Welcome to #oosEU Toolbox - Origin of Spaces - Toolboxtoolbox.originofspaces.com/wp-content/uploads/2017/02/OOSEU_LP… · Impact: Partnering takes full advantage of the knowledge,

….. LOCAL PARTNERSHIP: Local partnership ..… Bilbao (ZAWP)…..

…………..… toolbox.originofspaces.com ………… 2017 ……

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MODULE 1: LOCAL PARTNERSHIP

A GLOBAL DEFINITION: LOCAL PARTNERSHIP

A cooperative

arrangement in the local context involving members stakeholders

of the public, private, community and voluntary sector organisations, which allocate

funding and address various problems affecting local infrastructures, systems,

services and communities, as well as strategies and initiatives to intervene and solve

them.

Enjoy the video:

Weaving the Bridge at Q’eswachaka

Produced for the exhibition The Great Inka Road: Engineering an Empire, on view at

the National Museum of the American Indian in Washington, D.C., through June 1,

2018. Every year, local communities on either side of the Apurimac River Canyon use

traditional Inka engineering techniques to rebuild the Q'eswachaka Bridge. The old

bridge is taken down and the new bridge is built in only three days. The bridge has

been rebuilt in this same location continually since the time of the Inka. This video is

narrated by John Ochsendorf, professor of civil engineering, Massachusetts Institute

of Technology, and produced by Noonday Films.



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From ZAWP perspective, local partnerships are meant to match local authority

boundaries, with the needs of the social context where things happen and support

regeneration, improve infrastructures, systems and public services and tackle issues

of greatest concern to the inhabitants of Zorrozaurre / Ribera de Deusto during

the urbanistic meanwhile.

• Social context is the indirect and direct influence individuals are in

constant communication and within involvement of by means as role player or

participants. Also known as social environment, means the immediate

physical setting in which people were/are raised, including the culture they

were/are raised in and the groups they interact with.

• Regeneration is the renewal through the internal processes of an existing

organization based in the area or the change of an existing area or

infrastructure from the life happening in each self. The renewal might be

triggered by local or external inputs.

• Improve public services based in the local context, we meant to

achieve the needs for the inhabitants as:

o A more fluent connection with the different neighbourhoods

of the city.

o F.e.: Public services l ines, more often, from the city center to the

neighbourhood.

o Include the neighbourhood in to the:

City services maps (Cycling/walking routes of the city, Commercial

routes, Touristic routes, Artistic routes,… etc.).

• Greatest Storyline of priority of things to start taking action from.

Zorrozaurre / Ribera de Deusto 43.267369, -2.960632 Registered 400

inhabitants approximately, + 1000 professionals approximately, and 2000

users (during weekend events).

• Meanwhile the time frame that wil l take for the Zaha Hadid

master plan to come true.

Sustainable LOCAL PARTNERSHIP

A sustainable local partnership, will be the local arrangement that ensures

the health and vitality of human life and culture and of nature´s capital

for present and future generations.



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FRAMEWORKS The 20th Century is long gone. However in 2017 the social behaviour “work”, the

dream state of being, the pursuit of happiness only related to the capability to buy,

were all settled in that earlier industrialised context and it continues to rule the

business and working sphere. ( EU – democratic, efficient and transparent) (was the

American century).

Let’s recap and clarify our thoughts concerning work flows and behavioural changes:

20th Century:

• Working was an automatic and programed task.

• Personal development was not a management concerns.

• Thinking autonomously to change the production process was not an option.

• Mass production for international expansion is a goal (of globalisation).

• The mass has the power, do as the others, don’t call attention to the

individual and personal life

“Belong to a group and think as one, or die”

21rst Century:

• Production chains change their flows.

• Small productions.

• Local economy and personal development are possible.

• People valued for what they know, how they add value, their personal brands

are wanted.



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• Individual power, divergent thinking, the personal sphere becomes political

and identity building aspects, work and life comes together.

“Think by yourself and work in collaboration or die”

We need to learn how to cohabitate and work together in the 21st

Century. The worldwide financial crisis of 2008 hit traditional economic flows from

organization to companies and SMEs at the very heart of their working procedures.

Changes have happened; learning by doing and new ways to partner

with organizations, individuals, and people with knowhow, is

increasingly becoming a reality.

But what about establishing and managing new partnerships? Who knows about

this? Welcome to our local partnership resource.

Case study:

Let’s have a look at some people world, while working and writing about it:

Partnerships: Frameworks for Working Together in the US. Strengthening non

profits .org

“Creativity is intelligence having fun”

“Imagination is intelligence having fun. Imagination is more important than

Knowledge. Knowledge is limited. Imagination encircles the world”

Albert Einstein (20th Century)



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BENEFITS You, yourself and the others.

