PLATFORMS FOR PARTNERSHIP: Emerging good practice to systematically engage business as a partner in development

Transcription

1 PLATFORMS FOR PARTNERSHIP: Emerging good practice to systematicay engage business as a partner in deveopment

2 Patforms for Partnership: Emerging good practice to systematicay engage business as a partner in deveopment Authors: Stuart Reid, John Pau Hayes and Darian Stibbe With contributions from: Ruth Finday Brooks, Katie Fry Hester, Juia Gibert, Aitor Lodio, Dave Prescott, Liv Raphae, Jessica Scho, Jo Wackri The Partnering Initiative, 2015 Citation: Reid, S., Hayes, J.P. and Stibbe, D.T., Patforms for Partnership: Emerging good practice to systematicay engage business as a partner in deveopment, The Partnering Initiative, Oxford, 2015 This report as a whoe may be reproduced and freey distributed. Any materia contained herein may be reproduced, with attribution, for incusion in other documents for non-commercia purposes. Acknowedgements The Partnering Initiative (TPI) gratefuy acknowedges the UK Department for Internationa Deveopment (DFID) for its support in the deveopment of this report which has been funded by UK aid from the UK Government. TPI aso gratefuy acknowedges the Swedish Internationa Deveopment Agency (Sida) for its support of a workshop in Apri 2014 that for the first time brought together practitioners from 14 partnership patforms from around the word. The rich earnings from the workshop have contributed significanty to this report. The view expressed in this report are those of the authors and do not necessariy refect the UK Government s officia poicies, nor those of Sida. Finay, TPI woud ike to thank a the patform practitioners invoved in the deveopment of the report, either as case studies or as participants at the workshop. 2 PLATFORMS FOR PARTNERSHIP

3 Contents EXECUTIVE SUMMARY Introduction 12 Patforms within the business and deveopment architecture 13 Patforms for partnership in operation 14 The research case studies and their activities 17 Buiding a successfu patform for partnership 19 Concusion 36 Annex I: Summary Case Studies 37 Annex II: Bibiography 42 ACRONYMS & ABBREVIATIONS BoP Base of the Pyramid MDG Miennium Deveopment Goas BPDF Business Partners for Deveopment Faciity MNC Muti-Nationa Company/Corporation CBO CEO CSR GAIN GIZ Community-Based Organisation Chief Executive Officer Corporate Socia Responsibiity Goba Aiance for Improved Nutrition Deutsche Geseschaft fur Internationae Zusammenarbeit OECD PLB PLA PPP RBM Organization for Economic Co-operation and Deveopment Project Laser Beam Partnership Landscape Anaysis Private-Pubic Partnership Ro Back Maaria GPEDC LDC LIC MIC (I)NGO Goba Partnership for Effective Deveopment Cooperation Less-Deveoped Country Low-Income Country Midde-Income Country (Internationa) Non-Governmenta Organisation SAGCOT TPI UN UNDP UNGC Southern Agricutura Growth Corridor of Tanzania The Partnering Initiative United Nations United Nations Deveopment Programme United Nations Goba Compact M & E Monitoring and Evauation PLATFORMS FOR PARTNERSHIP 3

4 PREFACE Patforms for Partnership: An essentia mechanism to engage business as a partner in deveopment In September 2015, the UN wi announce the post-2015 Sustainabe Deveopment Goas. Whie specific targets and indicators are sti being finaised, one aspect is cear: muti-stakehoder partnerships between business, NGOs, government, the UN and communities wi be essentia to achieve the goas and they wi be needed at a scae and quaity that dwarfs current eves of coaboration. The question of how countries can systematicay scae up the engagement of business as a partner in deveopment was the subject of the Roadmap report, 1 aunched in Apri 2014 by the UK Secretary of State, Justine Greening, at the GPEDC high-eve meeting in Mexico City. Deveoped with extensive consutation with business, government and civi society around the word, the Roadmap sets out a series of miestones buiding up the eve of pubicprivate engagement and coaboration, eading to the utimate goa of business as a fu partner in deivering the post-2015 deveopment agenda (figure 1). The Roadmap designates five action areas to be undertaken by a societa sectors in order to compete the journey: 1 Buid trust across the sectors and buid understanding of their aignment of interest and the benefits of partnering; 2 Ensure open and incusive panning of deveopment priorities to engage business; 3 Create in-country muti-stakehoder patforms to systematicay broker partnerships across the sectors; 4 Ensure partnership good practice and effectiveness and measure resuts to demonstrate vaue; 5 Buid institutiona capabiity for partnering, incuding deveoping strategies, systems and processes and individuas partnering skis and understanding. This report focuses on the in-country muti-stakehoder patforms: ongoing mechanisms that can systemicay bring together business, government, the UN, NGOs and communities around issues of both business and societa importance, and catayse direct innovative partnership action. Depending on their focus, such patforms can in turn significanty impact severa of the other action areas. Through the diaogue that the patforms faciitate and, most importanty, through working together in the partnerships the patforms catayse, business, government and other deveopment actors wi naturay buid understanding and trust. By demonstrating the intrinsic aignment of interest between government and business, the patforms can directy support government in engaging business in the setting of deveopment priorities. And by providing direct support to partnerships, the patforms can hep to ensure they are set up to be as robust and effective as possibe as we as assisting in measuring their vaue to a sides. Muti-stakehoder patforms form an essentia part of the infrastructure that is necessary to scae up pubic-private coaboration for post-2015 deveopment. Creating effective, sustainabe patforms, however, is a significant chaenge. It requires a whoe range of skis, support and processes to engage stakehoders from a sectors and ensure they receive sufficient vaue to remain engaged; to host innovation abs and other creative diaogues to spark coaboration ideas; to provide technica support to faciitate nascent partnerships; and measure the vaue partnerships are deivering. And, of course, a the time ensuring the patform itsef has sufficient resources and a sustainabe business pan. This report sets out emerging good practice on creating effective patforms that can systematicay engage business as a partner in deveopment through pubic private coaboration. Whie being academicay we-grounded, it is a highy pragmatic report, based on the rea, on-the-ground experiences of deveoping and running patforms. As such, it directy acknowedges and tackes the tension between what is theoreticay desirabe and what is practicay feasibe under norma, resource-constrained circumstances. Whie the report is a significant contribution to the art and science of deveoping effective patforms, the fied is sti emerging. The Partnering Initiative, through its Business Partners for Deveopment programme, is supporting the creation of patforms in a range of countries and wi continue to draw out earning from these experiences and to mature the patform technoogy as an essentia approach to deveopment. Darian Stibbe, Executive Director, The Partnering Initiative January The Roadmap was deveoped for the GPEDC by The Partnering Initiative with support from UK Aid: partnerinit.org/roadmap 4 PLATFORMS FOR PARTNERSHIP

