Strategic Framework for Partnerships and Collaborative Relationships Informal briefing of the UNICEF Executive Board New York 15 May 2009 Philip O’Brien, Director Private Fundraising and Partnerships.
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Strategic Framework for Partnerships and Collaborative Relationships Informal briefing of the UNICEF Executive Board New York 15 May 2009 Philip O’Brien, Director Private Fundraising and Partnerships Presentation of the Framework and accompanying documents • Process of finalizing the Strategic Framework, the Mapping Document and additional documentation – Follow up on comments • Mapping of UNICEF’s engagement in partnerships and collaborative relationships – Collection of examples • Analysis of outcomes and lessons learned • Agenda for Action and implementation plan UNICEF Executive Board consultations 3 « informals » • 31 October 2008: Annotated Outline • 20 February 2009: Comments on draft Framework • 15 May 2009: Final presentation UNICEF Action on Executive Board comments •Corporate Alliances Opportunities and challenges In-Kind-Donations •Reference to Aid Efficiency process Paris Declaration and Accra Agenda for Action •More details on partnerships with UN agencies •Highlight benefits for UNICEF Focus on results for children •Name less successful Global Programme Partnerships Focus on need for alignment and coherent approach UNICEF Definition – Partnerships and collaborative relationships “Partnerships are voluntary and collaborative relationships among various parties, both public and non-public, in which all participants agree to work together to achieve a common purpose or undertake a specific task and, as mutually agreed, to share risks, responsibilities, resources and benefits.” (A/RES/62/211) (….) UNICEF engages in a broad range of partnerships (based on a written agreement and which may involve the exchange of resources) and collaborative relationships (based on an informal agreement and not involving transfer of resources), with many of them evolving over time. (…) UNICEF Mapping – UNICEF’s engagement in partnerships • A separate Mapping Document provides a detailed overview of UNICEF’s engagement in partnerships • The Mapping Document also analyses the contribution of partners to the MTSP Focus Areas • A collection of examples of successful partnerships and collaborative relationships will be made available to the Executive Board UNICEF Framework focuses on specific partnerships and partner groups Global Programme Partnerships (GPP) Civil society Corporate Sector Academia, (new) media and others UNICEF Global Programme Partnerships UNICEF in 80 GPPs with 40 focusing on health and HIV/AIDS UNICEF’s roles -Host: ►e.g. UN Girls Education Initiative -Other Governance role ►in 33 GPPs, e.g Sub Committee on Nutrition -Partner ►UNAIDS -Collaborator ►Global Fund to fight AIDS, TB & Malaria UNICEF The international system of development finance is expanding Public Private Bilateral Donors Multilateral Donors 22 DAC donors World Bank Incl. bilateral development banks and agencies IMF UNDP EC Other OECD donors (non-DAC) Regional dev. banks & agencies Others, e.g. Islamic Dev. Bank Emerging donors UNICEF UN Specialised Agencies GPPs NGOs Other private non profit Private for profit International NGOs Foundations Firms National NGOs in donor countries Households (e.g. remittances and other private transfers) Commercial Banks GFATM GAVI Global Environment Facility Fast Track Initiative/ Education for All Etc. … National NGOs in developing countries Private Investors Corporate Sector • Functions – Traditional focus on resource mobilization ($117m in 2007) • New ways of engaging with corporates – – – – Wider resource mobilization Influencing behaviour and practice of corporate sector Co-development of strategic partnerships and programmes Innovations for children • Survey among corporate partners – 628 corporate partners identified – Problems with UNICEF’s administrative structure – More investment in co-development of programmes and employee motivation UNICEF Civil Society and others • Civil Society partners … … … … … implement programmes generate innovative practices advocate for children’s rights and promote policy dialogue prepare for and respond to emergencies facilitate the participation of children and young people UNICEF has thousands of CSO partners - Only global partnerships are coordinated - No data base available • Academia and think tanks … contribute to research and analysis … build institutional capacity • Media partnerships … raise awareness about children’s rights … provide space for child participation UNICEF Rapid SMS • Collaboration between UNICEF, Columbia University and CSO in Kenya (Ushahidi) • Data gathering via SMS to monitor nutritional status of children, pilot in Malawi - Fed into central database Monitored by UNICEF/Gov Early warning system Replaces manual process • UNICEF’s role – Brings partners together – Ensures open source policy UNICEF Schools for Africa • Partnership between UNICEF, Nelson Mandela Foundation, Hamburg Society for the Promotion of Democracy and Int’l Law • Supported by 23 NatComs, 2 COs and 1 Area Office, and corporates • Quality education through child-friendly schools in 6 SubSahara countries • Strengthens education policies there and beyond • 3.5m+ children benefitting • $60m+ gross raised • Extension until 2013 UNICEF Social Initiative • UNICEF’s largest corporate donor: total donations and commitments $180m (2000 – 2015) → long-term partnership • Initial focus on eliminating child labour in India by attacking root causes – Code of conduct on child labour in supply chain countries – Health, education and protection programmes in the carpet belt in Uttar Pradesh to fight and prevent child labour – Education programmes in cotton seed farming regions in Andhra Pradesh • Now broader: “Fight for children’s rights” – Integrated, community based health, nutrition, clean water and sanitation programmes in 18 states in India for 80m children and 10m women UNICEF Added value of partnerships • Stronger advocacy and awareness-raising • Transformative potential • Greater effectiveness and efficiency through coordination • Strengthened knowledge base • Business innovations for children • Additional resources UNICEF Lessons learned • All levels involved in partnerships and collaborations, but many engagements remain ad hoc • More strategic and selective approach needed • Minimise administrative burden • Monitoring and evaluation tools needed ….to measure additional results through UNICEF’s engagement ….to assess evolving nature and life cycle of partnerships … to strengthen risk management, encourage innovation and reduce the bureaucratic burden UNICEF Way forward – strategic priorities • Increase use of informal collaborative relationships • Be more strategic and selective with regards to GPPs - Ensure better alignment with country priorities Greater selectivity needs to be exercised • Develop stronger partnerships with CSOs – Partner ↔ Contractor • Utilise the potential of partnerships with the Corporate Sector, while managing the risks • Strengthen cooperation with knowledge partners and (new) media UNICEF Agenda for Action • Strengthen information management and create a more solid knowledge base for all partnership areas • Review policies and guidelines – Create tools for capacity and risk analysis – Create tools for partner selection • Provide guidance and training for CO, RO, National Committees and HQ • Improve external communications including donor reporting UNICEF Vision Statement • Partnerships and collaborative relationships are the way of doing business, complementary to existing cooperation with governments This requires a fundamental shift in the internal mindset within the organization UNICEF Better results for children Civil Society Academia & Media UNICEF Outcomes for Children Corporate partners Global Programme Partnerships