There is added value in working with other people and organizations. To a large

extent the benefits of local partnership are related to impact and access.

• Multiply yourself: Your partner has other partners!. Through local

partnership you can reach more customers, partners or fellows along the

way. Potential to the square.

• In many places: Local Partnership is a way for your organization or

project to be present in more places through your partners.

• Optimizes resources: Share your resources and optimize!. Resources not

only imply “things”, also human resources, economic resources, skills,

knowledge,…

• Share responsibil ity: Shared responsibility has its effects on decision-

making, including economic decisions.

• Increase your impact: Local partnership allows you to reach more

public and interest groups.

• Credibil ity: Tell me who your friends are and I’ll tell you who you are!.

• Flexibil ity: Local Partnership is not an official organization. Management is

much more organic, spontaneous, flexible.



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• Well being: Because we all know that moral support is also necessary,…

• Learning: New ways to work collaboratively:

o Time, deadlines. We must deal with the rhythms of our partners. We

are not alone!.

o Allocation of tasks and responsibilities.

• Negotiation. You have to deal with disagreements, multiple interests and

different vital and economic positions.

o Protect the trust link, take care of your partners.



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Tips

Projects requires building relationships and partnerships.

Your stakeholder mapping and gap analysis will help you tremendously to identify

organisations, individuals, and/or groups who share your vision and goals and that

could help you meet your objectives and strengthen your initiatives.

Impact:

Partnering takes full advantage of the knowledge, skills, reach, and experience

that partners offer each other and means that, together, you can have greater

impact than if you worked separately. It is very important to create strategic

partnerships.

Forming Partnerships:

• Recruitment and retention.

• Team building.

• Deepening relationship.

• Morale and support.

• Knowledge and skills.

• Demonstration of social commitment.

• Projects and achievements.

• Profitability standing and more projects and business.

• A general social improvement in the area.

• An increase in flow on benefits to the community as a whole.

• Inspiring others.

Principles of partnership:

• Accountability.

• Co-Creation.

• Collaboration.

• Communication.

• Coordination.

• Flexibility.

• Fiscal responsibility.

• Learning.

• Monitoring and evaluation.

• Mutual benefit.

• Non-discrimination.

• Sharing.

• Transparency.

Start by getting a clear view about what it is exactly you want the partnership to

achieve, what does each party bring to the table.



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Think about selecting the right partnerships to complement your resource needs,

filling your gaps, and others.

Remember:

• The importance of building strategic partnerships and relationships.

• The different types of partnerships and relationships.

• To map and

• To select potential partners.

“We have more in common than things that separate us”

Tools

• Blueprint: This tool gives an overview of an organisation’s operations, such

as key activities, products, services, and points of interaction with the

intended audience, stakeholders and beneficiaries.

• Building Partnerships Map: This tool helps to develop a plan for working

with other groups that have the same vision.

• Business Model Canvas: The Business Model Canvas, is a strategic

management and entrepreneurial tool. It allows you to describe, design,

challenge, invent, and pivot your business model.

• Business Plan: This tool structured how you do what you do.

• Community Toolbox: Step by step guidance in community building skills.

This Toolkit helps you get a quick start on key activities in community work.

• Creating and Maintaining Partnerships: This toolkit provides

guidance for creating a partnership among different organizations to address

a common goal.

• Creative Workshop: This tool provides a checklist for planning your session

effectively, helping you to make the most of the group dynamics.

• Evidence Planning: This tool is a quick way to help articulate and improve

what you are trying to accomplish.

• Experience Map: This tool allows you to see your work through the eyes of

the people receiving, benefiting or even funding it.

• Experience Tour: This tool helps to clarify your priorities by learning from

first hand experiences.

• Fast Idea Generator: This tool helps to frame ideas, problems or

opportunities in relation to different scenarios.

• Interview Guide: This tool helps you collect inputs from others in a

conversation that uncovers their perspective.

• IDEO Method Cards: 51 ways to inspire design: These cards show

some of the methods use to inspire great design.

• Marketing Mix: This tool will help you to defined the different ways in which

people might form opinions about the work as well as highlighting

opportunities for influencing the process.

• Mind mapping tools:

o Drive.mindmup.com

o Mindmeister.com

o imindmap.com



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• Participatory Methods Toolkit: A practitioner’s manual.

• People Shadowing: This tool helps you collect inputs from others by

observing and learning from everyday life.

• Prototype Testing Plan: This tool gives a basic, but useful overview of the

different ways in which you can test your work, as well as when to test it.

• Question Ladder: This tool helps you get to the heart of what motivates

people.

