Making csi matter npo sector p camay


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NPO Sector: mobilisation of resources

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Making csi matter npo sector p camay

  1. 1. GOVERNANCE AS A MEANS OF BUILDING MEANINGFUL PARTNERSHIPS TO MOBILIZE RESOURCES AND BUILD CAPACITY TO ENSURE SOCIAL DELIVERYPRESENTATION TO TRIALOGUE CONFERENCE25 MAY 2011 Phiroshaw Camay Co-operative for Research and Education ( Corporate Wealth Revenue and profits exceed that of some national states Fortune 500 generated US$10,8 trillion in revenue Individual Wealth Forbes/Times lists recordsstupendous individual wealth and similar growth in giving. CORE Research Reviewed typology of Partnerships which exists in South Africa Social Responsibility Programmes conducted by State Owned Enterprises Partnerships No universal agreement on definition of CSO-corporate partnerships Each situation dictates its own modalities Requires agreed roles, responsibilities, norms and institutional arrangements Governance Ways in which people organise themselves to achieve common goals can be formal(law, contracts or guidelines) or informal(norms, standards, values, trust) Features of a Partnership (Brinkerhoff 2002) Non-hierarchical and horizontal processes Trust based relationships Synergistic interaction among partners Shared accountability for outcomes and results. Page 1
  2. 2. Contents of a Partnership Agreement (Brinkerhoff 2002) Guiding Principles Strategy aims Process Disputes Termination Jointly determined goals Collaborative and consensus building decision making Models of Corporate Social ResponsibilityModel Focus ChampionsEthical Voluntary commitment by companies to Carnegie, Gandhi, Tata, public welfare Rowntree, FordStatist State ownership and legal agreements BevanLiberal Corporate responsibility limited to private Milton Friedman owners / shareholders HayekStakeholder Corporates respond to needs of Freeman stakeholdersCreating Shared Identify common ground between corporate Nestlé, Johnson & Johnson,Value (CSV) and societal needs. Vodafone Page 2
  3. 3. Some questions to ask in evaluating a partnerships: Who initiated the partnership? How was the partnership negotiated? Were goals / objectives open and shared? Were roles and responsibilities clearly agreed? What did each partner bring to the partnership? Did any of the partners exercise more influence than the others? Why? Did all partners perform according to expectations? Did other stakeholders participate as required (e.g. community) ? Did the partnership meet its goals and objectives? Did partners assess the results to have been better than any one partner could have achieved on its own? Did the partnership dissolve or move on to other activities? Was provision made at the start for exit from the partnership? Did conflicts arise during the course of the partnership, and if so, were they resolved? (Camay 2005) Lessons from Intersectoral Partnerships (Kalegaonkar &Brown 2000) When information and resources are required from more than one sectorFraming problems to emphasise need for and mutual gains from multi-sectoral partnerships. Strong plans which identify roles, responsibilities and resources to foster decision making. Innovative solutions for intractable problems Catalytic / multiplier effect Sustained social change Creates multi-sectoral social capital Page 3
  4. 4. Where is Corporate Social Responsibility Heading ? No longer an option. It is a proactive must do. Must engage a broad group of external stakeholders. Increased motivation by consumer driven anxiety than narrow profit obsession.New governance issues will emerge : ethics, health and safety, water and energy resources. Accountability will have to increase. Amount of social, environmental and labour data will explode Product data is already legislated. Media will play a larger role. Corporates will be held responsible for raw materials in their products. Need to agree market share will depend on fair trade, organics, and sustainable products. Interconnectedness of global market economy will focus on human rights, labour and environmental issues. New Companies Act, Consumer Protection Act, CompetitionCommission will affect CSR. Some key lessons for future actions Draw on a range of voluntary and legal codes Ensure effective implementations of governance instruments Careful reflection and assessment of the nature and appropriateness of partnershipsNeed for improved understanding of effective policies for harnessing the positive influences A number of areas require research Explore whether NEDLAC can develop and agree generic guidelines. Page 4