5 PREFACE FIGURE 1: SERIES OF MILESTONES ALONG THE JOURNEY TOWARDS BUSINESS AS A FULL PARTNER IN THE POST-2015 DEVELOPMENT AGENDA THE GOAL Business is fuy engaged as a partner in the post-2015 deveopment agenda 3 Business and deveopment actors systematicay coaborate wherever interests can be aigned The pubic sector (using reguation, tax and financing mechanisms) supports sustainabe and incusive business investment; companies adjust the practice of core business in ways that achieve stronger deveopment benefits, and invest to strengthen the socia and environmenta fabric in which they operate; civi society brings its technica expertise and ensures the achievement of societa benefit 2 Business adopts vountary standards and principes, both internay and within its vaue chain; works with NGOs/others to strengthen oca producers and suppiers; socia / environmenta investment is more strategic Government starts to aign deveopment priorities with business needs and resources; donors, internationa organisations, NGOs and communities begin to engage with business on deveopment 1 Business engages in phianthropy; engages in some partnership activities on an opportunistic basis; engages with government on business enabing environment Government starts to invest in business enabing environment; open to pubic-private poicy diaogue; ad hoc responses to industry initiatives BASE Business compies with aws and reguations; pays its taxes; has conventiona government reations Government sets business reguations without consutation; minima investment in business enabing environment BUSINESS ACTORS DEVELOPMENT ACTORS PLATFORMS FOR PARTNERSHIP 5

6 PLATFORMS FOR PARTNERSHIP Executive Summary With a growing appreciation of the interconnection and interdependence of the prosperity of business and the prosperity of the society, as we as an understanding of the innovation, scae and sustainabiity that coaboration across the sectors can bring, partnerships have never been higher up both the deveopment and business sustainabiity agendas. Intergovernmenta initiatives, such as the Busan Forum on Aid Effectiveness and the resutant Goba Partnership for Effective Deveopment Cooperation, have fuy recognised business as an essentia deveopment actor both in terms of the benefits it brings through its core business (iveihoods, tax revenues, efficient deivery of goods and services) and through the strategic socia investments business must make to ensure its own ong term sustainabiity. The UN s post-2015 vision expicity cites partnerships with the private sector at goba, nationa and oca eve as a critica mechanism towards achieving the new Sustainabe Deveopment Goas and demands a major scaing up and mainstreaming of pubicprivate coaboration. Muti-stakehoder patforms are an essentia part of the infrastructure necessary to achieve the scae of coaboration required for the post-2015 deveopment agenda. These patforms for partnership provide ongoing mechanisms that can systemicay bring together business, government, the UN, NGOs and communities around issues of both business and societa importance, and catayse direct innovative partnership action. Creating effective, sustainabe patforms, however, is a significant chaenge, requiring a whoe range of skis, support, structure and process to ensure they are set up we, are sustainabe and are abe to deiver. This report sets out emerging good practice on how to make them successfu. Process for deveoping and impementing patforms The figure beow shows the range of activities required in the deveopment and impementation of a patform through a ifecyce mode which was deveoped by drawing on the deveopment and impementation of a range of patforms on the ground. The ife-cyce mode divides the overa deveopment of the patform into Scoping, Buiding, Impementing and Consoidating phases. Athough having a process to foow is extremey vauabe, in practice there wi not be such a cear-cut distinction between the stages of deveopment: the growth of a patform is not a direct inear process and wi be subject to review and revision as it deveops. Growing a muti-stakehoder patform is aways an iterative process where earning from experience must continuay inform the improvement of practice. Even where there is we-panned progress towards creating and sustaining a new patform, inherent contradictions can emerge between what might in theory be considered best practice, but in reaity may ead to further chaenges or simpy not be pragmatic. These are expored in the force fied anaysis beow. THE PLATFORM LIFE-CYCLE SHOWING TYPICAL ACTIVITIES AT EACH STAGE Context and needs anaysis Map existing initiatives Identify key interested parties Indentify potentia resources Raise awareness SCOPING BUILDING Engage stakehoders and buid commitment Deveop vision and objectives Identify host institution Create governance and management structure Secure resources Consoidate core staff skis Capture and impement earning Deveop ong-term business mode Sustain stakehoder commitment Move to oca ownership and resourcing CONSOLIDATING IMPLEMENTING Estabish communication and operation structures Buid capacity of impementers Identify priority projects Put in pace M&E processes Promote and raise visibiity Note: Depending on context, certain activities may take pace across mutipe phases of the ifecyce 6 PLATFORMS FOR PARTNERSHIP

7 EXECUTIVE SUMMARY FORCE FIELD ANALYSIS OF INHERENT TENSIONS IN BUILDING PLATFORMS DRIVING FORCES RESTRAINING FORCES POSSIBLE RESOLUTION Incusivity vaue of incuding wide range of stakehoders Diversity of competing perspectives harder to achieve consensus higher transaction costs Whie being open and incusive, carefu seection of partners based on their commitment to action, rather than compete representation Cear statement of the patform s mission and vision Strong mechanisms for managing communication and decision-making Champions vaue of high profie backing and eadership to give credibiity and visibiity Dependence on imited number of individuas harder to move from initia phase to more setted institutiona management Medium to ong-term pan, from start-up, for moving from initiating to consoidating. Adequate core funding in pace to recruit high caibre individuas to take on management roes Credibiity reputation and acknowedged expertise increases support and egitimacy Lack of track record new organisations find it hard to produce evidence of impact especiay given ong ead times Strong promotion of expertise within stakehoder group Support from goba initiative or other aied patforms in different countries/areas Focus on a sma number of quick wins projects that can be impemented more rapidy and estabish credibiity Strong vision and shared commitment to vaues of the patform Expectations may be too high and this may ead to disenchantment or withdrawa of support if setup and deveopment take too ong Manage expectations carify ikey ife-cyce and timings Ensure strong commitment from stakehoders, embodied in MoU and/or resource commitment beyond the start-up period Estabish core funding for 2-4 years rather than 1-2 Government backing regarded as essentia in a cases and integra to ensuring that the patform has egitimacy and can aign its output with officia targets Red tape government decision-making can be sow and bureaucratic (especiay to the private sector) Government to aocate sufficient resources, and personne with experience of cross-sector or private sector work, to supporting the patform and personne with experience of cross-sector or private sector work Estabish strong diaogue across patform to expain process and enabe transparency Private sector engagement brings market knowedge, resources and technica expertise Base of the Pyramid operations are often pre-competitive and do not offer immediate returns on investment, making it hard for companies to justify ongterm engagement, and creating pressure on timescaes Government and muti-ateras to share risk with companies Expicit matching of funding and resources to move away from a cuture of phianthropy or entitement State agencies to create enabing frameworks for better market operation Goba support arger networks offer fund-raising, technica input and earning from previous patform projects Strong goba eadership risks undermining oca stakehoders and setting up a North-South or donor-recipient divide Estabish robust oca networks with credibe reputation and eadership Create a strong oca presence and high visibiity Pan for a transition of responsibiity and resourcing to oca actors Make the degree of indigenous resourcing and decision-making one measure of success PLATFORMS FOR PARTNERSHIP 7

