WELLCOME!

Thank you for coming today!

A G E N D A

1• Introduction• Our mission, activities and results

• ABOUT US

2 • CROSS-SECTOR COOPERATION

3• Identifying key stakeholders• Management of co-operation

• EXAMPLES OF THE PROCESS

• Importance of cross-sector co-operation

ABOUT US

• O U R M I S S I O NOur mission is a development of the ICT profession in Slavonski

Brod/Croatia and local region, exchange of knowledge and

experiences, non-formal education and lifelong learning, increase of

employability in the ICT sector, and encouraging entrepreneurship.

• M I S S I O N 1

• M I S S I O N 2

• M I S S I O N 3

• EDUCATION

• SUPPORT

• NETWORKING

• Education of children and youth

in STEM and ICT

• Providing support to companies

and employees in the ICT sector

• Networking and co-operation

with stakeholders

mBOTArduino

FIRST LEGO LEAGUE CODE CLUB

LITTLE BITSInternet Of

Things

• CoSPACEROBOTICS

TEACHTHE

TECHERS

I C T C O M M U N I T Y

• Programming community

• Hackathon

• Microsoft community

R E S U LT S

• 5 5 0

W O R K S H O P S

1

• 3 5 4

C H I L D R E N

2

• 1 1

C O M PA N I E S

3

C RO S S - SEC TO R CO O P E RATI ON

C O O P E R AT I O N

1• Definition

• INTRODUCTION

2 • PHASES OF THE PROCESS

3• Management of cooperation

• CHALLENGES

• Importance of cross-sector cooperation• Identifying key stakeholders

•C R O S S - S E C T O R C O O P E R AT I O N

• Cross-sector cooperation are commitments between or among public,

private, and/or non-profit institutions in which individuals from partner

organizations commit various resources and agree to work cooperatively

toward common development goals.

•C R O S S - S E C T O R C O O P E R AT I O N

• Cooperation is when everybody brings something to the table (expertise,

money, ability to grant permission, etc.). They put it on the table, take

their hands off and then the team creates from there.

•C R O S S - S E C T O R C O O P E R AT I O N

• Cross-sector collaboration leads to innovations in governance. It creates

social value and provides reduction of costs and benefits for society.

Effective collaboration between the public, private, and third sector

requires innovative thinking, leading, and acting. New skills and forms of

cooperation between partners are needed.

•WHO IS RESPONSIBLE?• WE ALL ARE

• where organisations enter into

collaborative agreements to

achieve their own goals,

negotiating among competing

interests, motivated by their own

expectations and self-interest

•CLASSIC CSC • puts emphasis on a

commitment to

something larger than the

individual (person, organisation,

town, even state), views

collaboration as an integrative

process that treats differences

and emphasises mutual

understanding, a collective will,

trust and sympathy.

•NEW PARADIGM

I D E N T I F I N G A P R O B L E M / I S S U E

• Lack of places for exchange of knowledge and experience in the ICT profession as

well as professional development beyond the formal education system.

• LACK OF PLACES1

• Lack of qualified staff (employees or external associates) for specific projects in

ICT (lack of formal education, but also incompatibility/gap between formal

education and labour market needs)

• LACK OF QUALIFIED STAFF2

• The need for new forms of cooperation in accordance with globalisation that has

significant impact od ICT working environment (networking, co-working,

outsourcing, clusters)

• THE NEED FOR NEW FORM OF COOPERATION3

HOW TO ORGANIZE?The question was, how to organize this initiative so

that we can be flexible in achieving our goals. So we

came up with an idea of starting an NGO, and the

name of the organisation came up by itself.

E XAMP L ES O F THE P RO C ESS

S E V E N P I L L A R S O F C H A N G E

Pillars of the society are also the key stakeholders in any society change. Every idea will be

just an idea if there are no key stakeholders to support it. Therefore involving key

stakeholders into the process of change if first step in starting cross-sector cooperation.

EDUCATION

FAMILY

GOVERNMENT

ART &

ENTERTAINMENT

MEDIABUSINESS

RELIGION

1

2

3

4

5

• ST EPS I N I DENTIFYING STAKEHOLDERS

Involve stakeholders in order to ensure success. Address their

concerns, and demonstrate how the effort will benefit them.

Manage stakeholders- keep the, involved and supporting. Evaluate

the process from time to time.

MAKE A LIST

GET TO KNOW

THEM

MANAGEMENT

OF

STALEHOLDERS

EVALUATION

REPEAT

• Connect IT

DEVELOPMENT AGENCIES

MEDIA

GOVERNMENT

NGOs EDUCATION

BUSINESS

• Radio, TV, news web

portals, press, etc.

Local authorities,

regional authorities,

national authorities, EU,

Agencies, etc.

• Technical school

Slavonski Brod, other

high schools,

universities, primary

schools, open

universities, teachers

etc.

• Development agency

of Slavonski Brod,

Regional development

agency, etc.

• Community of Technical

Culture, Volunteers center,

National ICT NGOs, etc.

• Local ICT businesses, Chamber

of Commerce, etc.

