El PNUD y el sector privado : Una alianza estratégica para ...

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  • Basically, at a broad level we distinguish between three main types of engagement with business: advocacy, dialogues (CSR, role for business in development, engage p.s. in dialogue on policy issues of relevance and concern to them etc. Both at national and global level (global level - MDG book, MDG awards, FT supplement, CNBC project, GC global level policy dialogues etc.) ii) Specific partnership projects around our practice areas and the MDGs (will come back to this) iii) Facilitate and broker sustainable investments and private sector development (will come back to this also) In all of this – Use GC as a framework and a platform (30 UNDP COs are already involved in GC activities / networks at the country level – there will be increased emphasis on the local level of the GC in the future strategy of the GC, post June Summit (increased donor interest in this area), and use the Commission report as a guide for how to support PSD and engage p.s. in support of MDGs. Also use the Commission report as a advocacy tool.
  • Basically five main strategic goals, all of these are interlinked and complementary – not necessarily stand alone (for example, advocating the Commission report and developing p/ship projects may be more conducive in a country that already has a GC network)
  • GSB – came out of the GC in 2002, announced by SG etc.
  • On a more internal corporate level, we continue to try to mainstream or integrate p.s. engagement into the way we do our work, and do p.s. engagement in a more systematic way. This involves a couple of different things: Task force – coordination, systematic updates and knowledge / info sharing Encourage stronger network of focal points Includes improved knowledge mgmt – good practice etc. Knowledge packs both for internal and external audience.
  • El PNUD y el sector privado : Una alianza estratégica para ...

    1. 1. UNDP and the Business Sector A Strategic Partnership to Make Business Work for the Poor
    2. 2. <ul><li>Session Outline: </li></ul><ul><li>The “How” – process, tools </li></ul><ul><li>UNDP partnership approach </li></ul><ul><li>UNDP strategic goals and opportunities </li></ul>
    3. 3. The Partnership Process and the Tools <ul><li>Policy Statement </li></ul><ul><li>Guidelines </li></ul><ul><li>Screening support </li></ul><ul><li>MOU – Project Document - CSA </li></ul><ul><li>Advisory Board / Steering Committees </li></ul><ul><li>“ Starters’ Toolkit” </li></ul>General organizational instruments to facilitate & manage cooperation
    4. 4. UNDP Policy Statement Tools / Instruments Principles to navigate cooperation with business: <ul><li>Based on national priorities </li></ul><ul><li>Support UNDP’s overall goals </li></ul><ul><li>No commercial or productive activities </li></ul><ul><li>Impartiality and no conflict of interest </li></ul><ul><li>Transparency and coordination </li></ul><ul><li>No special advantage or exclusivity </li></ul><ul><li>Inclusion of all stakeholders </li></ul><ul><li>Sufficient resources, time and capabilities from UNDP </li></ul><ul><li>The various types of engagement with </li></ul><ul><li>business </li></ul>
    5. 5. … and the WHAT NOT <ul><li>NO Commercial activities </li></ul><ul><li>NO UNDP as contractor for a private </li></ul><ul><li>investment / tax breaks for company imports </li></ul><ul><li>NO activities where the primary beneficiary </li></ul><ul><li>is the company itself </li></ul><ul><li>DO ask yourself what is the motivation </li></ul><ul><li>of the company </li></ul>
    6. 6. UNDP Guidelines Tools / Instruments <ul><li>Complements SG’s Guidelines </li></ul><ul><li>Key elements: </li></ul><ul><li>Screening / assessing the partner </li></ul><ul><li>How to Define the Partnership Activity </li></ul><ul><li>Types of agreements governing contributions </li></ul><ul><li>Approval procedures / authorities </li></ul><ul><li>Use of UNDP name and emblem </li></ul><ul><li>Business ethics, Code of Conduct for UNDP staff </li></ul><ul><li>Documenting experiences, learning </li></ul><ul><li>Internal support units etc </li></ul>
    7. 7. Screening / assessing the partner Tools / Instruments <ul><li>Child labour, forced labour </li></ul><ul><li>Health and safety records and practices </li></ul><ul><li>Freedom of association </li></ul><ul><li>Discrimination and diversity </li></ul><ul><li>Corruption </li></ul><ul><li>Working hours </li></ul><ul><li>Remuneration </li></ul><ul><li>Product safety and impact </li></ul><ul><li>Community relations </li></ul><ul><li>Indigenous people’s rights </li></ul><ul><li>Environmental records and practices </li></ul><ul><li>Human Rights records and practices </li></ul><ul><li>Overall public reputation </li></ul>Inter-agency Corporate Assessment Tool - Calvert
