Lmg webinar intro to partnerships 2012.06.12


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This webinar discusses global partnerships in the context of the LMG project and other global health projects, delivered by Eva Ros, the Sr. Technical Advisor for Global Advocacy and Partnerships

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  • 1987: within context of global environmental protection and read definition from Ross p.51992: lack of NGO participation in Rio led to informal Global Forum of NGOs2002: UN facilitated participation from NGOs (comprised 30% of delegates)2003: blended value of econ, social & enviro components -> simultaneously generate all 3, rather than in past, there was a separation in the notions of value
  • Takes it to today
  • Refer to 20% cost share and previous webinar
  • Simplistic overview
  • Lmg webinar intro to partnerships 2012.06.12

    1. 1. Creating Shared Value through Partnerships Eva Ros June 13, 2012
    2. 2. Objectives• Explain the concept of partnerships as defined and used in U.S. Government (USG) projects• Provide examples of MSH and other organizations’ partnerships“We are witnessing an unparalleled opportunity for innovative, large-scale private sector partnerships to achieve meaningful results inglobal development.” – USAID Administrator Raj Shah, June 27, 2011
    3. 3. Outline• Background information• Definition of partnerships• LMG Project’s approach to partnerships• Lifecycle of partnerships• Partnership examples• Q&A
    4. 4. Background information1 1987 UN’s commission presented definition of sustainable development (SD) 1992 Earth Summit in Rio; World Business Council on Sustainable Development and Business for Social Responsibility (BSR) established 1990s Negative business practices pushed companies into SD (e.g. Nike, and Shell) -> Adoption by companies of SD into corporate social responsibility (CSR) efforts & emphasis to triple bottom line 2000 UN Global Compact and USAID’s Global Development Alliance (GDA) launched 2002 World Summit in Johannesburg, aka “Partnership Summit” 2003 Emerson introduced concept of blended value proposition 2004 Porter introduced concept of shared value1Ross, Susan Rae. Expanding the Pie: Fostering Effective Non-Profit and Corporate Partnerships. Sterling, VA: KumarianPress, 2012
    5. 5. Background information 2011 Porter and Kramer’s concept of creating shared value refined and defined as “policies and practices that enhance the competitiveness of a company while simultaneously advancing the economic and social conditions in the communities in which it operates. Shared value creation focuses on identifying and expanding the connections between societal and economic progress.”2 Evolving Approaches3 Philanthropy Corporate Social Creating Shared Responsibility Value (CSV) (CSR)2 Porter, Michael, and Mark Kramer. “Creating Shared Value: How to Reinvent Capitalism and Unleash a Wave of Innovationand Growth.” Harvard Business Review (Jan-Feb 2011): 6.3 Porter, Michael. “Creating Shared Value: The Path Forward.” FSG Leadership Summit, Boston, MA. 31 May 2012
    6. 6. Definition of partnerships• USAID o Partnerships started as charitable contributions/private philanthropy o Have evolved to “focus on the core business interests of private firms and their long-term corporate social responsibility goals.” - Global Partnerships (GP) Division in the Office of Innovation and Development Alliances (IDEA) website• LMG context o Broad definition o Any collaborative endeavor that combines resources from the public and private sectors to accomplish objectives aligned with the LMG project’s mandate
    7. 7. LMG approach to partnershipsThe LMG project’s mandate includes proactive engagement of thedonor community and international and national stakeholders fromthe public and private sectors to:• generate additional support and commitment from stakeholders;• promote evidence-based tools and methodologies;• leverage additional resources to sustain the investment already made; and• build greater momentum for stronger leadership, management and governance practices; capable, competent and empowered health managers and leaders; and greater country ownership.
    8. 8. LMG approach to partnerships• Develop overall partner engagement strategy (PY1) o Identify stakeholder groups (PY1) o Conduct stakeholder analysis (PY1) o Conduct further analysis within stakeholder groups to prioritize engagement (PY2 – PY5)• Develop and implement individual stakeholder engagement strategies (PY2 – PY5)
    9. 9. LMG approach to partnerships• Stakeholder groups identified for further analysis and partner engagement prioritization o USG: focus on USAID/W and Missions but also includes State Dept, MCC, CDC, and HHS o Other donors: includes multi-/bilateral agencies and foundations o Businesses : local/international private sector, for profit o NGOs/CSOs/FBOs/non-profits: includes competitors/collaborators o In-country decision-makers and beneficiaries: officials/staff in ministries, universities, professional/training associations; health managers/leaders
    10. 10. LMG approach to partnershipsBuilding infrastructure and resources needed to identifyand maintain multiple partnerships (PY1 – PY2) • Manual (will include templates, tools and guidance on partnership development, concepts, budgets, MOUs, performance metrics, reporting templates and cost share) • Webinars, case studies and success stories • Partnership prospectus (initial one focuses on private sector; other stakeholder versions to be developed later) • Resources on dedicated partnership section of LMG web portal • Common repositories of information • Technical assistance for field-based partnerships and teams • Identify and secure funding for staffing structure
    11. 11. Lifecycle of partnerships• Identification & selection o LMG partner identification and prioritization criteria developed• Scope & build o Define and negotiate agreement, structure, systems to implement work plan• Manage & maintain o Implement work plan; regular communication• Review & revise o Evaluate partnership effect using performance metrics; modify/end partnership as needed
    12. 12. Partnership Example: MSH in PeruUSAID-funded Healthy Communities and Municipalities (HCM) II Project 2008-2010: Partnership with Barrick Gold Corporation to transfer HCM II tools and methodologies in order to contribute to the health improvements in the La Libertad region. 2010-2015: Partnership with Cementos Lima to implement “Improving our health in South Lima” program whose objective is to improve maternal and child health. HCM II also transferred its tools and methodologies to Cementos Lima’s corporate social responsibility organization, Asociación Atocongo. This 5 year intervention will work in more than 500 rural communities in Peru.
    13. 13. Partnership Example: MSH in UgandaUSAID-funded STRIDES for Family Health (STRIDES) Project(proposed partnership with Proctor & Gamble’s Children’s Safe Drinking Water Initiative) Proposed partnership between MSH STRIDES Project, CDC and P&G to integrate health and hygiene kits into ANC and delivery services to improve uptake of these services as well as improve hygiene behaviors at household level.
    14. 14. Partnership Example: Yale’s GHLI in Tanzania A partnership between Coca-Cola, the Global Fund, the Gates Foundation, Accenture Development Partnerships, and Yale’s GHLI was brokered to provide private sector expertise to help the medical product supply chain in Tanzania go the “last mile.” GHLI’s role was to “launch a process evaluation to pinpoint ways to make this successful project even stronger”3 as well as document learnings and assist in tracking progress.3 “Yale and Coca-Cola Go the Last Mile.” ELI February 2012: 26
    15. 15. Q&ALMG Contacts:• Albena Godlove, Director for Global Advocacy and Partnerships, AGodlove@msh.org, 703-310-3469• Eva Ros, Sr. Advisor for Global Advocacy and Partnerships, ERos@msh.org, 703-310-3474 Thank you