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Can a Fragmented Business Model Manage Integrated Crises?

Explore challenges in humanitarian landscape, trends, budget allocations, donor priorities, and proposing new models for financing and partnerships.

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Can a Fragmented Business Model Manage Integrated Crises?

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  1. Can a Fragmented Business Model Manage Integrated Crises? Jeremy Konyndyk Senior Policy Fellow Center for Global Development October 2019

  2. SecGen Guterres at WEF • “Global challenges are more and more integrated, • and the responses are more and more fragmented, • and if this is not reversed, it's a recipe for disaster.” • A rather good description of the humanitarian landscape as well! Jeremy Konyndyk | CGDev.org

  3. Trending (or aspiring?) toward integration • New trends are challenging our traditional organizing principles: • Multi-purpose Cash • Multi-sector programming • Triple Nexus • Joint needs analysis • Feedback and accountability • But many of these are struggling! • Integration may be our future – but it is held back by our past. Jeremy Konyndyk | CGDev.org

  4. Change is hard: Budget edition Total Humanitarian Funding (FTS) 2017 • 2017 Humanitarian Funding (FTS): • Big 3 get roughly half • Other UN 10% • Red Cross movement 10% • NGOs ~25% Jeremy Konyndyk | CGDev.org

  5. Donors have been giving a lot more money…. • ….is there any evidence past reforms affected their priorities? Jeremy Konyndyk | CGDev.org

  6. Not really. • Proportional funding allocation has been static for decades…. • (…though Grand Bargain seems to be affecting cash & multi-year) Jeremy Konyndyk | CGDev.org

  7. Fragmentation is our business model • Donor practices reinforce core institutional incentives and power dynamics – and undermine coherence: • Vertically siloed, one-stop-shop multilateral agencies • Funding allocated by agency mandate/sector – each agency acts as its own pooled fund • Response plans are built around agency mandate/sector • Coordination and planning built around individual sectors • Most donors are heavily reliant on this system for analysis, strategy, operations, and evaluation. The system audits its own performance. Jeremy Konyndyk | CGDev.org

  8. New financing & costing models • Turn CBPFs into core response financing (e.g. pool funding based on geography rather than agency) • Construct appeals as prioritized tranches using activity-based costing • Amortize costs over 3 and 5-year timelines • If cash can be delivered independent of mandate, why not other programs too? Jeremy Konyndyk | CGDev.org

  9. Redefine International-Local Partnership • Using big international organizations as funding intermediaries is probably inevitable. • But making them implementers-of-first-resort is not • In constrained-access settings, increasingly see umbrella partnership model – UN/INGOs administer $ and provide technical oversight; local groups lead on delivery. • Couldn’t that be the default model? Presenter Name | Date | CGDev.org

  10. https://www.cgdev.org/expert/jeremy-konyndykDrop me a line: jkonyndyk@cgdev.org

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