    8. 8. Tools / Instruments Formalizing the cooperation Signed by: UNDP + Partner Signed by: UNDP + Gvmt Signed by: UNDP + Partner Legal details Advertisement / use of name & logos Needs gvmt signature even if 100% CS Administration / support costs Budget (contributions from all partners) Management & coordination Reporting Reference to CSA Broad outline of activities Ref. to prodoc Roles of partners Areas of cooperation Agreement on / use of specific contribution Standard - objectives, activities, outputs General framework CSA (Financial & in-kind) Prodoc MOU
    9. 9. Advisory Board / Steering Committees to provide overall advice and feedback along with insight and a deeper understanding of the business perspective Tools / Instruments … in general also consider:
    10. 10. Tools / Instruments <ul><li>Strategy Development </li></ul><ul><li>Managing partnerships in the country office </li></ul><ul><li>UNDP as advocate for CSR </li></ul><ul><li>Using Global Compact as framework </li></ul><ul><li>Formalizing cooperation </li></ul><ul><li>Communications and media </li></ul>“ Starters’ Toolkit” Practical tips to get started
    11. 11. Partnerships both an art and a science <ul><li>Art: </li></ul><ul><li>Insight, imagination </li></ul><ul><li>Vision, creativity </li></ul><ul><li>‘ People skills’ </li></ul><ul><li>Active listening </li></ul><ul><li>Personal engagement </li></ul><ul><li>Science: </li></ul><ul><li>Knowledge, analysis, </li></ul><ul><li>conceptualization </li></ul><ul><li>Understanding the past </li></ul><ul><li>Administrative, organized </li></ul><ul><li>Precise communication </li></ul><ul><li>Professional detachment </li></ul>
    12. 12. Division for Business Partnerships <ul><li>Overall advice, guidance and support to COs, units </li></ul><ul><li>Global positioning of UNDP with business, donors </li></ul><ul><li>Broker, guide and coordinate partnerships (global, national) </li></ul><ul><li>Support negotiations and partnership development </li></ul><ul><li>‘ Knowledge Packs’ – Sharing good practice </li></ul><ul><li>Screening of Companies – Calvert Database </li></ul><ul><li>Toolkit, policies, guidelines </li></ul><ul><li>Support to strategy development, training </li></ul><ul><li>Global Compact </li></ul><ul><li>Growing Sustainable Business initiative </li></ul><ul><li>http://intra.undp.org/brsp/business/index.html </li></ul>External global relationships – Internal support “ Double T” strategy – deepen & widen
    13. 13. <ul><li>Advocacy, policy dialogues </li></ul><ul><li>Partnership projects - practice areas / MDGs </li></ul><ul><li>Facilitate sustainable investments and private delivery of services & products </li></ul><ul><li>Support to private sector development </li></ul>UNDP’s Partnership Approach <ul><li>Global Compact as a platform & framework </li></ul><ul><li>Commission on PSD Report as guide </li></ul>UNDP as: <ul><li>A facilitator / broker of partnerships </li></ul><ul><li>A partner </li></ul>Types of engagement with business:
    14. 14. UNDP Strategic Goals & Opportunities 2004 <ul><li>1. ‘Commission on Private Sector and Development’ </li></ul><ul><li>Strategic partnership projects </li></ul><ul><li>UNDP as a ‘broker’ of sustainable, </li></ul><ul><li>pro-poor investments (‘Growing </li></ul><ul><li>Sustainable Business) </li></ul><ul><li>4. “Mainstreaming” business partnership approach </li></ul><ul><li>5. Strengthen & expand Global Compact country networks </li></ul>
    15. 15. UNDP Strategic Goals & Opportunities 2004 <ul><li>UNDP as Broker - Growing Sustainable Business </li></ul><ul><li>Pilots in: Ethiopia, Madagascar, Tanzania </li></ul><ul><li>i) Broker ‘sustainable’ business investments </li></ul><ul><li>- New business models, large–small enterprise linkages </li></ul><ul><li>ii) Multi-stakeholder alliances to ensure sustainability & </li></ul><ul><li>link to development (MDGs, PRSPs) </li></ul><ul><li>Investment examples: </li></ul><ul><li>EDF / E7 – peri-urban electrification </li></ul><ul><li>ABB – rural energy solutions </li></ul><ul><li>Ericsson - rural telephony </li></ul><ul><li>Tetra Pak – support dairy production </li></ul><ul><li>GSB and brokerage scaled up in 2004 – 2005; UNDP niche (?) </li></ul>
    16. 16. <ul><li>Strategic, significant partnership projects </li></ul><ul><li>(Large scale, replicable, long-term relationships) </li></ul><ul><li>Examples: </li></ul><ul><li>i) Governance, sustainable development plans - </li></ul><ul><li>Statoil Venezuela; BP Indonesia; Shell Nigeria </li></ul><ul><li>Environment, biodiversity - Nexen Yemen; LPG Challenge; Multifunctional platforms (Aarhus) </li></ul><ul><li>SME development - ChevronTexaco Angola; Supply Chains Mexico </li></ul><ul><li>ICT - Microsoft, Cisco – Global </li></ul><ul><li>Social, environmental impact assessments - Shell, China pipeline; Aracruz/Stora Enso, Brazil </li></ul>UNDP Strategic Goals & Opportunities 2004
    17. 17. Examples of Partnership Initiatives Global Networking Academies in LDCs — ICT for development Who? CISCO, UNDP, UNV, USAID What? T o meet the IT skills shortage in LDC’s by establishing ‘networking academies’ and provide training in computer networking . Academies in 10 countries. How? UNDP’s initial involvement started under the Asia regional programme on ICT for development through negotiations between UNDP - CISCO.
