1 / 17

Partnership Advisory Group 4, Rome

Partnership Advisory Group 4, Rome. Evaluating progress and process. Independent Evaluation :. the ASGM partnership area: One of the largest partnership areas Complex technical and social issues Many actions already underway Potential for considerable impact. terms of reference

nau
Download Presentation

Partnership Advisory Group 4, Rome

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Partnership Advisory Group 4, Rome Evaluating progress and process

  2. IndependentEvaluation: the ASGM partnership area: • One of the largest partnership areas • Complex technical and social issues • Many actions already underway • Potential for considerable impact terms of reference • Identification of the partnership area’s main achievements, challenges and lessons learned to date, including: • Partnership outcomes • Partnering processes • Communications and participation • Guidance to: • improve communication between partners, • enhance the participation and engagement of current and prospective partners (in particular the private sector)

  3. Methodology • 12 people consulted via email & face-to-face interviews: • Academic (2), Civil Society (3), Government (4), Intergovernmental (2) & Private Sector (1) • Attended 10th International Conference on Mercury as a Global Pollutant in Halifax, Canada • Review of relevant documentation & websites • Follow-up online survey of draft findings & recommendations: • 34 respondents: Academic (3), Civil society (8), Government (15), Intergovernmental (6) & Private sector (2)

  4. Understanding UN Partnerships “…voluntary and collaborative relationships between 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 and responsibilities, resources and benefits…” • Type I: formal, negotiated commitments between governments • Type II: non-negotiated partnerships between governments, intergovernmental agencies, private sector and civil society

  5. What is a Strategic Partnership? • Key indicators of an effective strategic partnership: • Agreement on a common agenda within a unified framework of action with a set of shared goals • Evidence of sharing & exchanging resources & information, maximizing value of all partner contributions • Realization of each partner’s specific organizational priorities & objectives • Achievement of results that one partner working alone could not achieve • Delivery of new, expanded or improved programmes & projects

  6. Dialogue Projects Partnerships Joint Ventures &New Institutions Different Dynamics & Constructs Greater Commitments Level of Interdependence & Blurred Branding Level of Risk and Reward Generally more specific deliverables Different accountabilities BuildingPartnershipsforDevelopmentin Water & Sanitation (BPD)

  7. Specific Task-Oriented Assistance Systemic Change Capacity Building Changing Behaviours Changing Systems Infrastructure Service Provision Partnership Objectives • Partnerships can focus on a range of different objectives & can evolve or overlap: • achieve a specific task such as developing infrastructure or new services • capacity-build (e.g. train local government officials or community workers) • change behaviours (e.g. educate about HIV/AIDS prevention) • work for broader policy change (e.g. through new legislation) Building Partnerships for Development in Water & Sanitation (BPD)

  8. The Partnership Cycle 1. Preparation 4. Mainstreaming & Further Action 2. Start-up 3. Maintenance 1.1 Reviewing the context 1.2 Selecting partners 1.3 Assessing incentives 4.1 Institutionalizing 4.2 Exiting/moving on MONITORING & EVALUATION 2.1 Agreeing roles/responsibilities 2.2 Setting up mechanisms forworking together 2.3 Allocating resources 2.4 Signing a partnership agreement 3.1 Promoting accountability 3.2 Ensuring engagement Source: Leda Stott, Consultant in Cross-sector Partnerships, Madrid

  9. What is the ASGM Partnership?

  10. What is the ASGM Partnership? ASGM advocacy network & communication channel ASGM information generator & think-tank ASGM awareness-raising instrument: Health protection of mining & surrounding communities Reduction of global impacts Sector as ‘job provider’ Social responsibility potential Annual ASGM stakeholder engagement meeting ASGM data clearing house & information exchange platform Means of identifying different ASGM needs & challenges Vehicle for implementing effective & available solutions Post-INC: capacity building to meet obligations of parties

  11. Successful Partnership Outcomes Raised Awareness about socio-economic development history & potential of sector Emerging global database on activities & products Global Forum: effective, multi-stakeholder process Positive communication with miners & communities National strategic plans & mercury inventories Encouraging stories from the Philippines: national multi-stakeholder consultation in neutral space progressive & engaged Dept. of Environment leadership Broadened focus: mining & processing dimensions, fair-mined gold label Enhanced northern government engagement Resource mobilization for Francophone Africa

  12. Successful Partnership Outcomes

  13. Challenges to Partnership Outcomes

  14. Effective Partnering Processes E-mail list serve Global Forum as potential model for replication on annual basis Global Forum & strategic planning projects as opportunities to generate collaborative ASGM approaches Access to ASGM colleagues working in field Mobilization of influential ASGM experts with field experience Action-oriented regional workshops useful for: cross-ministry government participation engagement of other appropriate stakeholders (i.e., miner associations) Concrete projects provide: focus at country level mobilize key actors (particularly national governments)

  15. Challenges to Partnership Processes

  16. Broaden membership by partner type & geography Strengthen relationships with selected partners Adopt a more holistic ‘sustainable development’ approach to ASGM & communicate this vision to all current partners & relevant stakeholders Review leadership/management structure & approach to strengthen partnership processes & outcomes Consider updating business plan in light of potential new structure/approach Present the (new) business plan & concrete project proposals to World Bank, GEF, foundations, key bilateral donors Recruit new private sector partners that can bring new resources/competencies to work in significant ASGM countries Priorities for Action

  17. Key Conclusions & Next Steps Governance and management structure in place & revised business plan already developed Ensure that strong leadership is maintained over the long term by exploring potential to have full-time co-ordinator Highlight best practice examples of effective partnership communication, participation and resource mobilization (i.e., appropriate role models) Emphasize need to leverage success & sell proposals to prospective donors (some who may wish to become partners) Identify solutions that focus more on the challenges in achieving partnership outcomes

More Related