Advancing United States-Mexico Binational Sustainability Partnerships (2021) / Chapter Skim
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2 Sustainability Partnerships
2 Sustainability Partnerships
Pages 21-44
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From page 21... ...
The material of this chapter may also be useful for organizations and groups seeking to improve their partnership activities in light of sustainability goals and those who may be interested in common attributes and structures of similar partnerships internationally. While many themes and issues in the international literature do resonate with the challenges and structure of sustainability partnerships in the U.S.–Mexico region, the region also has unique features that create specific opportunities and obstacles to partnership initiatives.
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From page 22... ...
These types of partnerships represent a critical means of implementing the whole sustainability agenda and achieving all the SDGs.1 As it pertains to achieving the SDGs, a multistakeholder partnership is defined as: an ongoing collaborative relationship among organizations from differ ent stakeholder types aligning their interests around a common vision, combining their complementary resources and competencies and sharing risk, to maximize value creation towards the Sustainable Development Goals and deliver benefit to each of the partners. (Stibbe and Prescott, 2020, p.
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SDG Target 17.17 seeks to "encourage and promote effective public, public-private and civil society partnerships, building on the experience and resourcing strategies of partnerships" (United Nations, 2015)
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Multistakeholder partnerships for sustainable development aim at integrating various sectoral and disciplinary perspectives on a broad spectrum of essential needs, including food (SDG 2) , water (SDG 6)
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Chapter 3 covers some current partnerships, such as the work of the Border Philanthropy Partnership, which could be considered a partnership striving for longer-term collective impact by facilitating financial resource access for actors in diverse sectors, addressing diverse sustainability challenges in the border region.
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This action-oriented partnership is also serving to communicate ideas and knowledge among border research institutes and Native communities, while serving as a community-based partnership, reinforcing ties among native peoples across the border region. Researchbased partnerships, particularly those involving academics and professionals in public resource management institutions, have long been involved in cross-border collaborations, addressing the sustainability challenges in water resources, biodiversity, and natural hazards domains.
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Sustainability partnerships are often thought to emerge in contexts where an organization recognizes the added value of working with others toward aligned goals or within a common agenda. In some cases, the organization may perceive that its agenda and goals cannot be easily met without the contributions of other actors or organizations: that is, they might identify a "collaborative advantage," which Stibbe, Reid, and Gilbert (2019)
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characterize four types of trust in the context of analyzing collaborative natural resource management: (1) rational trust, based on a calculative assessment of expected benefits and risks informed by the history of performance and predictability; (2)
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SOURCE: Reprinted (courtesy of Creative Commons license) from van Buuren, van Meerkerk, and Tortajada (2019)
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Coproduction captures the idea of continual interaction between knowledge-making and decision making in the context of planning and implementation for sustainable development. Multi-stakeholder partnerships targeting sustainable development in the U.S.–Mexico border region confront complex cross-border socio-ecological system (SES)
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. As detailed in Chapter 3, in the transnational U.S.–Mexico context, the diversity of actors and knowledge systems5 poses a challenge to effective partnerships; coproduction implies a negotiation of shared risks and responsibilities that must be transparent to all participants in a partnership.
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. Leadership Sustainability partnerships require leaders with exceptional skills to navigate collaboration and governance approaches across diverse social, political, and cultural boundaries, targeting both sustainable development and the resilience of a complex cross-border socio-ecological region (Perz, 2019a)
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In a cross-border region, characterized by change and uncertainty, a leader's role in building the capacity of partnerships to collaborate on challenging issues is fundamental for sustainable development (Armitage et al., 2008; Bouwen and Tailliey, 2004)
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Data sharing can be a challenge in transnational partnerships or partner ships involving a mixture of private, public, and civil society a ctors with different sets of knowledge, experience, and information access. Respecting the norms and institutional constraints of par ticipants in data sharing, while working to enhance transparency and accountability through partnership-specific data-management protocols, can thus be critical (Garrick et al., 2018; Pulwarty and Maia, 2015)
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Access to a diversity of financial resources can help sustain effective partnerships (Cumiskey et al., 2019; GAO, 2008; Iott, 2010; Westley et al., 2013)
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Finally, they find that relationships built on trust increase the value of information exchange, and shared learning can increase participant satisfaction and outcomes. Drawing on the discussions and literature cited above on the characteristics and types of partnerships, the sustainability of partnerships has been shown to depend on whether processes for sustaining collaborative vision building are focused on securing the common good, facilitating knowledge building and utilization, facilitating network development both horizontally and vertically among key actors and with key actors, using policy entrepreneurs to create momentum and gain support, and pursuing flexibility and respect.
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(2016) proposed seven principles for effective multistakeholder partnerships for sustainable development (see also Brouwer et al., 2018)
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First, actor involvement in multistakeholder partnerships follows an inclusive participatory approach in all aspects and phases of a partnership's life cycle. Multi-stakeholder partnerships for sustainable development operate on inclusive collaborative processes throughout, and their leadership style may adapt following the partnership's development, tasks, and effectiveness.
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Their members need to be receptive to embracing, if not to embrace, alternative paradigms, traditions, and practices, and to be ready to cross those epistemic frontiers through an iterative process that traces unique paths for each partnership. The leadership of multi-stakeholder partnerships should share the above principles and be effective in keeping partners moving toward achieving their common goals -- themselves jointly established through the concerted action of all the stakeholders.
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CONCLUSION 2-3: Knowledge co-production creates value in sus tainability partnerships when it emanates from mutual or "horizon tal" relationships among all the involved actors, confronting current power asymmetries with a commitment to combat inequality and exclusion. CONCLUSION 2-4: Partnership persistence requires a systemic ap proach toward a shared goal.
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. Boundary work for sustainable development: Natural resource management at the Consultative Group on International Agricultural Research (CGIAR)
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. The process of partnership construction: Anticipating obstacles and enhancing the likelihood of successful partnerships for sustainable development.
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. Addressing the climate change -- Sustainable development nexus: The role of multistakeholder partnerships.
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. The SDG Partnership Guidebook: A Practical Guide to Building High Impact Multi-Stakeholder Partnerships for the Sustainable Development Goals.
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