    18. 18. Examples of Partnership Initiatives Ghana ICT to the country — Mobile Telecentre To-Go Who? Government, UNDP, 11 companies, civil society groups What? Introduce information and communication technology to schools, health clinics, farms, local businesses, NGOs etc. through mobile telecentres located in a bus. How? UNDP organized workshop to present various ICT related initiatives and ideas. Several companies became interested and recognized importance of ICT.
    19. 19. Examples of Partnership Initiatives China Social impact and poverty alleviation West–East pipeline Who? UNDP, Shell, PetroChina, Government, Universities and various institutes What? UNDP is undertaking social impact assessment in preparation for the construction of West-East pipeline, to ensure that social and community concerns are taken into consideration and are being addressed, and to examine how local communities along the pipeline can best benefit from the project. How? UNDP, based on an agreement with Shell, has engaged the Government, PetroChina and various universities, development institutes and local governments to participate in the assessment exercise.
    20. 20. Examples of Partnership Initiatives Venezuela Governance — Human rights Who? Government, Amnesty International, Statoil and UNDP What? Build capacity within judiciary system on international human rights law. Training of judges and federal prosecutors as trainers. How? Statoil approached UNDP for cooperation and protection of human rights was defined as area of common interest. This coincided with strengthened emphasis on human rights in national judicial system.
    21. 21. UNDP Strategy Private Sector Development <ul><li>Distinguish from partnerships, but </li></ul><ul><li>convergence – partnership for private sector development </li></ul><ul><li>PSD, income generation, microfinance - MYFF service lines </li></ul><ul><li>Commission report provides direction </li></ul><ul><li>Main areas for UNDP private sector development: </li></ul><ul><li>- Technical assistance, business services </li></ul><ul><li>- Microfinance (UNCDF / SUM) </li></ul><ul><li>- Facilitate investments </li></ul><ul><li>- Policy advice, policy reform (emerging) </li></ul>
    22. 22. UNDP Strategic Goals & Opportunities 2004 <ul><li>From business partner: </li></ul><ul><li>Financial </li></ul><ul><li>Expertise </li></ul><ul><ul><li>Training </li></ul></ul><ul><ul><li>Management </li></ul></ul><ul><ul><li>Technical </li></ul></ul><ul><li>Goods, equipment </li></ul><ul><li>Employee volunteers </li></ul><ul><li>Employee secondment </li></ul><ul><li>Office space </li></ul><ul><li>Venues for events </li></ul><ul><li>Transport </li></ul>HOW? Partnership Projects Types Of Contributions
    23. 23. <ul><li>“ Mainstreaming” business partnership approach </li></ul><ul><li>Business engagement & partnerships, a way of working </li></ul><ul><li>UNDP Task Force on private sector partnerships </li></ul><ul><li>Stronger network of focal points - practice areas, COs, </li></ul><ul><li>regional bureaus </li></ul><ul><li>‘ Knowledge Packs’ - partnerships by practice area </li></ul><ul><li>Knowledge database – current partnerships, good practice </li></ul>UNDP Strategic Goals & Opportunities 2004
    24. 24. Execution mechanisms Tools / Instruments <ul><li>Normal UNDP projects - with business as partners </li></ul><ul><li>NEX / DEX preferred, agency execution possible </li></ul><ul><li>Use of cost-sharing mechanism recommended </li></ul><ul><li>DAS (CO Admin. budget for smaller contributions) </li></ul><ul><li>Umbrella programme model – China </li></ul><ul><li>Project arrangements should have element of partnership management (e.g. multistakeholder </li></ul><ul><li>steering committee) </li></ul>
    25. 25. Partnership phases & skills 1. Partnership exploration Internal assessment, external mapping, consultations, advocacy, positioning, networking, relationship building 2. Partnership building Consensus building, facilitation, negotiations, agreements, project formulation, targets - define success 3. Partnership implementation & maintenance Monitoring, reporting, reviewing, capacity building 4. Completing projects – sustaining relationships Evaluation, replication / scale up
    26. 26. Partnership phases & skills Internal assessment Consultation Communication Phase 1: Partnership exploration Skills needed Key Tools Internal assessment process: Understand incentives, negotiables, obstacles, assets Consultation process: Identify stakeholders and partners
