Donors incentivize and structure funding to support rapid partnering;

-> Considerations  to recreate the threat / urgency / expectations to force leadership and focus. -> Climate change too far away, how get these threats into the emotional sphere of people. Need to advocate to massively increase understanding of all-of-society drive towards and SDG vision.

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POTENTIAL RESEARCH PROGRAMME (Based in part on the work of Jenny and Dave around partnerships for climate change)

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POTENTIAL RESEARCH PROGRAMME (Based in part on the work of Jenny and Dave around partnerships for climate change)

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To bring in focus and identify activities with concrete outputs

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To bring in focus and identify activities with concrete outputs

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Identify urgency for action in every partnership (where possible/relevant)

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Identify urgency for action in every partnership (where possible/relevant)

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The centrality of Trust in facilitating rapid partnering. Similar attempts at partnering during Covid-19 crisis seem to fail/succeed depending on pre-existing trust environments. E.g. In Algeria, private businesses and/or local community were succesful in coming together to agree on a number of initiatives to offer medical/other supplies to hospitals/care facilities. However, the insistence was on doing this directly, circumventing official/government involvemeent, because of mistrust of official authorities' ability to manage the process effectively/transparently. This in turn led to these initiatives being rejected/not authorised because of authorities' mistrust of initiatives that are not centrally-mediated/controlled. Ergo a vicious cycle.

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The centrality of Trust in facilitating rapid partnering. Similar attempts at partnering during Covid-19 crisis seem to fail/succeed depending on pre-existing trust environments. E.g. In Algeria, private businesses and/or local community were succesful in coming together to agree on a number of initiatives to offer medical/other supplies to hospitals/care facilities. However, the insistence was on doing this directly, circumventing official/government involvemeent, because of mistrust of official authorities' ability to manage the process effectively/transparently. This in turn led to these initiatives being rejected/not authorised because of authorities' mistrust of initiatives that are not centrally-mediated/controlled. Ergo a vicious cycle.

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Hicham

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Something I have noticed is the need for planning tools and hopefully templates to capture current learnings and adapt / apply them in the future.

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What impact could TPI have on the international development sector through a programme that aims to learn from COVID-19?

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What impact could TPI have on the international development sector through a programme that aims to learn from COVID-19?

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5) Research, explore and make recommendations for the enabling environment around the partnership formation

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5) Research, explore and make recommendations for the enabling environment around the partnership formation

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4) Codify rapid partnering protocols; restyle building blocks around what needs to be critically in place, and what can be developed as you go

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4) Codify rapid partnering protocols; restyle building blocks around what needs to be critically in place, and what can be developed as you go

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3) Understand what approaches can be taken over to ‘non-crisis’ situations to increase partnering speed and flexibility and test new models through action research with actual partnerships

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3) Understand what approaches can be taken over to ‘non-crisis’ situations to increase partnering speed and flexibility and test new models through action research with actual partnerships

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2) Investigate other situations where partnering happens quickly or where a partnership can quickly pivot

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2) Investigate other situations where partnering happens quickly or where a partnership can quickly pivot

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1) Fully understand the factors that (a) allowed rapid partnering in COVID-19 and (b) are slowing down 'ordinary' partnership development

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1) Fully understand the factors that (a) allowed rapid partnering in COVID-19 and (b) are slowing down 'ordinary' partnership development