The ICDD Team includes highly qualified experienced professionals in the field of cooperation development. It offers suggestions and recommendations to national, local and city governments to counteract the challenges of the 2015 United Nations seventeen sustainable development goals of 2030. In general, the Team is responsible for:
○ Promoting relevant and sound knowledge on international cooperation fields and agencies.
○ Assisting public and private sectors in the promotion of the international cooperation processes and ensuring its success.
○ Encouraging and assisting public and private sectors in promoting their capacity building in the field of international cooperation at the local, national, regional, and international levels.
○ Facilitating investment in, and finance for, newly evolving international cooperation programmes and projects for national local, and city governments.
○ Integrating international cooperation within the Global Group UK, with tasks ranging from planning, designing and implementing sound and effective partnerships.
The principal success components of the ICDD Team are as follows:
The three core functions for promoting international cooperation in-depth knowledge are:
○ Promote evidence-based policy formulation and implementation:
Provide policy leadership to recommend priority actions for accelerating progress towards the United Nations 17 SDGs 2030 based on evidence, knowledge, and lessons on overcoming bottlenecks in achieving the SDGs targets.
○ Monitor progress and improve the availability/use of data:
Pursue the monitoring, follow-up and review arrangements for the 17 SDGs 2030 agenda. Develop and pursue advocacy strategies based on reported national and regional benchmarks, and create a National International Cooperation Observatory.
○ Drive financing mobilisation and improve alignment
Advocate for mobilisation and better use of domestic and international IC financing in support of agreed priorities, by galvanising renewed commitments, pushing for greater harmonisation and alignment, championing innovative sources of finance, and promoting efficiency and equity in IC spending.
1. Interpersonal Skills
Interpersonal skills are the behaviours and tactics an organisation uses to interact with others effectively.
Governments, organisations and people use interpersonal skills all the time when dealing with others, whether in the workplace, in social situations, or within a community.
Interpersonal communication involves the face-to-face exchange of thoughts, ideas, feelings and emotions between two or more people. This includes both verbal and nonverbal elements of personal interaction. Employers seek candidates with interpersonal skills as they contribute to the efficiency of teamwork and business communications.
2. Experience in international cooperation programmes
To be successful in creating, designing, implementing and evaluating sustainable development cooperation programmes, those involved it is rather pre-requisite to have proven experience in this critical field for developing countries. Candidates for undertaking responsibility in this field have to deal at least, with the following:
3. Ability to identify the right donors, partners, and recipients.
Define your programme goals; Map your potential partners, Evaluate their fit, and engage them effectively
Before you start looking for partners, you need to have a clear vision of what you want to achieve with your programme.
What are the problems you are trying to solve, the opportunities you are exploring, or the gaps you are filling?
How will your program create value for your customers, your partners, and your business?
What are the key metrics and indicators of success?
Having a well-defined and aligned programme strategy will help communicate the Group’s value proposition and attract partners who share the Group’s vision.
Strategic alliances are long-term, mutually beneficial partnerships between two or more organisations that share resources, capabilities, and goals. They can help you access new markets, customers, technologies, and expertise, as well as reduce costs and risks.
Strategic partnerships can be a powerful way to grow business, reach new customers, and leverage complementary resources. However not all partners are created equal, and choosing the right ones can make or break success.
How do prioritise strategic partners and avoid wasting time and resources on the wrong ones? The following tips may assist in answering this question:
a) Assess your needs and strengths
b) Research and prioritise potential partners
c) Initiate contact and build rapport
d) Negotiate and formalise the agreement
e) Implement and manage the partnership
f) Review and improve the partnership
Building and maintaining a partner network is a key skill for business development professionals. A partner network consists of strategic alliances and collaborations with other organisations that can help you reach new markets, access resources, leverage expertise, and create value for your customers.
However, creating and managing a partner network is not a one-time activity. It requires ongoing efforts to identify, engage, and nurture potential and existing partners.
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