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6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
“Exploring the Effectiveness of
Humanitarian NGO-Private Sector
Collaborations;
Interesting & Unlikely Alliances?”
Rebecca Nevraumont, B.A, B.Sc, MA, THI Ltd
Luk Van Wassenhove, INSEAD, Academic Advisor
WEF, Research Project Sponsor (non-monetary)
6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
Purpose – Why?
This research project arose from my desire to reduce suffering
bumping into my passion for problem solving, and innovation.
6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
Overview – What?
Historically, the private sector & humanitarians have been
perceived as ‘opposites’ with very different contexts, cultures,
goals and drivers.
AND
“What would be possible if one combined the business
motivations of performing at maximum efficiency & minimum
cost with the humanitarian motivations of contribution and
suffering reduction?”
6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
Overview – How?
A case study of 2 large international collaborations, each
composed of:
 An International Humanitarian NGO or UN Agency &
 ≥ 7 Multinational Corporations (MNCs) – Fortune 500.
Inquiry into what worked & what facilitates effective
collaboration through:
 Source document review,
 Multi-disciplinary research &
 Interviews.
6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
Findings
These findings seem intuitively obvious & simple – they are.
The Challenge is in the execution.
6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
Findings
6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
Findings
12 factors contributed to collaborative success:
Trust & Transparency - #1
Trust was defined as:
 Doing what you said you would, &
 Operating within agreements, policies & procedures.
Transparency was defined as:
 Expectation management , &
 Being direct about what you would & would not do & WHY.
KEY POINT: This takes time & requires people to be present.
6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
Findings
Communication - # 2
Defined as both written & oral:
 Internal to each partner, internal to collaboration, &
 External to collaboration.
KEY POINT: Create communication structures & protocols and
follow them.
Roles, Responsibilities & Accountabilities - # 3
Defined as:
 Parametres for roles, responsibilities & accountabilities, &
 Clearly stated and recorded.
KEY POINT: Separate these from Policies & Procedures to
address power imbalances.
6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
Findings
Policies & Procedures - # 4
Defined as:
 Written records of meetings, actions, procedures & policies, &
 Lead agency/person responsible for deploying collaboration
resources, coordination & activities.
KEY POINT: Formal procedures facilitate decision making &
reduce conflict. Informal procedures build relationships & trust.
Skills, Expertise & Knowledge - # 5
Defined as:
 Resources i.e. money, assets, experience, experts.
KEY POINT: Investigate resource fit; make sure your
collaboration partners need & want what you have to offer.
6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
Findings
Comprehension of Culture & Context - # 6
Defined as:
 History or past experience working with NGO or private sector, &
 Brokers, interpreters or conveners – individuals that translate & bridge
humanitarians & the private sector cultures.
KEY POINT: Work as hard to understand your partners’ culture as you
worked to have them understand your culture.
Critical Assessment - # 7
Defined as:
 Assessment of best skill sets for situation,
 Accurate assessment of one’s strengths & weaknesses, &
 Ability to acknowledge & learn from mistakes, quest for improvement.
KEY POINT: Awareness and acknowledgement of your strengths &
weaknesses will create respect in collaboration.
6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
Findings
Commitment - # 8
Defined as:
 Resource donation/loan – assets, materials, services, people, $ &
 Time investment.
KEY POINT: Be clear on what you will commit & what you will
not. It will take time.
Collaboration Level - # 9
Defined as:
 Local, national, regional &/or global levels.
KEY POINT: Ensure you have compatible management
structures.
6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
Findings
Evaluation - # 10
Defined as:
 Continuous or periodic evaluations to improve performance,
 Constructive criticism, &
 Recognition of contribution of self & others.
KEY POINT: Be willing to ask hard questions. Acknowledgment
Aligned Interests - # 11
Defined as:
 Common goals,
 Goals that intersect but are not the same, &
 Different goals.
KEY POINT: Identify aligned and non-aligned interests. Ensure you
have at least one aligned interest or goal.
6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
Findings
Sponsor/Champion - # 12
Defined as:
 Presence or absence of a strong sponsor or champion,
 Sponsor = individual with prestige, authority & resource access but
not necessarily involved in daily aspects of collaboration.
 Champion = Operational people who actively participate in the
collaboration’s success.
KEY POINT: Identify project sponsors & champions. Allow them
the time to collaborate.
6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
Benefits
These collaborations can provide the following benefits:
Corporations
 Enhance employee recruitment.