8 EXECUTIVE SUMMARY 1 BUSINESS MODEL 2 3 GOVERNANCE OPERATIONAL STRUCTURE COMMUNICATION STRATEGY VALUE ADDED SERVICES CORE COMPETENCIES MEMBERSHIP ENGAGEMENT MONITORING AND EVALUATION PARTNERSHIP CULTURE NINE BUILDING BLOCKS OF HIGH-PERFORMING PARTNERSHIP PLATFORMS Our research, invoving patforms for partnership from a over the word, has identified nine critica eements that constitute the buiding bocks for any patform for partnership. An understanding of these eements and proper attention to their achievement wi maximise the ikeihood of a patform meeting its interna and externa goas, estabishing a sustainabe institution and deivering deveopment impact through cross-sector partnerships. Each of these buiding bocks represents a summary of factors that are critica in designing, managing and impementing a muti-stakehoder patform for partnership. 1Sustainabe Business Mode Every patform needs a strategy to achieve its purpose. Centra to this strategy is the issue of how the patform is going to access and generate sufficient funding both to support its core operation and to enabe it to broker and support innovative new partnerships. Initia grant funding may be essentia to set up a patform in the first pace and aow it time to buid up wider knowedge and interest in partnership as we as to demonstrate success. For it to remain sustainabe, the patform must be offering sufficient vaue, through its services and through the impact generated, that organisations wish to continue to support it through grants, fees for service, membership service, or some combination of these. 2 Governance The actions of those managing the patform, aocating resources or seecting partnerships to support, must be accountabe to a stakehoders within a cear system of rues. This is not ony a basic requirement to demonstrate transparency but a practica means of monitoring actions and outcomes. An absence of good governance systems wi undermine trust between participants and may increase the (aready high) transaction costs invoved in a muti-stakehoder patform. At the same time, it is important not to rush into too-rigid governance structures in the eary deveopment stages whie the patform is engaging its core group of partners and codeveoping its activities and approaches. It is aso essentia that governance structures can adapt and change as the patform itsef adapts and iterates its approach when it begins to impement in earnest. 3 Operationa management structure Buiding an effective patform institution requires the design of an appropriate and effective management structure to impement the patform s tasks and produce its stated outputs. A patform participants need to understand the structuring of the patform, the roes of respective actors 8 PLATFORMS FOR PARTNERSHIP

9 EXECUTIVE SUMMARY and the systems that are in pace to achieve reaistic outcomes. The operationa structure shoud be in pace at an eary stage to ensure that participation is purposefu and productive. 4 Communication strategy Good communication is vita to the success of a cooperation. It is especiay critica in patforms where the arge number and diversity of stakehoders makes communication potentiay compicated or cumbersome, and methods of communication must be carefuy chosen to suite the range of organisationa or professiona cutures. Effective communication is not ony about interna informationsharing and trust-buiding: it must aso invove promotion of the patform s vision and purpose to the wider audience of interested parties and potentia partners. 5 Vaue-added services Patforms must offer we-defined and reevant services that provide significant vaue to members, partners and cients. Typicay, a patform wi offer services incuding innovation spaces for engaging stakehoders and identifying partnerships; partnership faciitation and brokering; and training to buid partnering capacity. Innovation spaces or other forms of faciitated cross-sectora diaogue have the potentia to buid understanding of the overapping interests of organisations from different sectors, to begin to aign those interests, and to be creative in identifying the potentia for innovative win-win partnerships. Brokering of those nascent partnerships (or scaing up or repication of existing partnerships) then entais taking the partners through an effective partnering process to ensure a are fuy engaged and committed and the partnership is set up to be as robust and effective as possibe. 6 Core Competencies Creating and cataysing new deveopment partnerships, and providing services to them, a require a high eve of competence in both the theory and practice of cross-sector partnering. Hiring experienced professiona partnership brokers and putting in pace training and deveopment programmes to deveop the necessary knowedge and ski are essentia to estabishing a viabe structure, team and procedures for a new patform. In addition to the knowedge and skis required to directy support partnerships, the patform secretariat wi aso require skis around membership management, financia management, and fundraising. 7 Membership engagement and management Particuary in the eary stages, the identification of patform champions can be an effective eement in deveoping and retaining engagement from members and other externa stakehoders. Strong pubic champions of the patform wi motivate participants, raise wider awareness of the initiative and engage stakehoders in contributing resources or promoting the added vaue of the patform to others. Critica to the onger term success of any patform is the abiity of its members to move from engagement driven by initia goodwi to ong-term coaboration based on trust, an understanding of a shared movement towards a vision, and an appreciation of received vaue. The patform has an essentia roe in faciitating diaogue among its members, in communicating success with exceence, in istening and reacting to its members needs, and in heping its members appreciate, and articuate, the vaue of the patform. 8 Monitoring and Evauation Monitoring and evauation of a patform for partnership shoud aim to focus on three main areas: the patform itsef; the specific partnerships it brokers or supports; and the overa contribution to business and deveopment goas. Within each of these areas, monitoring and evauation might ook at process (how are things working?); outputs (are goas being met according to pan?) and impact (is there evidence of improvement in key socia and economic indicators?). We-integrated review mechanisms wi not ony support earning and decision-making for the patform but wi aso provide important reassurance for nationa and goba stakehoders seeking evidence of vaue and impact. 9 Partnership cuture Just as with any partnership, a compex, mutistakehoder patform requires a strong overa vision around which diverse sectors can mobiise, acknowedging that they wi have different reasons for participation but can sti deveop common objectives, towards which they can work coectivey. Deivery of the vision has to be supported by strong partnership vaues of respect, mutua benefit, equity and transparency. Vaues are not ony a key eement of the overa vision but a critica contributor to buiding a demonstraby coaborative cuture in the patform. PLATFORMS FOR PARTNERSHIP 9

