Developing and Applying Private Sector Engagement Strategies - January 2013 webinar
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Developing and Applying Private Sector Engagement Strategies - January 2013 webinar

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The economic development unit held a webinar January 16th on how various country offices and individuals in CARE are developing and applying private sector engagement strategies. We heard from the PSE ...

The economic development unit held a webinar January 16th on how various country offices and individuals in CARE are developing and applying private sector engagement strategies. We heard from the PSE Director at CARE Bangladesh, the PSE Coordinator at CARE Vietnam, the PSE advisor for CARE UK, and a PSE Specialist in the Asia Regional Management Unit on their experiences, successes and the challenges of developing and implementing PSE Strategies at the country and regional levels. Some key questions the presentation addressed were: How can CARE strategically engage the private sector? Should CARE target domestic or international companies? How does CARE balance the tension between raising funds and achieving impact?

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Developing and Applying Private Sector Engagement Strategies - January 2013 webinar Developing and Applying Private Sector Engagement Strategies - January 2013 webinar Presentation Transcript

  • Developing and Applying Private Sector Engagement Strategies Mr. Tim Bishop, PSE Specialist, ARMU bishop@careinternational.org Mr. Saif Mohammad Moinul Islam, CARE Bangladesh, saif@bd.care.orgMr. Nguyen Thanh Viet, PSE Coordinator, CARE Vietnam, viet.nt@care.org.vn Ms. Alexa Roscoe, PSE Advisor, CARE UK roscoe@careinternational.org January 2013 © 2005, CARE USA. All rights reserved.
  • Questions to think about:  What are the different motivations for engaging with the private sector and how does this influence CARE’s strategic approaches?  What are the differences in engaging with domestic or multi-national companies (MNCs)? What are some strategies for leveraging CARE’s global presence with both?  How is this relevant to your country and economic context?© 2005, CARE USA. All rights reserved.
  • Asia Regional Programme Focus AreasIntroduction Production Manufacturing Distribution Value Chain Engaging Value Chain Aggregation Workers Distribution • Market access • Literacy/life skills • Informal/rural Doing • Ethical sourcing training economy product business • Smallholder • Better access to and service with the training healthcare/info distribution poor… • Job creation • Meeting new • Labor productivity • Create innovations… can create expectations • Social license to • Open new markets financial from consumers operate • Identify andperformance • Mitigating • Security of remove investment image risks operations risk © 2005, CARE USA. All rights reserved.
  • Asia Regional Programme Focus Areas1. Engaging Workers Impact group: Why: How:Low paid workers (especially in 1. CARE has a lot of • CARE as anfactories/migrants) who are also: experience in this area intermediary agency• sole household income 2. Workplace responsibility is • Build capacity of local earners a core CSR issue for Community Based• under pressure to support MNCs Organisations families 3. Private sector approaching • and/or deliver training• operating in workplaces CARE to deliver • Facilitate relationships where conditions do not interventions, and also to with MNCs necessarily conform to advance their own industry standards understandingMore emphasis needed on:• Placing women at the centre of their destiny, addressing rights of impact populations, and more purposefully engaging with companies about their business practices• Rigorous measurement for worker engagement outcomes• Shaping future programme initiatives around this area• Identifying new and managing existing partnerships with MNCs• Advocacy: use tea plantations exp.(Sri Lanka) as critical pilot to guide future CARE initiatives © 2005, CARE USA. All rights reserved.
  • Asia Regional Programme Focus Areas2. Value Chain Distribution and 3. AggregationImpact Group: Why: How (Agriculture example):• Small scale 1. Close gap between • Support small-holder farmers to producers (focus producers/consumers and increase yields/secure consistent within this on various representations/ & appropriate pricing for products agriculture) levels of private sector • Invest in new agricultural• Bottom of the 2. CARE’s experience of techniques and methods Pyramid (BoP) regional value chains (VCs) • Improve access to market consumers and includes: JITA launch, market information and knowledge producers access and capacity building • Influence purchasing practices of support for small-scale PS actors in these supply chains producers in • Help companies establish more Bangladesh, India, Sri inclusive distribution channels for Lanka, Vietnam, Nepal and local communities IndonesiaGoing forward: Market Engagement Community of Practice• Key platform from which CARE’s regional market engagement/VC programming can develop• Accelerate our own internal learning cycle• Make it easier to access and apply lessons from across CARE• Ultimately improve our project and programming impact © 2005, CARE USA. All rights reserved.