 Increase employee satisfaction.
 Better employee retention.
 Increase employee participation.
 Enhance & improve corporate reputation.
 Improve local knowledge & cultural understanding (very
important for emerging markets & growth).
 Increases in creativity & flexibility.
 Improve risk management, continuity & disaster
management planning.
6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
Benefits
These collaborations can provide the following benefits:
Humanitarian Organizations
 Access to scarce resources.
 Infrastructure improvement & support.
 Access to industry best practices
 Access to new knowledge, expertise & methodologies.
 Access to technology.
 Local knowledge & government expertise/connections.
 Ability to operate in country faster thru established
corporate networks & infrastructure.
 Rapid resource mobilization.
 Opportunity to impact & shift corporate cultures.
6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
Future
If you are considering a Humanitarian NGO – Private Sector
Collaboration:
 Investigate resource fit & matching competencies.
 Investigate organizational & mandate fit.
 Identify aligned interests.
 Identify a project sponsor & potential project champions.
 Allocate sufficient time (2-3x your original estimate).
6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
Future
If you are creating & developing a Humanitarian NGO – Private
Sector Collaboration:
 Communicate formally & informally.
 Schedule & attend meetings.
 Be clear on what, when & where your organization is
prepared to commit.
 Be clear on the time commitment.
 Identify a project sponsor & project champions.
 Create policies & procedures.
 Define roles & responsibilities of all partners.
6th
International Disaster and Risk Conference IDRC 2016
‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland
www.grforum.org
What do YOU think?
What do YOU think is the most important thing for any
successful humanitarian – private sector collaboration?
What is the biggest barrier for successful humanitarian – private
sector collaboration(s)?

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Exploring the Effectiveness of Humanitarian NGO-Private Sector Collaborations, Rebecca Krista NEVRAUMONT

  • 1. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org “Exploring the Effectiveness of Humanitarian NGO-Private Sector Collaborations; Interesting & Unlikely Alliances?” Rebecca Nevraumont, B.A, B.Sc, MA, THI Ltd Luk Van Wassenhove, INSEAD, Academic Advisor WEF, Research Project Sponsor (non-monetary)
  • 2. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org Purpose – Why? This research project arose from my desire to reduce suffering bumping into my passion for problem solving, and innovation.
  • 3. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org Overview – What? Historically, the private sector & humanitarians have been perceived as ‘opposites’ with very different contexts, cultures, goals and drivers. AND “What would be possible if one combined the business motivations of performing at maximum efficiency & minimum cost with the humanitarian motivations of contribution and suffering reduction?”
  • 4. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org Overview – How? A case study of 2 large international collaborations, each composed of:  An International Humanitarian NGO or UN Agency &  ≥ 7 Multinational Corporations (MNCs) – Fortune 500. Inquiry into what worked & what facilitates effective collaboration through:  Source document review,  Multi-disciplinary research &  Interviews.
  • 5. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org Findings These findings seem intuitively obvious & simple – they are. The Challenge is in the execution.
  • 6. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org Findings
  • 7. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org Findings 12 factors contributed to collaborative success: Trust & Transparency - #1 Trust was defined as:  Doing what you said you would, &  Operating within agreements, policies & procedures. Transparency was defined as:  Expectation management , &  Being direct about what you would & would not do & WHY. KEY POINT: This takes time & requires people to be present.
  • 8. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org Findings Communication - # 2 Defined as both written & oral:  Internal to each partner, internal to collaboration, &  External to collaboration. KEY POINT: Create communication structures & protocols and follow them. Roles, Responsibilities & Accountabilities - # 3 Defined as:  Parametres for roles, responsibilities & accountabilities, &  Clearly stated and recorded. KEY POINT: Separate these from Policies & Procedures to address power imbalances.
  • 9. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org Findings Policies & Procedures - # 4 Defined as:  Written records of meetings, actions, procedures & policies, &  Lead agency/person responsible for deploying collaboration resources, coordination & activities. KEY POINT: Formal procedures facilitate decision making & reduce conflict. Informal procedures build relationships & trust. Skills, Expertise & Knowledge - # 5 Defined as:  Resources i.e. money, assets, experience, experts. KEY POINT: Investigate resource fit; make sure your collaboration partners need & want what you have to offer.