• Sociogram: The sociogram is a technique developed in the 30s by the

romanian psychiatrist and educator Jakov Levy Moreno, also founder of

psychodrama or sociometry. It is a tool of analysis and evaluation that is based

on identifying and graphically representing a map-scheme, the social bonds

that are established within a group, between the various agents that compose

it and with other external, in a concrete context, around an agent, a

problematic or a determined initiative. As example: The sociogram design by

ColaBoraBora.

• Stakeholder mapping: Templates to manage stakeholders for everything

from small initiatives to large multi-stakeholder projects.

• Target Group: This tool helps you know the people I’m working with by

better defining who I am trying to reach.

• Theory of Change: This tool to define goals and the path to reach them.

• Thinking Hats: This tool help you generate new ideas by framing a

constructive discussion with your team.

• Value Mapping: This tool helps you to describe the values which are

embodied in your personal work and in the wider organisation



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• Who is looking for the same goal?

• Who is the people who support the project and who doesn´t?

• What kind of influence have the different actors in each others?

• How can they contribute to the project?

• How they are linked?

• How influential they are?

• What level of partnership you want to create?



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• ARTICLES:

o Azua, J. – Neure kabuz:

§ Innovación: el arte de la nueva acción exterior desde

las Ciudades-Región y otros espacios polít icos y

económicos

§ Nación emprendedora…

§ Ni confrontación, ni sumisión. La esperanza de

construir nuevos espacios colaborativos

§ Participación,partenariados y cooperación público-

privada…

o Cooperatives recognised in EU´s future of collaborative

economy

o Doherty, M. – Mind the gap: national and local partnership in

the Irish public sector – (2010)

o El mapa de las cooperativas en España se expande

o Espaulella, P. – Cap a una gestió i l · lustrada i humanista de

les entitats locals. Model de governança local per al segle

XXI: qualitat, modernització, desenvolupament organitzatiu

i quantificació economicofinancera

o Geddes, Mike, Davies, Jonathan and Fuller, C. – Evaluating local

strategic partnerships: theory and practice of change – Local

Government Studies, Vol.33 (No.1). pp. 97-116. ISSN 0300-3930 –

(2007)

o Harvard Business Review articles:

§ Collaborative advantage: The art of all iances.

§ Collaboration is the new competition

§ Delivering on the promise of private public partnershi

§ Enriching the ecosystem

§ How the arts can prosper through strategic

collaborations

§ The collaboration imperative

§ Manchester University – Inspiring Communities Local

Engagement

o Here comes everybody: participatory budgeting, explained

o How one European smart city is giving power back to its

citizens

o Inteligencia colectiva para la democracia – Collective

Intell igence for Democracy

o La calle como espacio de resistencia

o Les coopératives, une alternative à l´ubérisation de

l´économie



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o Lurraldearen etorkizuna bermatzeko beharrezkoa da

proiektu bat adostea – Es necesario consensuar un proyecto

para garantizar el futuro del territorio

o Nesta articles:

§ Creative industries fuel UKs local economies

§ Good and bad partnership

§ Leading public design: Transforming governance

from the outside in

§ Mass localism

§ Neighbourhood challenge: Learning from innovative

communities

§ Transformers: How local areas innovate to address

changing social needs

§ The geography of creativity in UK: Creative clusters,

creative people and creative network

o Innobasque articles:

§ Colaborar, una oportunidad para innovar.

§ Transparencia, participación y buen gobierno.

o Viederman, Stephen – A Sustainable Society: What is it? How

do we get there?

o Local enterprise partnership – From Wikipedia, the free

encyclopedia

o People, not technology, make cities smart

o Sinnergiak: Industrias culturales y creativas en Euskadi

o The Guardian News and Media Limited articles:

§ Beyond the hype: how can ‘innovation’ make impact?

§ Co-operatives can play a key role in development

§ Co-operatives in Spain – Mondragon leads the way

§ Development impact bonds: success depends on a

supportive network

§ Expect the unexpected: starting successful

partnerships in fragile states

§ Mondragon: Spain’s giant co-operative where times

are hard but few go bust

§ Occupy Buenos Aires: the workers’ movement that

transformed a city, and inspired the world

§ Profitability is sustainability: 17 ideas on business

and development

§ The secret to successful public-private partnerships

o The Young Foundation articles:

§ Accelerating the 4th industrial revolution: Inviting

makers and manufacturers

§ Top tips on forming, storming and norming

partnership

o Urbanismo y democracia: Un nuevo concepto de ciudad

o Why collaborating with the competition can make business

sense



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• BOOKS:

o Calzada, I. – Transforming smart cities with social innovation:

Penta helix multi stakeholders framework – (2017)

o Di Siena D., Chautón A., Calzada I. #MacroMesoMicro – Systemic

territory framework from the perspective of social

innovation – Open access l icense of creative commons –

(2013)

o Drucker, Peter E. – Managing the non profit organization –

Butterworth Heinemann – (1990)

o Fradette, Michael & Michaud Steve – The power of corporate

kinetics: Create the self adapting self renewing instant

action enterprise – Simon & Schuster – (1998)

o Geddes, M., and J. Benington (eds.) – Local Partnerships and

Social Exclusion in the European Union – Routledge, London –

(2001)

o Hales, D. Connor, M. Brown, D. – Practical methods of creating

vision and leadership in local partnerships – Emerald Group

Publishing Limited – (2011)

o Holyoake, George Jacob – The History of Co-operation in

England: its l iterature and its advocates – London, Trubner &

Co. – (1879)

o Isaacs, William – The Art of Thinking Together – Crown Business

– 978-0-38547-999-8 – (1999)

o Katzenbach, Jon R. – Peak Performance Aligning the Hearts

and Minds of your Employees – Harper Collins – 0-87584-936-9

– (2000)

o Koch, A. Sedmak, C. – Appreciating Local Knowledge

Hardcover – Unabridged – (2016)

o Kyle, Mackenzie – Making it Happen – John Wiley and Sons – 0-

471-64234-7 – (1998)

o Janice Elliott. Planning Cells – King Baudouin Foundation –

(2005)

o Leinonen, Niina and Partanen, Johannes and Palviainen, Petri. –

Team Academy: A True Story of a Community That Learns

by Doing – PS-Kustannus – 952-451-103-7 – (2004)

o Leonard, George. – Mastery: The Keys to Success and Long

Term Fulfi lment – A Plume Book – 0-452-26756-0 – (1992)

o Morgan, Gareth. Images of Organization – Sage – (1986)

o Participación Ciudadana… para una administración

deliberativa – Gobierno de Aragón Government – (2010)

o Prahalad, C.K. and Ramaswamy, Venkat – The Future of

Competition. Co-Creating Unique Value with Customer –

HBS. 1-57851-953-5 – (2004)

o Pedler, Mike & Burgoyne, John & Boydell, Tom – The learning

company: A strategy for sustainable development – McGraw

Hill – (1998)



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o Puig, T. – Marca ciudad: Cómo rediseñarla para asegurar un

futuro espléndido para todos – Paidós Contextos –

9788449322099 – (2009)

o Puig, T. – La comunicación municipal cómplice con los

ciudadanos – Paidós Contextos – 9788449314490 – (2004)

o Puig, T. – Se acabó la diversión: ideas y gestión para la

cultura que crea y sostiene ciudadanía – Paidós Contextos –

9789501245288 – (2005)

o Quinn, Feargal – Crowning the customer: How to become

customer driven – Raphael Marketing – (1992)

o Riel, Al – Focus: The future of your company depends on it –

Harper Collins – (1996)

o Senge, Peter M. – The dance of change: The challenges to

sustaining momentum in learning organizations – Broadway

Business – (1999)

o Echeverría J. – Industrias culturales y creativas: Perspectivas,

Indicadores y Casos – Sinnergiak Social Innovation –

9788493534639 – (2017)

o Touraine, A. – Un nuevo paradigma para comprender el

mundo de hoy – Paidós Contextos – (2005)

o Walls, Ernest – Progressive Copartnership – London, Nisbet & Co.

– (1921)

o Walsh J., S. Craig and D. McCafferty (eds.) – Local Partnerships

for Social Inclusion? – Oak Tree Press, Dublin – (1998)

o Wenger, Etienne and McDermott, Richard and Snyder, William M. –

Cultivating Communities of Practice – A Guide to Managing

Knowledge – HBS Press – 1-57851-330-8 – (2002)

o Wheatley, Margaret J. – Leadership and the new science:

Discovering order in a chaotic world – Berreth Koehler

Publishers – (2006)

o Webb. Catherine, (ed) – Industrial Co-operation: the story of a

peaceful revolution – Manchester, Co-operative Union Ltd., –

(1904)

• MANUAL / GUIDE:

o Policy Handbook on Promotion of Creative Partnership – 2014

o Successful Partnership – Forum on Partnership and local

governance – 2006

• VIDEOS:

o Open Government Partnership

o Lord Hastings on the convergence between NGOs, business

and government

o TED Conference – Institutions vs Collaboration – Clay Shirky

shows how closed groups and companies will give way to looser

networks where small contributors have big roles and fluid cooperation

replaces rigid planning.



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o TED Conference – The new power of collaboration – Howard

Rheingold talks about the coming world of collaboration, participatory

media and collective action and how Wikipedia is really an outgrowth

of our natural human instinct to work as a group.

Documents

Welcome to #oosEU Toolbox - Origin of Spaces - Toolboxtoolbox.originofspaces.com/wp-content/uploads/2017/02/OOSEU_LP… · Impact: Partnering takes full advantage of the knowledge,