Transcript Document

Rethinking Partnerships for
Development
JPO Workshop
Monday June 14, 2004
Bureau for Resources and Strategic Partnerships
Objectives
• To share UNDP’s vision on strategic
partnerships
• To briefly introduce the Bureau for
Resources and Strategic Partnerships
Why partnerships?
• Complex and interdependent world requires
various sectors to come together to effectively
respond to development challenges – no one can
do it alone
• Combining of organizational cultures and
competencies lead to innovative approaches and
solutions
• Diverse access to networks and relationships
through various sectors
What is a partnership?
A collaborative alliance between two or more actors,
be it public, private or NGOs or any group of individuals
which could fundamentally have different objectives,
values, cultures, structures, but that are sharing risks,
responsibilities, resources and competencies while
committed to a common task which will also help to
achieve their specific individual goals.
Key Partnership Principles
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Partnership greater than sum of its parts
Clear & frequent communication - Transparency
Sharing of risks
Ensure benefits for all partners
Clear, measurable goals
Strive to ensure equity among partners
Complementary contributions - build on core
strengths of partners
• Agreed partnership governance structure is key for
success
• Patience!
Partnership benefits
• Organizational innovation
• Improved operational efficiency
• Development of human capital
• Better access to information
• More effective / appropriate products & services
• Enhanced legitimacy & credibility
• Increased access to resources (pooling)
• Increased participation – social capital!
UNDP Resource Trends
2,500.00
2,000.00
1,500.00
1,000.00
500.00
0.00
1993
1994
1995
1996
1997
Regular resources
1998
1999
2000
2001
Non core
2002
2003
Old UNDP Culture
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80-90% of resources were “core”
Success measured by disbursement volume
Process-driven, measured by inputs
Donors invested in transfer mechanism
Partners viewed as disbursements agents
Partners were external face of internal
process.
New UNDP Culture
• Development results requires complex
interventions by multiple actors - partnerships
• 70% of resources non-core
• Non-core = partnerships built around results and
common objectives
• Partner priorities co-determine interventions
• Results-driven, results = partners & resources
• Success = partnerships must be at heart of UNDP
New Partnership Culture
Requires…
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Partnerships start at home – staff, culture
‘Extroverted’ networking culture, client focus
Listening skills – understand different cultures
Flexibility, adaptability
Connecting, sharing, reporting – internally &
externally – knowledge management
• Responsive leadership, real-time decision making
• Not an add-on – the way we do our work!
Ever-Changing External
Environment
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UN Reform – UNDP within UN system
Globalization, corporate responsibility
Global Compact, Private Sector Commission
MDG Campaign
World Social Forum
Recession in donor countries, and an ongoing
debate on financing development activities
Ever-Changing External
Environment
• Proliferation of new development actors,
new funds and ways of allocating these
funds
• World Bank: IDA XIII – IDA XIV,
percentage of loans will become grants
• Millennium Challenge Account – USA
• Future International Finance Facility
Consequences
• Building partnerships and mobilizing
resources have become integral part of
UNDP doing business.
• Establishment of the Bureau for Resources
and Strategic Partnerships according with
Administrator Business Plans 2000 – 2003.
UNDP well positioned for
partnerships
• Inclusive and consensus building approach – not
imposing conditions
• Legitimacy with governments, civil society
• Impartial – facilitating role
• Strong values – attracts partners
• Universality – scale up partnerships
• Development expertise
• Local knowledge
UNDP Strategic Partnerships
• Administrator’s Business Plan 2000-2003
Policy, people, partnership, performance, resources
MYFF:
• Strategic partnerships for development effectiveness
• Prioritize partnerships in all programme areas
• Partnerships - leverage UNDP expertise
• Need enhance CO capacity in partnership building
• Specific focus on private sector & CSOs
Bureau for Resources and
Strategic Partnerships (BRSP)
Created (a) to develop UNDP’s institutional
capacity to build and strengthen strategic
partnerships; and (b) to strengthen the
Organization’s resources mobilization function
BRSP as:
• Change agent, facilitator
• Connecting, aligning, relationship builders &
managers
External constituencies
Directorate
Tokyo Office
Executive Board Secretariat
New Initiatives Task Force
Brussels Office
Washington Office
MDGs
Division for Resource
Mobilization
Bonn Office
Rome Office
UN Affairs
Civil Society Organizations
Japan Unit
Copenhagen Office
Iraq Trust Fund
Business Partnerships
Operations Unit
Geneva Office
UN Foundations
Support to Country Offices
BRSP
• Directorate
– Japan Affairs Unit
– Operations Unit
• Division for United Nations Affairs
• Division for Resources Mobilization
– Support to Country Offices Unit
– Donor Relations Unit
BRSP
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Millennium Development Goals Unit
United Nations Foundation Affairs Unit
Division for Business Partnerships
Civil Society Organizations Unit
Executive Board Secretariat
Private Sector and the MDGs
“I believe that it will be the building of the private
sector that will be the critical next challenge in
development – very much the way that democratic
governance was so much the challenge for the past decade.”
Mark Malloch Brown
Why private sector
and development?
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Globalization
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Both business culture & development culture
changing – convergence
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New global business environment – Corporate Social
Responsibility (CSR), “sustainable business”, etc.
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New development “paradigm” – public-private
partnerships (multi-stakeholder) post-WSSD
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Resource Mobilization, FfD - FDI and domestic
private investments dwarf ODA
UNDP & Private Sector
Strategic priorities
• UN Global Compact
• Private Sector Commission Report: “Unleashing
Entrepreneurship”
• Brokering investments and commercial activities:
Growing Sustainable Business
• Partnerships across UNDP focus areas and MDGs,
Thematic opportunities
Civil Society Organizations
A working definition
State
Market
Civil
Society
•Civil society constitutes a
third sector, existing
alongside and interacting
with the state and market.
•CSOs comprise the full
range of formal and
informal organizations
within civil society: NGOs,
CBOs, indigenous peoples’
organizations, trade unions,
social movements, etc.
Changing context
CSO Profile
• Enormous growth in number, diversity and influence of
CSOs.
• Greater influence in shaping local/global agendas.
• Growing mobilization through global assemblies such as
World Social Forum.
• Increasing resources channeled through CSOs.
CSOs
Broad Areas of Engagement
• Engagement with civil society in key national planning
processes (PRSPs, MDGRs, CCA/UNDAF)
• Small grant mechanisms to promote policy-level partnerships
(e.g., BCPR/BRSP Global Initative)
• High-level internal initiatives with civil society(e.g., CSO
Advisory Committee, RR/RC Champions’ Initiative, National &
Regional CSO Advisory Committees)
• Engaging NGOs and community organizations in sustainable
development, conflict prevention and recovery, and HIV/AIDS
(Equator Initiative, community dialogue spaces, Community
Based Initiatives)
• Policy dialogue with and programmes for indigenous peoples
What our Partners Say
UNDP partnership survey 2003
• Strengths (aggregated, all partners):
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Closely associated with MDGs, governance
National ownership, country knowledge
Information, interpersonal skills
Technical competence
Country office efficiency
Resident Coordinator function
What our Partners Say
• Weaknesses / Challenges:
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Policy advice, policy reform, advocacy
Environment & energy relatively low profile
Operational services
Overwhelmingly NOT seen as actively working with
Private Sector (but p.s. itself sees us as quite active..!)
• Host governments in general more favorable
• Bilateral donors in general more critical
• Civil society and private sector in the middle