Project Cycle Management for International Development
Cooperation
Partnership
Teacher
Pietro Celotti
Università degli Studi di Macerata
6/11/2013
Partnership: reason why
• Working on a partnership basis implies high transaction costs:
Translation
Negotiation
Misunderstanding
• Partnership is the basis for a cooperation project
• Is partnership an added value? Why?
Cooperation
Cooperatio n
Cooperatio n
Development Development
Pilot Pilot
Strategy to reduce common
problems Strategy to reduce common
problems
Improvement of competencies Improvement of
competencies Exchange of
practices Exchange of
practices Relationships
and networks Relationships
and networks
Partnership: first analysis
• Is your organisation eligible?
• Is your organisation a suitable lead partner?
• Is for your organisation more profitable to be lead partner or just partner?
• Is your organisation able to involve the appropriate partners?
Partnership: first actions
• Drafting a first project idea
• Participating at the information day (if possible)
• Making the project idea circulate among potential partners
• If the available network of partners is not sufficient, verifying if the programme
makes some matching tools available
• Communicating with the managing authority of the programme and with other institutions
Lead Partner
• Is the lead partner’s profile a strong point for the project?
• Is the lead partner’s geographic location a strong point for the project?
• Does the lead partner own significative experiences in terms of management of similar initiatives?
• Is the lead partner reliable in terms of financial solidity?
Lead Partner
• Is the lead partner strong in the project sector?
• Does the lead partner guarantee a network facilitating the project
dissemination and impact?
• Is the lead partner’s role clearly described in the project?
Partners
• Is the minimum number of partners and territories reached?
• Is a high number of partners a strong point for the project?
• Is a multi-player partnership necessary?
• Is a multi-level partnership necessary?
• Is geography a key to define the partnership?
• Is the European or international added value clear from the partnership
composition?
Partners
• Are the partners sufficient for the project impementation or some key partners are still missing?
• Does each partner bring a clear contribution to the project?
• Is there any unessential partner?
• Does the distribution of the financial
ressources reflect the partners’ roles in the project?
• Is the project possible without this partnership?
Partners
• Does the partners own significative
experiences in terms of management of similar initiatives?
• Are the partners reliable in terms of financial solidity?
• Are the partners strong in the project sector?
• Are there partners provided with networks facilitating the project
dissemination and impact in the different countries?
Partners
• Is the role of each partner clearly described in the project?
• Is the level of involvement of each partner before the proposal submission well
described?
• Is the working language clearly identified?
• Is the aim of each project meeting clearly described?
• Is the future of the cooperation between the partners after the EU funding phase highlighted?
Partnership success
• A sufficient period of time is necessary to create the partnership
• Appropriate information must be shared a.s.a.p. with potential partners
Project idea disseminated
Partners’ descriptions received
Partners’ technical contributions obtained
Partners’ financial information obtained
A cooperation project is based on a strong and balanced partnership
p.celotti@t33.it