10 EXECUTIVE SUMMARY Trust between diverse participants of patforms has to be buit over time. Patform participants often need to overcome previous prejudices, misconceptions, or bad experiences, before they can coaborate freey. This is often best done through diaogue, shared action and the demonstration of adherence to strong vaues. Demonstrating commitment, consistency and reiabiity wi a contribute to the creation of trust between diverse coaborators: those driving and managing the patform need to embody these behaviours themseves in order to buid an understanding of partnership cuture among their wider membership group. Concusion Muti-stakehoder patforms for partnership have been identified as an essentia mechanism for increasing the engagement of business in deveopment at the country and regiona eve. More than any other coaborative mode they embody the principes adopted at Busan and enshrined in the UN vision of a post-2015 architecture for deveopment. They offer the potentia for intensive, innovative and sustained coaboration from a sectors on issues that are integra both to nationa deveopment pans and to a fourishing and sustainabe private sector. However, they are not an easy option. Whie they have great potentia for impact, they require ong-term stakehoder commitment, sustained resourcing and consistency of personne to hep ensure their success. 10 PLATFORMS FOR PARTNERSHIP

11 PLATFORMS FOR PARTNERSHIP 1 Introduction The past 20 years have been characterised by increasing eves of private sector engagement with issues such as poverty, humanitarian crisis, and ong-term sustainabe deveopment. The acknowedgement, by eading goba companies, of the need to work in the deveoping word with sensitivity to oca context, oca needs and oca institutions has resuted in a mutitude of initiatives aimed at reconciing the growth of deveoping word markets with the improvement of heath, wefare, education and iving standards in ow and midde income countries. This process has been characterised by a shift from a primariy phianthropic approach (business donating funds to communities, NGOs and the UN) to one based on the ong term business interests and core resources of companies, working in partnership with government, the UN system, Internationa NGOs, oca sma producers and community-based organisations. The rise and rise of the mutistakehoder cross-sector partnership has faciitated a positive transformation in the way that private companies interact with other sectors and in the way they do business with oca producers, suppiers and communities. At the same time, donor governments, UN agencies and internationa NGOs have recognised that ong-term soutions to poverty, disease and food insecurity in deveoping countries have to incude private business not just through their charitabe foundations but aso through the impact of their core business activities. In recent years attention has turned to the chaenge of how best to engage the private sector through more innovative partnership arrangements and the pooing of financia, technica and commercia resources. At the goba poicy eve, the Busan High-Leve Forum on Aid Effectiveness (2011) confirmed the centraity of cross-sector partnerships to sustainabe deveopment and cited pubic-private cooperation as one of the buiding bocks of aid effectiveness. Busan aso marked an important shift of focus towards the nationa eve and the primacy of aigning goba deveopment pans with nationa pans and aspirations. Accordingy, there has been increased interest in the forms of partnership which might deiver optima resuts at the country and regiona eve. These trends are ceary evident in the current debate over how to organise and acceerate sustainabe deveopment after the expiry of the Miennium Deveopment Goas in The conceptuaisation and construction of a post-2015 agenda for goba deveopment wi depend heaviy, at country eve, on the coser aignment of nationa aspirations, internationa support and the reaisation of business interests. Such aignment wi require more, and more innovative, forms of coaboration between actors from a sectors. The active engagement of the private sector at goba, nationa and oca eve is integra to the post-2015 vision, but it is an engagement that wi focus more than ever before on the vaue offered by core business activity: weath creation, empoyment, technoogica progress and investment in human resources. In order to achieve the necessary scaing up of pubic-private coaboration, a new infrastructure wi be required to catayse and drive partnership action. One key eement of that infrastructure is the muti-stakehoder patform at country eve. Such patforms are focused on bringing together oca actors from the pubic, private and not-for-profit sectors to foster diaogue and to generate partnerships for deveopment that derive from the compatibe aspirations of the different sectors. Patforms of this kind most directy refect the priorities articuated at Busan they are at country eve; are based on the aignment of interests between participating actors; and are committed to practica, measurabe impact on deveopment needs. In recent years attention has turned to the chaenge of how best to engage the private sector through more innovative partnership arrangements and the pooing of financia, technica and commercia resources. PLATFORMS FOR PARTNERSHIP 11

12 INTRODUCTION To date, the number and visibiity of such patforms has remained ow and there has been imited monitoring and evauation of their progress. If such coaborative mechanisms are to be an integra part of the post-2015 architecture for deivering socia and economic improvement to ow and midde-income countries, there needs to be consideraby better knowedge avaiabe, on which to base future decisions on investment, support and advocacy for muti-stakehoder patforms. The intended audience for the study comprises nationa and goba poicy-makers, donor organisations, humanitarian agencies, private enterprise at internationa and oca eves, and civi society bodies. It is primariy aimed at informing practica decisions on the modes of investment, panning, structuring and management of in-country patforms to ensure that they can deiver the pubic-private coaboration essentia to achieving progress in a fieds of sustainabiity and deveopment. This report presents the main findings of a study, carried out by The Partnering Initiative in eary 2014, to identify the key factors which hep or hinder the achievement of successfu outcomes in muti-stakehoder patforms for deveopment partnerships. The study was based on an extensive review of data from current patform activities, on nine origina case studies of in-country patforms and on a two-day faciitated workshop of patform practitioners. 12 PLATFORMS FOR PARTNERSHIP

