Presentation on theme: "Rethinking Partnerships for Development"— Presentation transcript:
1 Rethinking Partnerships for Development JPO Workshop Monday June 14, 2004Bureau for Resources and Strategic Partnerships
2 Objectives To share UNDP’s vision on strategic partnerships To briefly introduce the Bureau for Resources and Strategic Partnerships
3 Why partnerships?Complex and interdependent world requires various sectors to come together to effectively respond to development challenges – no one can do it aloneCombining of organizational cultures and competencies lead to innovative approaches and solutionsDiverse access to networks and relationships through various sectors
4 What is a partnership?A collaborative alliance between two or more actors,be it public, private or NGOs or any group of individualswhich could fundamentally have different objectives,values, cultures, structures, but that are sharing risks,responsibilities, resources and competencies whilecommitted to a common task which will also help toachieve their specific individual goals.
5 Key Partnership Principles Partnership greater than sum of its partsClear & frequent communication - TransparencySharing of risksEnsure benefits for all partnersClear, measurable goalsStrive to ensure equity among partnersComplementary contributions - build on core strengths of partnersAgreed partnership governance structure is key for successPatience!
6 Partnership benefits Organizational innovation Improved operational efficiencyDevelopment of human capitalBetter access to informationMore effective / appropriate products & servicesEnhanced legitimacy & credibilityIncreased access to resources (pooling)Increased participation – social capital!
8 Old UNDP Culture 80-90% of resources were “core” Success measured by disbursement volumeProcess-driven, measured by inputsDonors invested in transfer mechanismPartners viewed as disbursements agentsPartners were external face of internal process.
9 New UNDP CultureDevelopment results requires complex interventions by multiple actors - partnerships70% of resources non-coreNon-core = partnerships built around results and common objectivesPartner priorities co-determine interventionsResults-driven, results = partners & resourcesSuccess = partnerships must be at heart of UNDP
10 New Partnership Culture Requires… Partnerships start at home – staff, culture‘Extroverted’ networking culture, client focusListening skills – understand different culturesFlexibility, adaptabilityConnecting, sharing, reporting – internally & externally – knowledge managementResponsive leadership, real-time decision makingNot an add-on – the way we do our work!
11 Ever-Changing External Environment UN Reform – UNDP within UN systemGlobalization, corporate responsibilityGlobal Compact, Private Sector CommissionMDG CampaignWorld Social ForumRecession in donor countries, and an ongoing debate on financing development activities
12 Ever-Changing External Environment Proliferation of new development actors, new funds and ways of allocating these fundsWorld Bank: IDA XIII – IDA XIV, percentage of loans will become grantsMillennium Challenge Account – USAFuture International Finance Facility
13 ConsequencesBuilding 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.
14 UNDP well positioned for partnerships Inclusive and consensus building approach – not imposing conditionsLegitimacy with governments, civil societyImpartial – facilitating roleStrong values – attracts partnersUniversality – scale up partnershipsDevelopment expertiseLocal knowledge
15 UNDP Strategic Partnerships Administrator’s Business PlanPolicy, people, partnership, performance, resourcesMYFF:Strategic partnerships for development effectivenessPrioritize partnerships in all programme areasPartnerships - leverage UNDP expertiseNeed enhance CO capacity in partnership buildingSpecific focus on private sector & CSOs
16 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 functionBRSP as:Change agent, facilitatorConnecting, aligning, relationship builders & managers
18 BRSP Directorate Japan Affairs Unit Operations Unit Division for United Nations AffairsDivision for Resources MobilizationSupport to Country Offices UnitDonor Relations Unit
19 BRSP Millennium Development Goals Unit United Nations Foundation Affairs UnitDivision for Business PartnershipsCivil Society Organizations UnitExecutive Board Secretariat
20 Private Sector and the MDGs “I believe that it will be the building of the privatesector that will be the critical next challenge indevelopment – very much the way that democraticgovernance was so much the challenge for the past decade.”Mark Malloch Brown
21 Why private sector and development? GlobalizationBoth business culture & development culture changing – convergenceNew global business environment – Corporate Social Responsibility (CSR), “sustainable business”, etc.New development “paradigm” – public-private partnerships (multi-stakeholder) post-WSSDResource Mobilization, FfD - FDI and domestic private investments dwarf ODA
22 UNDP & Private Sector Strategic priorities UN Global CompactPrivate Sector Commission Report: “Unleashing Entrepreneurship”Brokering investments and commercial activities: Growing Sustainable BusinessPartnerships across UNDP focus areas and MDGs, Thematic opportunities
23 Civil Society Organizations A working definitionCivil Society OrganizationsCivil 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.CivilSocietyMarketState
24 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.
25 Broad Areas of Engagement CSOsBroad 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
26 What our Partners Say UNDP partnership survey 2003 Strengths (aggregated, all partners):Closely associated with MDGs, governanceNational ownership, country knowledgeInformation, interpersonal skillsTechnical competenceCountry office efficiencyResident Coordinator function
27 What our Partners Say Weaknesses / Challenges: Policy advice, policy reform, advocacyEnvironment & energy relatively low profileOperational servicesOverwhelmingly NOT seen as actively working with Private Sector (but p.s. itself sees us as quite active..!)Host governments in general more favorableBilateral donors in general more criticalCivil society and private sector in the middle