• K EY STA K EHOLDERS ( s te p 1)

STAKEHOLDER ANALISYSC H A R A C T ER I S T I C S ,

N EEDSW H AT DO W E N EED W H AT C A N W E O F F ER

T EC H N I C A L S C H O O L

S TA K EH O L DER 2

• S TA K EH O L DER 3

• S TA K EH O L DER 4

• S TA K EH O L DER 5

• S TA K EH O L DER 6

• INSTITUTION WITH HIERARCHY

• HIGH SCHOOL

• INFORMATION ABOUT

STUDENTS

• EDUCATION OF STUDENTS IN

ROBOTICS

• You can add as many columns as needed, such as „OUR ATITUDE

TOWARDS THEM”, „NEXT STEP”, „WHOSE RESPONSIBILITY IT IS”…

MAPPING STAKEHOLDERS (STEP 2)

LATENTS PROMOTERS

APATHETICS DEFENDERS

High influence

Low interest

Low influence

Low interest

High influence

High interest

Low influence

High interest

M A N A G E M E N T O F

C O O P E R AT I O N ( S T E P 3 )

• “Collaboration is a process in which autonomous actors interact through

formal and informal negotiation, jointly creating rules and structures

governing their relationships and ways to act or decide on the issues that

brought them together; it is a process involving shared norms and

mutually beneficial interactions.” (Thompson 2001.)

COOPERATION CONSTRUCTION

• Participative decision making

• Problem solving

• Shared power arrangements

• GOVERNING

• Coordinating

• Roles defining

• Monitoring

mechanisms

• ADMINISTRATION

• Building trust

• Building reciprocity

(willingness to

cooperate,

understanding

obligations)

• NORMS OF

RECIPROCITY AND

TRUST

• Forming mutually

beneficial relationships.

• MUTUALITY

• Reconciling

individual &

collective interests

• AUTONOMY

• F I R S T P R E S E N TAT I O N F O R K E Y S TA K E H O L D E R S 2 9 . 0 6 . 2 0 1 5 .

• Croatian Chamber of Commerce, 5 ICT companies, Development Agency Slavonski Brod, Radio 92FM, Community for Technical Culture SB,

Open University Libar, University Slavonski Brod

T I P S A N D T R I C K S

• Provide whatever information, training,

mentoring, and/or other support they need to

stay involved

• INFORMATION1

• Treat them with respect

• RESPECT2

• Engage them in a decision making

• ENGAGE3

• Take care for their interests to keep them

engaged

• INTERESTS4

• Maintaining their enthusiasm by celebrations,

small tokens of appreciation, and continual

reminders of the effort’s accomplishments

• ENTUSIASM5

• Involve them in the conception, planning,

implementation, and evaluation of the effort

from its beginning

• INVOLVE6

HOW TOIMPROVE

OURSELVES?

• EVALUATION – STEP 4.

• Did you manage to identify key

stakeholder successfully? Could it be

done better?

• What strategy did you use for each

group? Did it worked?

• How successful were you in keeping

people involved?

• How did you manage relationships with

stakeholders?

• Did stakeholder involvement improve the

work, effectiveness, and/or political and

community support of the action?

C H A L L E N G E S I N C R O S S - S E C T O R

C O O P E R AT I O N • ineffective management,

• limitations of human resources and leadership,

• lack of strategies,

• lack of monitoring mechanisms,

• lack of common rules and modes of actions,

• lack of communication,

• mistrust,

• lack of commitment,

• self-interest and competition

• S TEMč i ć i w i t h s u p p o r t o f C i t y o f S l a v o n s k i B r o d

• 80 workshops for 100 kids in robotics and ICT

• C O N N E C T I T i s a n A m b a s a d o r o f C R O T I A N M A K E R S ( n a t i o n a l p r o j e c t I C T e d u c a t i o n b y I R I M )

• Croatian Makers conducts ICT edutacion in schools in Croatia

• C O N N E C T I T i s a m e m b e r o f P a r t n e s h i p C o u n c i l o f S l a v o n s k i B r o d f o r E U F u n d s

• We have participated in a process of creation of Strategical Development Plan, and we are a partner in project of ICT Incubator

• C O N N E C T I T i s a p a r t n e r o f C o u n t y B r o d s ko P o s a v s k a f o r I C T i n p r i m a r y a n d s e c o n d a r y s c h o o l s

• Meeting with all the principals of schools in County Brodsko-Posavska.

• Connect IT will provide support for teachers in elementary and secondary schools, and thought them how to use micro:bit in classrooms

O U R PA R T N E R S H I P S• City Of Slavonski Brod

• Development Agency Slavonski Brod

• Brodsko-Posavska County

• Technical School Slavonski Brod

• University Slavonski Brod

• Open University „Libar”

• Business sector: Pronova, InfoLink, Recontra, Count IT, Helioz, Brodbot,

Irys design, Programming protocol, Iggy design,

• NGOs: Volunteers centre, IRIM, Radio 92FM….

C O N C L U S I O N

• Every initiative needs a support from partners

• CO-OPERATION1

• You can initiate partnership process

• INITIATE2

• Define a problem/issue that you want to solve

• PROBLEM/ISSUE3

• Define your key stakeholders

• KEY STAKEHOLDERS4

• Make an analysis of your stakeholder, get to

know them, find out what their interests are,

and what are your common goals

• ANALISE5

• Manage a process of cooperation in order to

ensure transparency of the process,

involvement and support of stakeholders, and

solving common issues.

• MANAGE6

THANKS FOR YOUR ATTENTION!

Questions?