13 PLATFORMS FOR PARTNERSHIP 2 Patforms within the business and deveopment architecture The drive to create a coherent architecture of business engagement acknowedges the compexity and diversity of the current deveopment andscape. There is a need for greater co-ordination and coherence in aid and deveopment activities. There is aso a widey-expressed desire for better mapping, monitoring and evauation of the impact and vaue of business engagement in deveopment. Muti-stakehoder patforms are currenty regarded as one effective means both of responding to this fragmentation of effort and of enhancing the eve and impact of business sector engagement. There have, to date, been a number of infuentia studies which have identified the characteristics and benefits of a deveopment approach based on diverse, muti-stakehoder patforms that focus on buiding cross-sector diaogue and acting as a catayst for new projects and partnerships within a defined geographic area. These incude the work by King s Coege, London on humanitarian patforms, 2 the work of the CSR Initiative at Harvard Kennedy Schoo 3 on business ecosystems, the studies by FSG of coective impact, 4 and The Partnering Initiative s (TPI) experience in estabishing and anaysing Business Partners for Deveopment Faciities. 5 The terminoogy used to describe these innovative arrangements sti varies from study to study and, indeed, from one project to another. Nevertheess, there is a growing consensus around the unique character and benefits of muti-stakehoder patforms estabished in imited geographic regions with the resource and commitment to catayse and support new partnerships for deveopment. These are distinct from many existing partnership and patform activities in their membership, structure, scope, ocation and outputs. repicating ocay-focused patforms for partnership. Indeed, the most recent FSG work on backbone structure for coective impact 6 emphasises the roe of major goba partnerships such as GAIN and RBM in defining a high eve framework for action towards a common agenda and defining shared metrics whie the oca backbone organizations coordinate impementing partners on the ground in specific ocations. 7 The country-eve patforms for partnership that are the subject of this report are defined as: An ongoing mechanism to systematicay drive the creation of bi-atera or muti-stakehoder partnerships for deveopment. Patforms undertake activities to convene and aign government, business, NGOs, donors and other deveopment actors around a particuar issue or geography, faciitate innovative coaborative approaches and directy broker and support new partnership action. The focus of this report is precisey those in-country patforms which have been estabished to broker and support new and/ or innovative partnerships for deveopment. This distinguishes our primary interest from the broader category of patform which might incude muti-stakehoder patforms at goba eve estabished primariy for knowedge exchange, advocacy or investment. Nevertheess, some of those goba patforms may have a critica roe to pay in initiating, nurturing or 2. Ogesby & Burke (2012) 3. Jenkins (2012) 4. Kania, J. and Kramer, M. (2011); Turner, S. et a (2012); Patscheke, S. et a. (2014) 5. Most notaby, Creating the Zambia Business Partners for Deveopment Faciity Scoping Report & Recommendations Juy Patscheke, S. et a (2014) 7. Ibid. p.3 PLATFORMS FOR PARTNERSHIP 13

14 PLATFORMS FOR PARTNERSHIP 3 Patforms for partnership in operation There are aready a wide variety of patforms operating across Africa, Asia and Latin America. Athough they have certain key features in common, they wi aso dispay differences in their priorities, their constitutions and their membership profies. What makes them identifiabe as part of a common phenomenon is the overa commitment to bringing together pubic, private, not-for-profit and community actors to create diaogue and partnerships around shared oca deveopment goas. Typicay, a patform for partnership might aim to achieve a combination of two, three or more of the foowing inter-inked objectives: Promote, support and enabe a range of cross-sector partnerships for deveopment at the oca (nationa) eve Increase awareness of the roe of business in deveopment Provide new opportunities for diaogue between business and government Increase the impact of pubic sector and civi society action by everaging the expertise and resources of the private sector Buid capacity for partnering among pubic and private bodies Sustain and scae deveopment activities through effective cross-sector partnership The Partnership Patform Lifecyce The Partnership Patform Lifecyce sets out the main stages and the typica activities at each stage in the deveopment and management of the patform. The ife-cyce mode divides the overa deveopment of the patform into Scoping, Buiding, Impementing and Consoidating phases. In practice there wi not, of course, be such a cear-cut distinction between the stages of deveopment: the growth of a patform is not a direct inear process and wi be subject to review and revision as it deveops. Sources of funding, membership profie, staffing and many other eements wi need to be revisited as the externa environment changes and the patform encounters new chaenges. Growing a muti-stakehoder patform is aways an iterative process where earning from experience must continuay inform the improvement of practice. FIGURE 2: THE PLATFORM LIFE-CYCLE SHOWING TYPICAL ACTIVITIES AT EACH STAGE Context and needs anaysis Map existing initiatives Identify key interested parties Indentify potentia resources Raise awareness SCOPING BUILDING Engage stakehoders and buid commitment Deveop vision and objectives Identify host institution Create governance and management structure Secure resources Consoidate core staff skis Capture and impement earning Deveop ong-term business mode Sustain stakehoder commitment Move to oca ownership and resourcing CONSOLIDATING IMPLEMENTING Estabish communication and operation structures Buid capacity of impementers Identify priority projects Put in pace M&E processes Promote and raise visibiity Note: Depending on context, certain activities may take pace across mutipe phases of the ifecyce 14 PLATFORMS FOR PARTNERSHIP