    27. 27. Phase 1: Partnership exploration Do an organizational self-assessment : <ul><li>What are our own interests? </li></ul><ul><li>What are our strengths / weaknesses etc (SWOT)? </li></ul><ul><li>Are we ready to collaborate? </li></ul><ul><ul><li>- Attitudes among staff towards business </li></ul></ul><ul><li>Why would business want to work with us? </li></ul><ul><li>What are the opportunities in our area? </li></ul><ul><li>Are there any particular risks? </li></ul><ul><li>Cost / benefit analysis </li></ul>Partnership phases & skills
    28. 28. Partnership phases & skills Phase 1: Partnership exploration <ul><li>Possible criteria for selection of </li></ul><ul><li>business partner: </li></ul><ul><li>Environmental records & practices </li></ul><ul><li>Human Rights records & practices </li></ul><ul><li>Overall public reputation </li></ul><ul><li>Child labour, forced labour </li></ul><ul><li>Health & safety records & practices </li></ul><ul><li>Freedom of association </li></ul><ul><li>Discrimination and diversity </li></ul><ul><li>Corruption </li></ul><ul><li>Product safety and impact </li></ul><ul><li>Community relations </li></ul><ul><li>Indigenous people’s rights </li></ul>TOOL:
    29. 29. Partnership phases & skills Phase 2: Partnership building - Consensus building - Facilitation / mediation: overcoming preconceptions - Negotiation: closing deals - Programme formulation Skills needed Key Tools / Tasks -Consensus building methodology (shared visioning workshop, joint action planning etc) - Resources, roles, responsibilities - Consider use of mediator - Partnership agreements: MOU, financial agreement, work plan, grievance mechanism etc. - Project document
    30. 30. Partnership phases & skills Phase 3: Partnership maintenance - Management capacity - Mentoring: coaching Others - Capacity building - Monitoring Skills needed Key Tools / Tasks - Communication tools - Indicators, measurement tools, benchmarks - Strengthen partner capacity to meet their commitments - Partnership indicators - Assess achievement of each partner’s objective
    31. 31. Partnership phases & skills Phase 3: Partnership maintenance / completion Agree on tool to track development benefits: Business contributions Business partnership process gains Environmental preservation Social & human capital Economic development Good governance Development success factors The development case matrix
    32. 32. Partnership phases & skills Measuring partnership results and impact Measuring for success – IBLF / Cambridge CD IFC measurement sustainable business
    33. 33. <ul><li>The State provides governance framework, infrastructure and basic social services </li></ul><ul><li>CSOs advocate for groups not well represented </li></ul><ul><li>Private business drives economic development </li></ul>Development is an Interdependent Process with Increasingly Diffused Decision Making ECONOMIC POLITICAL SOCIAL Governance
    34. 34. Partnerships bring benefits to all partners <ul><li>Potential benefits: </li></ul><ul><li>Increased access to resources (pooling / leverage) </li></ul><ul><li>Increased participation – social capital! </li></ul><ul><li>Development of human capital </li></ul><ul><li>Better access to information </li></ul><ul><li>Enhanced legitimacy & credibility </li></ul><ul><li>Improved operational efficiency </li></ul><ul><li>More effective / appropriate products & services </li></ul><ul><li>Organizational innovation </li></ul>
    35. 35. Key lessons <ul><li>Capacity building is critical – attitudes </li></ul><ul><li>Involve the entire office, get RR fully on-board </li></ul><ul><li>Understand why partners are interested </li></ul><ul><ul><li>Substantive credibility attracts partners </li></ul></ul><ul><ul><li>UNDP visibility attracts partners </li></ul></ul><ul><li>Be opportunistic but with principles </li></ul><ul><li>Focus on creating small successes – will generate </li></ul><ul><li>confidence and more success </li></ul><ul><li>PATIENCE! </li></ul>
    36. 36. Development – interdependent process complex, multi sectoral <ul><li>Concerns of special interest groups, advocacy </li></ul><ul><li>Economic decisions / management </li></ul><ul><li>Rule of law, stability, policy framework </li></ul>Governance <ul><li>Delivery of services </li></ul><ul><li>Identification of needs </li></ul><ul><li>Community investments </li></ul><ul><li>Delivery of services </li></ul><ul><li>Social investments / infrastructure </li></ul><ul><li>Health / education </li></ul>Social Development <ul><li>Watchdog for acceptable practices </li></ul><ul><li>Investments </li></ul><ul><li>Wealth and job creation </li></ul><ul><li>Enabling environment </li></ul><ul><li>Rules and regulations </li></ul><ul><li>Institutional framework </li></ul>Economic Development Civil Society Private Sector Government

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