Catalyzing Transformational Partnerships for the SDGs: Effectiveness and Impact of the Multi-Stakeholder Initiative El día después
2. Theoretical Overview
- Articulating the aspiration of the partners for transformational change. The collaborative value  created at the initial stages of a collaboration usually rests upon philanthropic or transactional approaches, with several critical factors identified for a partnership to evolve to a transformational stage .
3. Research Approach
3.1. Research Aims and Scope
4. The Case of “El día después”
Objectives and Preliminary Results
5. Results: Lifecycle and Collaborative Value Creation Analysis of the EDD
5.1. Lifecycle Analysis of the EDD
5.2. Collaborative Value Creation Analysis of the EDD
5.2.1. Organizational Engagement
5.2.2. Resources and Activities
5.2.3. Partnership Dynamics
5.2.5. Assessment of the CVC Analysis of the EDD
- The prestige and experience of the partnering organizations.
- The digital component as an amplifier of incentives, which has allowed relevant stakeholders to be connected easily, reaching a wider audience and systematizing work in an open way.
- Identifying windows of opportunity to connect with highly relevant topics related to the emergent COVID-19 crisis and its forecast downstream impacts.
- Multi-stakeholder networking, connecting spaces where relevant stakeholders interact in a context of trust and symmetry.
- Cross-learning among a myriad of people and ongoing initiatives.
- Strategic communication and advocacy, including the ability to introduce critical issues into public debate.
- At the level of the individual, curiosity, humility and generosity are required behavioral attributes for people to engage in the co-creation of a shared vision and a common work culture with others; this allowed all the people involved in EDD to enjoy great autonomy and, at the same time, a strong sense of belonging and shared purpose.
- At the level of the team, the work of facilitation is essential but, as we have demonstrated, it can be undertaken by all of the partners. The role of facilitators has been decisive in creating a mutually respectful and reinforcing interdisciplinary team, with team members possessing a double organizational identity, namely identifying with both their host organization and with EDD. This fact, together with the aforementioned shared purpose, allowed knowledge transfer among the partners in terms of collaborative practices and approaches, framed as organizational innovations through EDD that could be adopted by each partner organization where appropriate.
- At the level of the community, to effect actions from the collective endeavors, it was important that committed policymakers were included in the collaboration vehicle—in this case, EDD. These translators working in innovative, dynamic, flexible and diverse multi-stakeholder co-creation processes can support the scaling of innovation to effect changes in public policy. Policymakers may also act as the commissioner and/or problem owner to help a partnership become established. In our case, EDD supported and accelerated existing or emerging policies and inspired new ones, fostering innovation in the policy making process.
Conflicts of Interest
|Communities’ participants testimonies||All||Statements by 9 protagonists of the EDD Communities (from the public administration, business, academia and civil society) summarizing their experience and the added value of the initiative.||Vedio|
|Agora: “The transformation of cities”||Cities||Conversation with 14 mayors of Spanish cities to contrast their Covid-19 recovery strategies with public administration, business, academia and civil society.||Summary and video|
|Flattening of the mobility curve||Cities||Bases of the EDD proposal to reduce the mobility demand (in English).||Article|
|Madrid’s main mobility stakeholder’s commitment||Cities||Letter of commitment by Madrid City Council and the Regional Government, universities, business associations, green growth companies and the main trade unions.||Summary of the public event|
|Acuerdos de la Villa||Cities||Agreements by all the political forces of the Madrid City Council on the post-COVID-19 recovery strategy, which includes the EDD proposal to flatten the mobility curve (measure 232).||Agreements document|
|Agora: “Rethinking global cooperation and governance against COVID-19”||Global Governance and Development||Conversation with the Spanish Foreign Minister and representatives of multilateral organizations, private companies, NGOs and academia on multilateralism and international cooperation in the fight against COVID-19.||Summary and video|
