The Power of International Collaboration. Andy Burman SEBCO Consulting

Transcription

1 The Power of International Collaboration Andy Burman SEBCO Consulting 1

2 Why: what is in it for you/others? What: are you trying to achieve? How: are you going to do it? 2

3 Questions for YOU! Who is part of an international collaboration? Why? Does it work? 3

4 If you are starting from the beginning. 4

5 1. Analyse: who you are going to talk to, what the offer is, and the external stakeholders 2. Assess: the benefits, the risks 3. Decide on: structure, who is going to do what 5

6 Finally: Trial it, grow it, assess it, evaluate it, promote it! 6

7 Scenario: The Danish Society of Leather Furniture Manufacturers Desire to collaborate with other leather furniture manufacturers across the EU and the world. Why? To jointly challenge import and export obstacles, to share knowledge and technological innovation, to promote leather goods and craftsmanship. 7

8 Target audience Leather furniture manufacturers across the EU and the world Other international collaborations of relevance Government trade offices EU trade offices Leather goods manufacturers and importers Designers Production and factory representatives Transport and logistics companies/federations Anyone else? 8

9 Step 1 Assess the market environment, research who is already out there, what the unique selling point is, who is interested, what are the risks?. Risk assessment: (+) Benefits of an international voice for leather furniture manufacturing, potentially improved business prospects through better cross border trade deals, ability to respond with stronger voice to political or financial barriers that emerge, etc. (-) Risks could be that not everyone s interests are the same, encouraging import/export could damage home country production and sales, etc. 9

10 Step 2 Gathering the key players. Decide who will be starting on this journey, start the conversation, see what enthusiasm there is. Start small, grow gradually: Don t try to include everyone first time, but maybe let them know you exist and will be in touch. Try to find one common theme or project everyone agrees on, make it manageable and easy to achieve, focus on the quick win to show what is possible. Agree the boundaries of how it will work, define relationships, have a formal/informal agreement document. 10

11 Step 3 Did it work? What is next? Evaluate and promote: Define success did you achieve it? What did you learn along the way? What next, is there a longer term strategy? Who else is needed around the table? Potentially look at 5, 10, 20 year plan, what resources you will need (staff, offices, funding) research into the industry, lobbying and greater impact? 11

12 Scenario Exercise Choose from one of the following: Danish Society of Leather Furniture Manufacturers The EU Trade offices (regulating trade agreements and policy across the EU) The North American Leather Furniture Manufacturers Association The European Freight Haulage Association The European Vegetarian and Vegan Society Greenpeace 12

13 Who supports the pan European federation of leather furniture manufacturers? Why? Who does not support it? Why? What are the issues for the Danish Society to think about next? 13

14 Case Study: Health European Federation of the Associations of Dietitians Founded member associations across Europe Priorities: Promoting the work of the Federation and its members Developing the professional role of the dietitian across Europe Promoting research Improving the health of the people of Europe 14

15 Benefits Access to WHO and EU policy makers A stronger voice across Europe on food, nutrition and diet policy Access to EU funding for major projects to improve the standards of education, training and practice of dietitians across Europe Risks Not all dietitians are the same Lowest common denominator? Not all countries face the same challenges (health, professionals, etc.) Funding from members is scarce, to support these activities Funding from Government or EU is also scarce 15

16 Impact Influenced food and nutrition policy from the EU. Received major funding from EU under the Socrates- Erasmus programmes for standards in European education for Dietitians improving health of European citizens. What is next? EFAD governance model current model is a Dutch registered parent company, developing a parallel UK registered charity, to access industry funding for research, etc. 16

17 Case Study: Health/Business Joint collaboration between National Dietetic Associations in Canada, UK and Australia Priorities: To develop and promote a web based tool for dietitians to: give the up to date scientific evidence base to manage clinical conditions through diet and provide tools or information to assist patients. 17

18 Benefits Intellectual property developed and owned by Canada and jointly with UK/Australia Used as a call centre service across 3 Canadian Provinces Comprehensive set of online and e-resources for patients Very high quality control Risks Costly Requires intensive input of experts to keep up to date and developing Requires constant review to keep up to date with new technology to assist with international access 18

19 Impact Over 50% of membership across Canada/UK/Australia are now using it Cost is absorbed into business model Licenses have been sold to national associations in New Zealand, Ireland, South Africa and soon in Japan (Income generating) Licenses sold to Universities across the world Access is cheapest when people join the association, has encouraged people to join a membership association! 19

20 Case Study: Sports International Federations Sustainability Study Founded 2008 Annually reviews trends and needs regarding sustainability of International Sports Federations Priorities: Identifies whether a sport (under the auspices of a Federation) meets the needs of the community, the sport and provides greater opportunity for all 20

21 Benefits In Federations participated, including 54% of all Olympic Federations, and the response rate was 40% of all invited Federations. Between sustainability, as a strategic issue for Federations, rose from 32% to 83%. 45% of Federations now have a person responsible for sustainability. Sustainability is used to address equality of access to sports, health, environmental impact, poverty reduction, education and peace building. 21

22 Benefits (2) Demonstrates why sports funding should continue Demonstrates the impact and benefit of the work of sports Federations Provides a business case template for sports bodies Shares knowledge and research across the sports sector 22

23 Questions? Can we help you with anything? SEBCO has expertise in advising and developing international agreements, governance structures and strategy for professions Join our mailing list Visit our stand at Associations Congress 23

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