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Multi-stakeholder working: lessons from the front line
Multi-stakeholder working: lessons from the front line
Multi-stakeholder working: lessons from the front line
Multi-stakeholder working: lessons from the front line
Multi-stakeholder working: lessons from the front line
Multi-stakeholder working: lessons from the front line
Multi-stakeholder working: lessons from the front line
Multi-stakeholder working: lessons from the front line
Multi-stakeholder working: lessons from the front line
Multi-stakeholder working: lessons from the front line
Multi-stakeholder working: lessons from the front line
Multi-stakeholder working: lessons from the front line
Multi-stakeholder working: lessons from the front line
Multi-stakeholder working: lessons from the front line
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Multi-stakeholder working: lessons from the front line

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This presentation was made at the first meeting of the MeTA International Advisory Group.

This presentation was made at the first meeting of the MeTA International Advisory Group.

Published in: Health & Medicine
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  • Transcript

    • 1. Multi-stakeholder Working: Lessons from the Frontline Richard Calland
    • 2. 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
    • 3. 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
    • 4. 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.
    • 5. Purpose
      • Dialogue/forum
      • Institution-building
      • Rule-Setting
      • Rule Implementation
      • Rule Monitoring
    • 6. 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
    • 7. 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
    • 8. … 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
    • 9. 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
    • 10. It’s all about TRUST…
    • 11. And POWER!
    • 12. … OR GOOD, CONSISTENT PROCESS & CLARITY ABOUT OBJECTIVES AND THE RULES OF THE GAME ?
    • 13. 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…
    • 14. 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?

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