|Joint Response of the COVID-19 Crisis of the Spanish Cooperation||Global Governance and Development||Results of the multi-stakeholder workshop (with the participation of 80 leading experts from the public administration, NGOs, academia and private sector) to make contributions to the COVID-19 response strategy of the Spanish Cooperation.||Contributions document|
|Science and humanitarian action||Global Governance and Development||Virtual meeting to strengthen links between key people in the Spanish scientific and humanitarian field and lay the foundations for future multi-stakeholder initiatives.||Summary and video|
|Agora: “A new company social contract for the day after”||Inequalities and new Economic Models||Multi-stakeholder conversation to frame the need and opportunities for the Spanish private sector for a response to COVID-19 in which companies create more social value.||Summary and video|
|Minimum vital income and basic income||Inequalities and new Economic Models||Insights for the adoption of minimum vital income and universal basic income in Spain.||Article|
|Specialized seminar about “Planetary health”||Health & Environment||Discussion about how we can create the same sense of urgency and levels of coordinated action to address the climate crisis and sustainable development.||Summary report|
|Analysis and proposals to the Draft Law on Climate Change||Health & Environment||Community’s suggestions to the Draft Law on Climate Change and Energy Transition in Spain.||Summary report|
|Spanish Strategy of Circular Economy||Health & Environment||Results of the multi-stakeholder workshop (with the participation of 80 leading experts from the public administration, NGOs, academia and private sector) to make contributions to the Spanish Strategy of Circular Economy.||Summary report|
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|Scoping||Purpose and orientation|
|Initiating||Agreements and decision-making|
Scaling up strategies
|Categories||Original CVC Framework Variables|
|Organizational engagement||Level of engagement|
Importance to mission
|Resources and activities||Type of resources|
Magnitude of resources
Scope of activities
|Impact||Co-creation of value|
External system change
|Stages||EDD Differential Elements|
|Scoping||Evolutionary logic and distributed facilitation function among all partners.|
|Initiating||No trend towards formalization: governance or contributions based on trust, common culture but non-permanent working structures, flexible and agile new organizations’ interaction.|
|Implementing||Starting with demonstration projects at scale: integrating what was already emerging in the context; active participation of private sector and policymakers, combined with academia and civil society; culture focused on building interpersonal and organizational trust and cross-learning.|
|Nature of Relationship (CVC Framework)||Status at the Beginning of the EDD||EDD Transformational Characteristics|
|Organizational engagement||Level of engagement||High||2030 Agenda as a central element for the mission of many organizations; COVID-19 urgency of reacting; EDD as a referential space.|
|Importance to mission||Central|
|Resources and activities||Type of resources||Core competences||Agile management based on shared values: commitment, agility, flexibility, attention to incentives and details, generosity and distributed leadership.|
|Magnitude of resources||Big|
|Scope of activities|
|Partnership dynamics||Interaction level||Intensive||Previous interpersonal relationships among partners’ teams and shared purpose that lead to shared identity.|
|Impact||Co-creation of value||High||Problem owners at the center of a sustained co-creation process.|
|External system change||Common|
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Moreno-Serna, J.; Purcell, W.M.; Sánchez-Chaparro, T.; Soberón, M.; Lumbreras, J.; Mataix, C. Catalyzing Transformational Partnerships for the SDGs: Effectiveness and Impact of the Multi-Stakeholder Initiative El día después. Sustainability 2020, 12, 7189. https://doi.org/10.3390/su12177189
Moreno-Serna J, Purcell WM, Sánchez-Chaparro T, Soberón M, Lumbreras J, Mataix C. Catalyzing Transformational Partnerships for the SDGs: Effectiveness and Impact of the Multi-Stakeholder Initiative El día después. Sustainability. 2020; 12(17):7189. https://doi.org/10.3390/su12177189Chicago/Turabian Style
Moreno-Serna, Jaime, Wendy M. Purcell, Teresa Sánchez-Chaparro, Miguel Soberón, Julio Lumbreras, and Carlos Mataix. 2020. "Catalyzing Transformational Partnerships for the SDGs: Effectiveness and Impact of the Multi-Stakeholder Initiative El día después" Sustainability 12, no. 17: 7189. https://doi.org/10.3390/su12177189