  • 10. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org Findings Comprehension of Culture & Context - # 6 Defined as:  History or past experience working with NGO or private sector, &  Brokers, interpreters or conveners – individuals that translate & bridge humanitarians & the private sector cultures. KEY POINT: Work as hard to understand your partners’ culture as you worked to have them understand your culture. Critical Assessment - # 7 Defined as:  Assessment of best skill sets for situation,  Accurate assessment of one’s strengths & weaknesses, &  Ability to acknowledge & learn from mistakes, quest for improvement. KEY POINT: Awareness and acknowledgement of your strengths & weaknesses will create respect in collaboration.
  • 11. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org Findings Commitment - # 8 Defined as:  Resource donation/loan – assets, materials, services, people, $ &  Time investment. KEY POINT: Be clear on what you will commit & what you will not. It will take time. Collaboration Level - # 9 Defined as:  Local, national, regional &/or global levels. KEY POINT: Ensure you have compatible management structures.
  • 12. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org Findings Evaluation - # 10 Defined as:  Continuous or periodic evaluations to improve performance,  Constructive criticism, &  Recognition of contribution of self & others. KEY POINT: Be willing to ask hard questions. Acknowledgment Aligned Interests - # 11 Defined as:  Common goals,  Goals that intersect but are not the same, &  Different goals. KEY POINT: Identify aligned and non-aligned interests. Ensure you have at least one aligned interest or goal.
  • 13. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org Findings Sponsor/Champion - # 12 Defined as:  Presence or absence of a strong sponsor or champion,  Sponsor = individual with prestige, authority & resource access but not necessarily involved in daily aspects of collaboration.  Champion = Operational people who actively participate in the collaboration’s success. KEY POINT: Identify project sponsors & champions. Allow them the time to collaborate.
  • 14. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org Benefits These collaborations can provide the following benefits: Corporations  Enhance employee recruitment.  Increase employee satisfaction.  Better employee retention.  Increase employee participation.  Enhance & improve corporate reputation.  Improve local knowledge & cultural understanding (very important for emerging markets & growth).  Increases in creativity & flexibility.  Improve risk management, continuity & disaster management planning.
  • 15. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org Benefits These collaborations can provide the following benefits: Humanitarian Organizations  Access to scarce resources.  Infrastructure improvement & support.  Access to industry best practices  Access to new knowledge, expertise & methodologies.  Access to technology.  Local knowledge & government expertise/connections.  Ability to operate in country faster thru established corporate networks & infrastructure.  Rapid resource mobilization.  Opportunity to impact & shift corporate cultures.
  • 16. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org Future If you are considering a Humanitarian NGO – Private Sector Collaboration:  Investigate resource fit & matching competencies.  Investigate organizational & mandate fit.  Identify aligned interests.  Identify a project sponsor & potential project champions.  Allocate sufficient time (2-3x your original estimate).
  • 17. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org Future If you are creating & developing a Humanitarian NGO – Private Sector Collaboration:  Communicate formally & informally.  Schedule & attend meetings.  Be clear on what, when & where your organization is prepared to commit.  Be clear on the time commitment.  Identify a project sponsor & project champions.  Create policies & procedures.  Define roles & responsibilities of all partners.
  • 18. 6th International Disaster and Risk Conference IDRC 2016 ‘Integrative Risk Management – Towards Resilient Cities‘ • 28 Aug – 1 Sept 2016 • Davos • Switzerland www.grforum.org What do YOU think? What do YOU think is the most important thing for any successful humanitarian – private sector collaboration? What is the biggest barrier for successful humanitarian – private sector collaboration(s)?

Editor's Notes

  1. This area is, “bleeding edge” I did a lot of cross disciplinary research - P3 partnerships, team and group dynamics, psycho-social, disaster mgmt, business practices, humanitarian and business culture & paradigms, collaboration, partnership dynamics, Each of the NGOs heads an OCHA cluster.
  2. I have provided the definitions used for the research so that everyone is clear on what is meant by these expressions in THIS context.
  3. In one partnership, the corporations gave all spokesperson roles to the NGO or Agency involved, all external contacts –written and oral were handled by the humanitarian organization. This was an act of great trust and very uncharacteristic for most companies – particularly companies of this size & success level.
  4. During the interview process, it became apparent that the NGOs had caused a culture shift in many of the corporate employees and in the corporate culture. Critical assessment was a more informal process.
  5. A willingness by corporations to invest their time was extremely significant for the NGOs.
  6. Evaluation was a formalized process that was documented, the logical follow up to critical assessment.
  7. Sponsor was usually the CEO or a very senior executive.