15 PLATFORMS FOR PARTNERSHIP IN OPERATION Nevertheess, the use of a mode enabes us to focus on those issues of primary importance at the stage when they are most ikey to be encountered. Figure 2 is a visua representation of the patform ife-cyce with typica activities that wi be carried out at each stage of the cyce. The yeow arrows indicate the typica chronoogica sequence of deveopment. The bue arrows highight the iterative nature of the cyce whereby earning wi feed back into the deveopment and growth process. Inherent tensions In terms of this evoutionary cyce of a patform, an important finding from the research was the prevaence of interna tensions within patforms, which coud represent significant chaenges to their successfu deveopment. Drawing on the insights from our nine case studies of current patforms, it was cear that, even where there was we-panned progress towards creating and sustaining a new patform, inherent contradictions coud emerge between the activities and the intended goas. Thus, despite a patform s key stakehoders being cognisant of good practice and doing their best to impement it, interna tensions can be created which need to be acknowedged and panned for. The simpest exampe of such inherent contradictions appears in the tension between the principe of incusivity and that of administrative efficiency. There is virtuay unanimous agreement, both in the iterature and among our case study respondents, that in-country patforms for partnership need a arge group of stakehoders representing a fu range of reevant sectors and institutions, from centra government to oca enterprises. Consequenty, many of the patforms incuded in this study had arge numbers of forma participants, often totaing forty or more organisations. Athough such incusivity contributes to effective consutation, credibiity and aignment of goas, it aso generates chaenges of managing communication, funding the high transaction costs of co-ordinating the network, and creating mechanisms to reconcie the diversity of opinions and approaches offered by the stakehoders. It aso makes more difficut the task of creating a new and shared cuture of partnership to bind the stakehoders together over the ong hau of deveoping, maturing and sustaining the patform. There are simiar tensions evident in other aspects of the practice observed in ongoing patforms. For exampe, the need for high-profie champions in the eary stages of deveopment can compete with the need to estabish a core administrative team for the patform as it moves into the more setted phase of impementation. At this atter point there is a greater need for institutionaisation of good practice and the creation of a centra administrative structure that is adequatey resourced and trusted to deiver the faciities required for successfu cataysis of new partnership projects. Over-reiance on highprofie individuas, or on eadership intervention, begins to constitute an obstace to progress or an undermining of the roe of the core patform institution. Simiary, the absoute necessity of engaging state actors in the patform carries with it the risk that conventiona modaities of panning and funding wi be imposed and that there wi be ess opportunity to create innovative partnerships. Conversey, an over-emphasis on the staff and processes coordinating the patform can ead to them strugging to get interna commitment and this can inhibit the organisations abiity to scae-up activities Athough such inherent tensions in the partnership-buiding process cannot be entirey eiminated, an awareness of the chaenges they create wi make patform stakehoders better prepared to manage the deveopmenta ife-cyce of the patform. This is of particuar importance to funders, to the initiators of the patform and to goba networks that might be supporting the new initiative. Preparation for the ikey chaenges to patform success needs to be an integra part of eary-stage panning and, in particuar, of the aocation of resources to the support and faciitation of the patform. Figure 3 beow uses forcefied anaysis 8 to present a number of chaenges rooted in the tension between good practice and the costs, commitment or contradictions it might create. The tabe aso incudes a coumn of practica recommendations for improving panning and preparation for such chaenges. In Section 5, we present in greater detai our concusions on the critica activities required to buid a successfu patform for partnership and how those activities might enabe patform stakehoders to avoid or to overcome the most serious chaenges at each stage of the patform ife-cyce. 8. Lewin, K. (1943) PLATFORMS FOR PARTNERSHIP 15

16 PLATFORMS FOR PARTNERSHIP IN OPERATION FIGURE 3: FORCE FIELD ANALYSIS OF INHERENT TENSIONS IN BUILDING PLATFORMS DRIVING FORCES RESTRAINING FORCES POSSIBLE RESOLUTION Incusivity vaue of incuding wide range of stakehoders Diversity of competing perspectives harder to achieve consensus higher transaction costs Whie being open and incusive, carefu seection of partners based on their commitment to action, rather than compete representation Cear statement of the patform s mission and vision Strong mechanisms for managing communication and decision-making Champions vaue of high profie backing and eadership to give credibiity and visibiity Dependence on imited number of individuas harder to move from initia phase to more setted institutiona management Medium to ong-term pan, from start-up, for moving from initiating to consoidating. Adequate core funding in pace to recruit high caibre individuas to take on management roes Credibiity reputation and acknowedged expertise increases support and egitimacy Lack of track record new organisations find it hard to produce evidence of impact especiay given ong ead times Strong promotion of expertise within stakehoder group Support from goba initiative or other aied patforms in different countries/areas Focus on a sma number of quick wins projects that can be impemented more rapidy and estabish credibiity Strong vision and shared commitment to vaues of the patform Expectations may be too high and this may ead to disenchantment or withdrawa of support if setup and deveopment take too ong Manage expectations carify ikey ife-cyce and timings Ensure strong commitment from stakehoders, embodied in MoU and/or resource commitment beyond the start-up period Estabish core funding for 2-4 years rather than 1-2 Government backing regarded as essentia in a cases and integra to ensuring that the patform has egitimacy and can aign its output with officia targets Red tape government decision-making can be sow and bureaucratic (especiay to the private sector) Government to aocate sufficient resources, and personne with experience of cross-sector or private sector work, to supporting the patform and personne with experience of cross-sector or private sector work Estabish strong diaogue across patform to expain process and enabe transparency Private sector engagement brings market knowedge, resources and technica expertise Base of the Pyramid operations are often pre-competitive and do not offer immediate returns on investment, making it hard for companies to justify ongterm engagement, and creating pressure on timescaes Government and muti-ateras to share risk with companies Expicit matching of funding and resources to move away from a cuture of phianthropy or entitement State agencies to create enabing frameworks for better market operation Goba support arger networks offer fund-raising, technica input and earning from previous patform projects Strong goba eadership risks undermining oca stakehoders and setting up a North-South or donor-recipient divide Estabish robust oca networks with credibe reputation and eadership Create a strong oca presence and high visibiity Pan for a transition of responsibiity and resourcing to oca actors Make the degree of indigenous resourcing and decision-making one measure of success 16 PLATFORMS FOR PARTNERSHIP

