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This chapter explores how conveners can use stakeholder analysis to bring together and align relevant and affected actors in cocreation partnerships. Next, it considers how conveners can deal with the limits to the inclusion of all relevant and affected actors. Reflections on the relation between inclusion and exclusion of actors are followed by a discussion of how conveners can empower weak, vulnerable, and inexperienced participants. Empowered actors must be motivated to participate in complex and demanding cocreation processes. The key motivator is to be found in the efforts of conveners and facilitators to clarify, strengthen, and create resource interdependence between the participants. The last section looks at the emergence of different kinds of conflicts and the role of conveners and facilitators in mediating conflicts that threaten to jeopardize the cocreation process.

This chapter looks at the crucial role that local action plays in achieving the SDGs. It begins by revisiting the transition from the Millennium Development Goals to the Sustainable Development Goals and ponders the reasons why we should have faith in the prospect for successful goal attainment. Next, it demonstrates the importance of local responses to global problems and challenges targeted by the SDGs and discusses the motivation of local actors to contribute to the changes that need to be made in order to generate inclusive prosperity while protecting the planet. Finally, the chapter identifies some of the key barriers to local action and reflects on how we broaden the scope and improve the conditions for local people and organizations to initiate and drive change.

This chapter argues that failure to secure accountability can be costly because it raises doubts about the fairness, salience, and impact of cocreation. Cocreation must establish accountability with respect to four different audiences: sponsors, relevant stakeholders, affected citizens, and the general public. The chapter discusses the challenges of trying to solely hold cocreation networks and partnerships accountable based on formal accountability mechanisms. It argues that these formal mechanisms must be supplemented with social and more informal strategies of accountability. Finally, the chapter considers how changemakers can strengthen social and informal accountability in and around cocreating networks and partnerships.

This chapter insists that local cocreation projects need not only good intentions and the hard work of volunteers but also require funding and financing of the design and implementation of new solutions. It draws a conceptual distinction between funding and financing and explains who may help to provide funding and financing and why they may do so. As a part of this discussion, attention is drawn to the importance of writing good and persuasive funding applications and drawing up a strong and convincing business case to secure financing of new solutions. The new and emerging strategy for mobilizing private capital to help finance SDG projects is explained and illustrated, before closing the chapter with a discussion of the need to develop a proper system for fiscal accounting and auditing, which can prevent mismanagement and misconduct that eventually undermine popular support for local SDG projects.