  • Communications: Outreach The list of offers that CARE has for different stakeholders, can The CARE Package be merged with the categories of the funnel model, to help • A catalogue of ideas + ensure outreach and ultimately engagement success for CARE. investment ready biz plans • Flexible presence • Specific explanation of our speaking at events;  CARE Awareness posting editorials in added value, in PS language appropriate sector media  MNCs • Impressive entrepreneurs of case study development;  National companies our own Familiarity project visits  Governments • Prepared to put our own “skin in the game” (resources) value propositions;  Impact Investors  Local NGO’s • • Deep market knowledge Consideration proposal; engagement • Knowledge of investor with senior CARE  Land Owners/ mindset + priorities regional programming; Entrepreneurs • Context analysis learning workshops with • Telling the story Engagement partners; joint platform at  Workers • Innovative, particularly external events  Producers around the social dimensions measurement and  Consumers • Globally consistent in our Commitment evaluation; proof of ROI message and outputs • Ability to go to scale We must seek out orgs and partners with whom there are the greatest possibilities of programme impact including: MNCs, academic partners, impact investors, governments, think tanks + local NGOs© 2005, CARE USA. All rights reserved.
  • Roles and ResponsibilitiesRole of Asia Private Sector Hub• Small leadership group representing cross regional views, experiences, and mandates.• Responsible for advancing PSE work at regional level, in line with the regional Business Plan.• Aggregator of CARE’s country based PSE, and has the convening power and mandate to share ideas with other regions and globally.• Promote CARE’s leadership position externally.• Source innovative funding opportunities for PSE. Role of Regional Network • Wider group for managing and implementing individual PSE programmes and partnerships • Share learning and experiences regularly • Provide technical and capacity inputs for each other • CARE “entrepreneurs” who innovate and evolve our PSE work • Profile CARE externally at a country level © 2005, CARE USA. All rights reserved.
  • CARE Bangladesh: How can CARE Strategically Engage with the PS? Eco System & EnablingADVOCACY, RESEARCH, & EVIDENCE BASE Environment Methodology •Core business Private Sector •Social Investment Sourcing and Distribution and Workforce Market Access Access to Resources Empowerment ICT for Development INNOVATION Financial Inclusion Micro Insurance Youth Entrepreneurship
  • Scale and Lessons Learned Impact Measurement & Learning 4. Relationship building and communication2. Conceptualize 5. Innovationsand design management and 3. Initial contacts scale up and validation 1. Research, mine and map
  • PSE Team’s Thematic Structure Senior PRIVATE Management SECTOR ENGAGEMENT CODESIGN RELATIONSHIPS INNOVATION Impact Vision LEARNING
  • CARE INTERNATIONAL IN VIET NAM PSE Strategy Overview© 2002, CARE USA. All rights reserved.
  • Ethnic Minorities People Women affected Empowerment BySocially NaturalMarginalized DisastersPeople* and Climate Change
  • PSE Goal To contribute to CVN’s Impact Goals through long term proactive partnerships with the private sector No of Strategic partnerships Proportion of funding from the PS increased To establish long term proactive To develop CVN’s capacity to influence partnerships with the private sectorcontributing to achieving the impact goals and engage with the private sector 1. Organizational development 1. Sector Research 2. Protocols and Processes 2. Value Mapping 3. Knowledge Management 3. Communication and Engagement 4. Organizational learning and sharing Plan 5. Technical Capacity. 13 © 2005, CARE USA. All rights reserved.
  • What have been done ? Corporate Database Marketing materials Meetings and networking events Field trips for learning and matching program activities and PSE opportunities Prioritizing ending projects for concept notes and communications with companies Draft PSE Strategy ongoing CWP for FY2013© 2005, CARE USA. All rights reserved.
  • Our challenges It takes time to test the strategy and approach We need a clear reporting line We need strong collaboration and technical support from program team PSE technical capacity “Money talks” Resources© 2005, CARE USA. All rights reserved.
  • Interested in engaging more?PSE Procedures • Coordination • Due diligenceMarket EngagementCommunity of Practice-join us now:http://www.linkedin.com/groups/CARE-Market-Engagement-Community-Practice-4318753/about © 2005, CARE USA. All rights reserved.
  • Questions?© 2005, CARE USA. All rights reserved.