17 4 The research case studies and their activities PLATFORMS FOR PARTNERSHIP Foowing an extensive review of the avaiabe iterature, the research team seected nine current patforms, a of which conformed to our definition of a country-eve patform for partnership, and undertook a short case study of each. As the brief descriptions beow demonstrate, patforms have been created to address a range of different economic, socia and environmenta probems in deveoping and transitiona economies A number of these in-country patforms have their origins in major goba partnerships and represent an extension of the principes of cross-sector co-operation into a oca context. Other patforms have emerged from independent initiatives by private companies or civi society bodies seeking to estabish nationa or regiona initiatives which might have substantia impact in a we-defined sphere of activity. A require the active endorsement and co-operation of governments and pubic agencies and a acknowedge that business invovement must go beyond phianthropy and incorporate core commercia interests. 1. Amsterdam Initiative on Manutrition (AIM) AIM is a cross-sector group brought together to expore partnerships in The purpose of AIM is to provide a patform to deveop innovative and sustainabe soutions to manutrition through coaboration between NGOs, academia, Dutch businesses and government, with organisations in economicay deveoping countries. AIM brings goba partners together to deveop inks and impement partnerships with in-country partners (e.g. agribusiness, heathcare, civi society) on seven work streams: rura retai hubs; mik fortification; food fortification; vegetabe suppy; nutrition for empoyees; water and heath kiosks; and farm produce quaity assessment. The patform offers coective anaysis of business and deveopment chaenges, information sharing, faciitated diaogue and earning, on-going partnership support and access to finance. This is primariy carried through group cas on a monthy basis with bi-annua face-to-face meetings. 2. ALIARSE ALIARSE is a Costa Rican foundation estabished in The aim of the ALIARSE is to promote and support private-pubic partnerships that contribute to sustainabe deveopment and to equity, through socia responsibiity. ALIARSE acts as a catayser for Pubic-Private Partnerships (PPP) for sustainabe deveopment. This invoves deveoping the capacity for working in partnership focusing on heath, education and the environment. ALIARSE provides secretariat services and brokers PPPs, carrying out research, providing training and staff exchanges. It focuses on managing the patform, acting as the initiator, coordinator, broker and catayser. 3. Business Partners for Deveopment Faciity (BPDF) Hubs in Zambia and Coombia The BPDF, a programme of Sida, the Dutch Ministry for Foreign Affairs, DFID and The Partnering Initiative, supports the creation of partnership Hubs in-country, incuding in Zambia and Coombia. The Hubs hep to drive the engagement of business in deveopment by systematicay promoting and supporting the deveopment of win-win partnerships between companies, internationa agencies, government and NGOs to tacke business sustainabiity or deveopment chaenges. In Coombia, the Hub hosted by Andi, the nationa association of business, and supports a range of coaborations mainy invoving its members. In Zambia, AMSCO, an independent host iwth a number of dedicated brokers, supports the creation of partnerships in a number of areas incuding job creation and agricuture. 4. Musika Musika is a Zambian non-profit organisation estabished in The aim of Musika is to improve the iveihoods of sma-hoder farmers across Zambia. They aim to achieve this through supporting the deveopment of the agricutura private sector via technica services and subsidies to change the practices of existing agricuture companies who want to work with sma-hoder farmers. Thus, they support the creation of private-private partnerships. Musika provides three broad services: i) technica assistance to private sector organisations; ii) access to resources to catayse change in private sector practices; and iii) brokering between the private sector and communities. 5. Partners Forum for Action on Chronic Non- Communicabe Diseases The Partners Forum is a Trinidad and Tobago group estabished in 2011 for an initia period of 2 years. The aim of the Forum is to act as both a catayst and a mechanism for muti-sector action to promote heath and reduce chronic non-communicabe diseases (NCDs) in Trinidad and Tobago. The partners buid and deveop a cross-sector approach to reducing non-communicabe diseases. This invoves estabishing joint panning and coordinated impementation across pubic and private sectors, identifying and sharing PLATFORMS FOR PARTNERSHIP 17

18 THE RESEARCH CASE STUDIES AND THEIR ACTIVITIES best practice, and mobiising resources (poitica wi, finance, community invovement etc.) to support joint actions. They aso are buiding a repository of evidence on reducing non-communicabe diseases and are deveoping standards/ poicies for government and industry. 6.The Niger Deta Partnership Initiative (NDPI) The Niger Deta Partnership Initiative is a partnership estabished in 2010 by Chevron Corporation through the creation of a strategic foundation in the USA (NDPI Foundation) and an impementation foundation in Nigeria (PIND Foundation). The aim of NDPI is to estabish innovative muti-stakehoder partnerships that empower communities to achieve a peacefu and enabing environment for equitabe economic growth in the Niger Deta. NDPI provides access to finance, diaogue between pubic and private sectors and civi society, and acts as an information hub. It focuses on four key programme areas: Economic Deveopment, Capacity Buiding, Peace Buiding, and Anaysis and Advocacy. In particuar, PIND supports partnership activity through its two Economic Deveopment Centers (EDC). The EDCs act as resource and coordination hubs for deveopment programs and partners in the Niger Deta. They provide a broad range of support for PIND s programs and other deveopment partners (incuding USAID, DFID, U.S. African Deveopment Foundation [USADF] and Chevron Nigeria Ltd). 7. Project Laser Beam (PLB) Project Laser Beam is a goba and oca pubic-private partnership aunched in The aim of Project Laser Beam is to reach 500,000 manourished chidren and create a scaeabe, repicabe and sustainabe mode to significanty reduce chid under-nutrition. PLB pans and impements pubic-private partnerships in Bangadesh and Indonesia on four nutritionreated themes (food, water, heath and hygiene, women and empoyment). This covers a variety of programmes e.g. providing high nutrient schoo food, home gardening, handwashing, supporting women to continue education. Research and panning of interventions is carried out at the goba eve, with coordination of activities carried out by a ead goba partner in-country. Interventions buid on existing nutritiona soutions drawing partners together to provide a hoistic response to chid under-nutrition in-country. 8. The Southern Agricuture Growth Corridor of Tanzania (SAGCOT) SAGCOT is a Tanzanian pubic-private patform initiated in The aim of SAGCOT is to coordinate government, donor and corporate investments and interventions in agribusiness vaue-chains and supporting infrastructure. The purpose is to remove bottenecks and improve the overa agricuture system to kick-start environmentay sustainabe and sociay beneficia commercia agricutura deveopment in the Southern Agricutura Corridor of Tanzania. SAGCOT is a ong-term patform with targets for SAGOT provides a dedicated secretariat and forum to faciitate diaogue and catayse new pubic and private sector investments in the corridor. 9. The Nationa Patform for Responsibe Production and Trade of Pineappes UNDP Pineappe patform was estabished in 2010 in Costa Rica. The aim of the patform is to estabish a muti-stakehoder and inter-institutiona diaogue, with the aim of creating a joint action pan that provides tangibe soutions to reduce the negative environmenta and socia impacts of pineappe production in Costa Rica. The patform provides a space where stakehoders come together to share knowedge and create new partnerships around the pineappe production process. In the patform, participants have focused on deveoping a nationa strategy for sustainabe commodity production and trade, creating working groups to anayse and discuss soutions, documenting case studies, creating capacity buiding programs for pubic and private sector organizations and proposing poicy reform recommendations. 18 PLATFORMS FOR PARTNERSHIP

19 5 Buiding a successfu patform for partnership PLATFORMS FOR PARTNERSHIP Our research has identified nine critica eements that constitute the buiding bocks for any patform for partnership (see figure 4). An understanding of these eements and proper attention to their achievement wi maximise the ikeihood of a patform meeting its interna and externa goas, estabishing a sustainabe institution and deivering deveopment impact through cross-sector partnerships. FIGURE 4: BUILDING BLOCKS FOR HIGH-PERFORMING PLATFORMS 1 BUSINESS MODEL 2 3 GOVERNANCE OPERATIONAL STRUCTURE COMMUNICATION STRATEGY VALUE ADDED SERVICES CORE COMPETENCIES MEMBERSHIP ENGAGEMENT MONITORING AND EVALUATION PARTNERSHIP CULTURE PLATFORMS FOR PARTNERSHIP 19

