Multi-stakeholder working: lessons from the front line

Multi-stakeholder Working: Lessons from the Frontline Richard Calland

Conceptual Understanding of MSIs
Mode of Governance: ie a decision-making forum about the rules of the game for a particular issue
MSIs comprise a process-orientated, joint approach to benchmarking, rule-making and implementation

Rules/Lores of the (MSI) Game
True joint decision-making power of the participating actors may not be certain…but:
Deeper legitimacy for the role of non-state actors at the negotiation table
Therefore, MSIs are a step beyond “mere” consultation: NGO stakeholders are active role-players - they are at the table and in the game

MSI Typology*
Purpose
Drivers & Motive
Status & Composition
Arena of Intervention
*This Typology is drawn from the work of
Lucy Koechlin of the Basel Institute of
Governance – with whom I am
collaborating on a book chapter on MSIs.

Purpose
Dialogue/forum
Institution-building
Rule-Setting
Rule Implementation
Rule Monitoring

Purpose/ Area of Intervention Dialogue/ Forum Institution-Building Rule-setting Rule-implementation Rule-monitoring Peace-agreements COIEPA (Angola) National Peace Committees (S.A.) Tax-Reform Guatemala Sustainable development International Alert (Azerbaijan) EITI, Global Reporting Initiative EITI Conflict financing EITI, Kimberley Process Kimberley Process Human Rights Voluntary Principles on Security and Human Rights

Consensus-Finding Potential of MSIs
Compare:
Eye on EITI October 2006 Report : Civil Society (PWYP/Revenue Watch)
International Advisory Group of the EITI: Final Report, September 2006

… large degree of consensus:
Real Implementation by Governments
Validation by Companies (including disaggregation)
Need to deepen the multi-stakeholder approach
Deepen the sub-national system

Main Differences/Concerns:
Incentives
Cheating – ‘bogus’ representation by corporations and especially host governments
Particular stakeholders being marginalised
Self-selection of CSO participants
Some evidence of harassment
Co-option…and:
Funding/resources
Uneven information base

It’s all about TRUST…

And POWER!

… OR GOOD, CONSISTENT PROCESS & CLARITY ABOUT OBJECTIVES AND THE RULES OF THE GAME ?

Other Issues/Challenges
Differences in language and culture (individual and institutional)
Each set of stakeholders has to learn a new lexicon in relation to the other
And, to ignore the “parrot on the shoulder”
So as to get past previous, often deeply ingrained, prejudices…

THE CHALLENGE OF VALIDATION
Is this just a question of M & E?
Or is there a process element?
Or, if transparency is the means to the end, is it also about how to measure the ends as much as the means?

Multi-stakeholder working: lessons from the front line

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