Rethinking Partnerships for Development

1. Rethinking Partnerships for Development JPO WorkshopMonday 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 CultureRequires… • 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 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

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. 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 UNDP & Private SectorStrategic priorities

23. State Market Civil Society A working definition 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.

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

27. 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 What our Partners Say