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Rethinking Partnerships for Development JPO Workshop Monday June 14, 2004 Bureau for Resources and Strategic Partnerships.

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Presentation on theme: "Rethinking Partnerships for Development JPO Workshop Monday June 14, 2004 Bureau for Resources and Strategic Partnerships."— Presentation transcript:

1 Rethinking Partnerships for Development JPO Workshop Monday June 14, 2004 Bureau 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 alone Combining of organizational cultures and competencies lead to innovative approaches and solutions Diverse 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 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.

5 Key Partnership Principles 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!

6 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!

7 UNDP Resource Trends

8 Old UNDP Culture 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.

9 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

10 New Partnership Culture Requires… 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!

11 Ever-Changing External Environment 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

12 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

13 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.

14 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

15 UNDP Strategic Partnerships Administrator’s Business Plan 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

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 function BRSP as: Change agent, facilitator Connecting, aligning, relationship builders & managers

17 External constituencies

18 BRSP Directorate –Japan Affairs Unit –Operations Unit Division for United Nations Affairs Division for Resources Mobilization –Support to Country Offices Unit –Donor Relations Unit

19 BRSP Millennium Development Goals Unit United Nations Foundation Affairs Unit Division for Business Partnerships Civil Society Organizations Unit Executive Board Secretariat

20 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

21 Why private sector and development? Globalization Both business culture & development culture changing – convergence New global business environment – Corporate Social Responsibility (CSR), “sustainable business”, etc. New development “paradigm” – public-private partnerships (multi-stakeholder) post-WSSD Resource Mobilization, FfD - FDI and domestic private investments dwarf ODA

22 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

23 Civil Society Organizations 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. Civil Society Market State A working definition

24 Changing context 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. CSO Profile

25 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

26 What our Partners Say UNDP partnership survey 2003 Strengths (aggregated, all partners) : –Closely associated with MDGs, governance –National ownership, country knowledge –Information, interpersonal skills –Technical competence –Country office efficiency –Resident Coordinator function

27 What our Partners Say Weaknesses / Challenges: –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


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