Working in Partnership Professor Peter Lloyd Director Ecotec Research and Consulting.

Working in

Partnership

Professor Peter Lloyd

Director

Ecotec Research and Consulting

Structural Funds2007-2013

Four key SF principles; Partnership; Programming Evaluation; Management

Partnership as “critical to success” (22 References in the SF Regulation) “Effective implementation

depends on good governance and partnership”

ESF Regulations2007-2013

ESF Regulation Article 5 – “Good Governance and Partnership”

“The ESF shall promote good governance and partnership. Its support shall be designed and implemented at the appropriate territorial level taking into account the national, regional and local level according to the arrangements of the specific Member State”

ESF Regulations2007-2013

ESF Regulation Article 3; Scope of Assistance

“promoting partnerships, pacts and initiatives through networking of relevant stakeholders, such as the social partners and non-governmental organisations, at the transnational, national, regional and local levels in order to mobilize for reforms in the field of employment and labour market inclusiveness”.

The Basic Framework For Good Governance and

Partnership you need; The right sorts of players actively

involved; The right sorts of organisations doing the

right sorts of things at the right levels; Policy effects can arise both:

Spontaneously from player initiative Instrumentally as an act of public policy

The key lies in the way things are connected

Multi Level Governance

Multi Level Governance (MLG) is the EU approach to managing this complexity through its system of governance;

Emerged in the 1988 Structural Funds when Member States agreed to administration through partnerships of EU, national, regional, local players plus the social partners;

A critical beginning for the partnership principle;

An Ordered System of Negotiation

MLG described as “a system of continuous negotiation among nested governments at several territorial tiers”;

Many levels (local, regional, national, supranational) connected together horizontally and vertically;

The key principle is “subsidiarity” -actions to be carried out at the lowest level consistent with efficiency and effectiveness;

Policy Actions in a Multilevel System

Policy actions can be CONCEIVED, MANAGED, DELIVERED nationally, regionally or locally;

Multilevel policy demands some conscious strategic input to have each done at the right level to get the best outcome;

Partnership is the key – giving the right actions to the right people at the right level;

Connecting it all together horizontally and vertically in governance;

National Regional Local

Conceived

Managed

Delivered

L

L

L

N

N

L

N

R

L

N

R

R

R

R

L

FUNCTIONS AT DIFFERENT LEVELSFUNCTIONS AT DIFFERENT LEVELS

Summary: Partnership at the Strategic Level

Making better sense of policies by connecting them up across different levels;

Creating a multi-stakeholder voice that will be listened to at higher levels in government;

Enabling strategic alliances between players of all kinds at all levels;

Building an ethos of trust to make change easier to handle;

Summary: Partnership at the Strategic Level

• Enabling thinking “out of the organisational box” - a vehicle for creative action;

• Mobilising planning and analysis “horsepower” to the highest possible level of sophistication;

• Capturing the benefits of specialisation and scale for key functions/ventures

• Facilitating the creation of new delivery partnerships and giving capacity to them

So Partnership Works Then?

Maybe – but just having the device does not deliver the function;

In reality – as difficult and slow as building and sustaining any partnership;

But, a powerful force for achieving imaginative results when it works;

What Promotes Effective Partnerships

Real strategic commitment to free up and empower partnership stakeholders;

Investing real resources in partnership development at all levels;

Common support bodies Clear and focused objectives

agreed and shared;

What Hinders Effective Partnerships

Not giving them enough time to grow the trust they need;

Pushing them too soon into delivery and driving faster change than can be handled;

Failing to design funding to support them properly;

Limiting them to targets set from outside;

Learning the Lessons

Merseyside Pathways 2000 Not enough time for pre-planning; No time to foster partnership identity; Hi-Jacked by bureaucracy and output

fetishes too soon – suspicion; New local elites often no more inclusive; Action plans fail to fit real local priorities; Partnerships try everything - lack focus;

Delivery Focus

CED Level 1 (Capacity)

Empowerment/Legitimacy Focus

CED Level 2 (Limited Delivery)

Mature Multi-Purpose Partnerships (Umbrella Bodies)

Dedicated Social Businesses

Partnership Trading Arms

Complex HybridForms

Evolving

Local PartnershipsUnder Construction

Empowerment versus Delivery

Support Bodies: The Common Office

Italian Law on Local Administrations - municipalities lay down a formal agreement for mutual commitments.

Municipalities cooperate under the Local Development Project.

Leading Local Administration but each administration confers human and financial resources

Contracting works, local participation, private partnerships, investment schemes, monitoring, financial reporting.

The complexities of a working partnership:

EQUAL North Cordoba

EQUAL NORTH CORDOBA EQUAL NORTH CORDOBA

COOPERATION OF MULTIPLIERS AND STAKEHOLDERS INTEGRATED COOPERATION OF MULTIPLIERS AND STAKEHOLDERS INTEGRATED IN OUR DPIN OUR DP

A total amount of A total amount of 35 national 35 national partnerspartners involved on the involved on the

development of the national working development of the national working programmeprogramme

Face to a scatter institutional and Face to a scatter institutional and organisational framework: organisational framework:

A COMMON DP STRATEGY A COMMON DP STRATEGY TO COVER THE GAPS TO COVER THE GAPS

AMONG THE 28 RURAL CITY AMONG THE 28 RURAL CITY TOWN AND 19 VILLAGESTOWN AND 19 VILLAGES, , involving its most important involving its most important

stakeholders and decision policy stakeholders and decision policy makersmakers

1010 Business Local Business Local AssociationsAssociations

1212 Local Women Local Women AssociationsAssociations

22 Municipalities Municipalities AssociationsAssociations

22 Agricultural Enterpreneurs Agricultural Enterpreneurs AssociationAssociation

11Local Young Local Young AssociationAssociation 22 Local Association of Local Association of

handicaped peoplehandicaped people

1 Centré for Local Tourism Initiatives

11 Employment Andalusian Employment Andalusian GouvernementGouvernement

22 National Trade National Trade Unions in Andalusian Unions in Andalusian

RegionRegion

1 1 Cordoba City CouncilCordoba City Council

NETWORK:NETWORK:-31 local partners-31 local partners

-1 province partner-1 province partner-3 regional partners-3 regional partners

1 1 Rural Develop. Rural Develop. AgencyAgency

……. But these results wouldn’t have any effectiveness without a suitable. But these results wouldn’t have any effectiveness without a suitable

MAINSTREAMING STRATEGYMAINSTREAMING STRATEGY

SPAINSPAIN

ANDALUSIAN ANDALUSIAN REGIONREGION

CORDOBACORDOBA

PROVINCEPROVINCE

..ON A FEED BACK PROCESS..ON A FEED BACK PROCESS

Integration and Complementarity; Duhallow Ireland

Partnerships Planning

Area and Clientfocused Agent of

Development

Key Development Strategy

Brokera

geAnimation

Complementarity of ProgrammesIntegration & Progression

Finally: Partnership as Pact

The Pact Approach Declaration of principles and purpose; Declare rights and obligations of

partners; Formally agreed - written down,

signed up to; Set rules of engagement with rights of

challenge, language, equal opportunity etc;