Local Partnerships development Jela Tvrdonova IMRD, 2012

Content  Reasons for partnerships in rural areas  Building social capital and wise governance  The role of partnerships in wise governance  Why conflict resolution?  Building partnerships

Why we need partnerships in rural areas Partnerships: bring social capital which opens the door to other capitals including financial capital are the base for innovative, integrated and sustainable way of governance of rural areas

Social capital Links and networksInformationKnowledgeSkills Capacities – building and transfer RelationsValues Identity, pride, ownership (collection/production dissemination, exchage )

Governance is more than (self) government....is more than management.....is more than money

Overall governance  The administrative, institutional and legal system of particular territories (countries, regions...)  „Multilevel governance“ - Good cooperation among EU (e.g.DG Agri) – national – regional and local levels in preparation, implementation and evaluation of rural development programs  Ability to coordinate and create partnerships with other sectors at each level

Mission of wise governance From Exchange To Whished Change

Good governance in area based development Depends on the quality of:  Local partnerships and networks  Local development tools such as strategies, programmes, plans and projects  Management structures Also on:  Overall/framework regional and national governance systems

Four most important partners for wise governance  Self-government  Local state administration  NGO´s  Private sector Motto: The power of the table: – Four legs of the table = stability - The table is the start to talk about common problems

Local partnerships in wise governance Well balanced and representative from the point of:  Sectors – public/private/civic  Territory - all parts  Institutional – decisive/important  Social – all levels  Gender – both equally

Why partnerships in wise governance  Sharing information  Sharing contacts  Sharing access to finances  Sharing territory and developmet

Why partneship in governance Social inclusion - beyond the traditional hierarchy of the society, bringing variety of actors Building up the valuable social capital and combining it with the natural, material and financial resources for the whished change in the territory

Why partnerships in wise governance  Solution for 21 century in more effective, efficient and sustainable utilizing public and private resources  It strengthens local democratic processes based on participation of local actors in development, beyond election in „everyday“ decisions and existing hierarchical structures,  opening door for more stakeholders into the decision making process

For this we need local partnerships with.....  Common objectives  Mutual advantage and support  Long-term and well balanced relations  Acceptance of content and form of cooperation  Synergy effects  Trust Opinion: Only if the group will reach the status in which everybody is willing to share access to resources, the real partnership is taking place

For this we need local partnerships..... Equipped with:  necessary skills, knowledge and information  transparent structures and performance Open to:  new groups of stakeholders  networks  cooperation with other partners broad-wide

Partnership – reasons of formalisation  Common account  Access to financial sources  Common management is formalised and representative  Common formalised decision making process  Voluntary shift of competences

Management structures  Well equipped with skills and knowledge, administrative and consultancy capacities  Ready to help „real innovators“  Ready to communicate, cooperate and network on various levels and directions  Serve as facilitator and catalyst of the local strategies design and implementation

Partnerships versus conflicts  Conflicts are natural and appear every era, time and society  They exist and cannot be ignored,  Every ignorance just strengthen the conflict

Why conflicts appear Conflicts:  Data conflicts – information, different interpretation of data etc.  Structural conflicts – roles, responsibilities, competences, geography,  Interests – economic, social  Relationships – emotions, miscommunications, negative perception, misperception of stereotypes  Values – religion, ethnicity It is necessary to understand what kind of conflict is substantial for the environment

Why is it worthfull to overcome conflicts? Conflicts are blocking development and well being of people It is better to communicate than to fight Communication brings solutions to problems Solutions are bringing well being for people

How to prevent/overcome conflicts Sound communication culture Networking and cooperation with shared tasks and responsibilities Constant „good will“ for genuine partnerships

timepatience Building partnership needs

How to partnerships 12 commanders to the genuine partnership  Identify natural actors  Network active people  Carry out activities – any kinds  Invite others  Meet regularly  Identify territory  Connect existing formal and informal structures  Communicate transparently and often  Find common interests  Develop common strategy  Divide roles and responsibilities  Coordinate and manage