20 BUILDING BLOCK 1: Sustainabe Business Mode Every patform needs a strategy to achieve its purpose. Centra to this strategy is the issue of how the patform is going to access and generate sufficient funding both to support its core operation and to enabe it to broker and support innovative new partnerships. Patforms are themseves compex forms of co-operation which invove significant transaction costs. There is itte vaue in aocating substantia resources to estabishing patforms in an environment that is inappropriate. Thorough preparatory research is needed into the 1suitabiity of any oca environment for investment in a new patform. Patform practitioners have highighted the need to undertake an initia review of the suitabiity of the environment for partnership activity, anaysing the oca infrastructure, the avaiabiity of resources and the maturity of markets for goods and services. An effective business mode for a patform has to be fitfor-purpose: it must demonstrate that any proposed funding streams are reaistic and sustainabe within this oca context. Expert input can be of vaue to do cost modeing, create budgets and buid financia projections. There is no singe mode for funding the creation of patforms but there is a recognised need for secure funding to be in pace in order to underwrite activities for a specified time-period at the outset of the patform initiative. This might be provided by donor governments, by internationa agencies or by a combination of private and pubic sources. The initia time period needs to be sufficienty ong for the patform to achieve success and demonstrate its vaue to its cients and partners. Donors aso need to consider whether the patform itsef wi provide funding for the partnerships it heps to create and support: a cear distinction has to be made between centra funding provided to finance the patform administration itsef and any subsequent cataytic fund estabished to support oca partnerships. Most patforms have been estabished as faciitators of diaogue and partnerships rather than as funding mechanisms so it is important that the overa strategic mode ceary demonstrates how the patform wi access funding to support its core administrative and management functions whie creating a sustainabe financia reationship with those institutions and projects that it heps to broker, estabish or support with guidance, training, or other services. This raises the possibiity of a number of different ong-term funding modes depending on where and for whom vaue is being created. Such modes may incude donor funding, membership charges, fees for services, in-kind contributions and socia investment. Any charging for membership or services wi need a cear pricing structure and a persuasive statement of the vaue proposition offered by the patform to potentia donors, members or cients. Patform stakehoders wi aso need to buid in a degree of fexibiity so that the financia mode can be changed over time as priorities change from start-up to capacitybuiding and to impementation. As the patform deveops, consideration needs to be given to the chaenge of moving towards greater oca ownership. Research shows that estabishing a strong sense of oca responsibiity and ownership for the operations of the patform (and its associated partnerships) increases the ikeihood of ong-term sustainabiity. Any partnership projects need to be cosey aigned with the needs of oca actors, with oca communities and organisations taking a eading roe in such initiatives. Too great a dependence on externa top-down funding can endanger the credibiity and viabiity of the patform at nationa and oca eve. 20 PLATFORMS FOR PARTNERSHIP

21 CASE STUDY : AIM CASE STUDY AIM AIM has progressed to the eary impementation stage of a patform, deveoping its funding mode as it has grown. As a topic, funding raised a number of questions that were not simpe for participants to address and an eement of priming participants was required. Whist initia in-kind funding from organisations brought participants together, they then took steps to deveop an overa strategy and fu proposa for the patform s sustainabiity with seed money from the Dutch government. This proposa ed AIM to gain further financia support from the Dutch government, aowing them to move towards eary impementation of partnerships. Athough this generated finances, the overa funding process aso provoked debate: issues were raised regarding who received what funding for their partnerships, and what infuence the private sector woud have in deciding deveopment expenditure. CHALLENGE How do we mobiise resources in a sustainabe way? As the patform-buiding process deveops, participants need to address the issue of how its activities wi be sustainabe in the onger term: raising start-up funding may be a ot easier than creating medium and ong-term revenue streams. The patform aso has to estabish its own identity and credibiity independent of the institutions that originay created it. Constituent eements within this chaenge incude: 1 How to retain stakehoder commitment after the initia honeymoon phase; 2 How to cope with periods of transition and change as the patform deveops; 3 How to estabish the patform s credibiity; 4 How to secure access to ong-term resources. Practica steps to be taken to meet this chaenge wi incude: Consider estabishing a membership mode which requires members to demonstrate ong-term commitment through cash or in-kind contributions Encourage high-eve champions who can endorse the patform and act as ambassadors and confict resovers; Research externa trends so that the patform can offer reevant, income-generating services; Buid capacity through seecting skied staff and through sharing earning with regiona and goba bodies; Buid membership trust through good communication and attention to members needs; Maintain neutraity by estabishing cear terms of reference and demonstrating the patform s independence from any specific sector or institution; Respond immediatey to chaenges and demonstrate quick wins and added vaue. PLATFORMS FOR PARTNERSHIP 21

22 BUILDING BLOCK 2: Governance 2 The actions of those managing the patform, aocating resources or seecting partnerships to support must be accountabe to a stakehoders within a cear system of rues. This is not ony a basic requirement to demonstrate transparency but a practica means of monitoring actions and outcomes. An absence of good governance systems wi undermine trust between participants and may increase the (aready high) transaction costs invoved in a muti-stakehoder patform. At the same time, it is important not to rush into too-rigid governance structures in the eary deveopment stages whie the patform is engaging its core group of partners and co-deveoping its activities and approaches. It is aso essentia that governance structures can adapt and change as the patform itsef adapts and iterates its approach as it begins to impement in earnest. In order to support good governance, the patform shoud espouse and embody cear vaues, around which participants can mobiise. Vaues are not ony a key eement of the overa vision but a critica contributor to buiding a demonstraby coaborative cuture in the patform. The vaues most frequenty cited in our research were neutraity (the patform is neither poitica nor partia); equity (a members have equa status regardess of size or resources); and transparency (the work of the patform is undertaken in an open and accountabe way). To enabe good governance to be estabished, key vaues and principes must be agreed and communicated to a participants. If vaues and principes are uncear, it wi be hard to achieve consensus on issues of accountabiity and harder sti to estabish trust. At a practica eve, there is a need to embody good governance in an appropriate committee structure underpinned by standard operating procedures (SOPs). A number of our case study patforms had to dedicate considerabe time and resource to ensure that both the principes and the practice of good governance were in pace. Good governance means setting out the duties and responsibiities of a those invoved in the patform. It means operating with universay accepted rues, principes and procedures that offer confidentiaity where appropriate but transparency in the critica areas such as decision-making and funding. Power must be seen to be shared in a fair and equitabe way to address possibe imbaances; communication channes must be accessibe to a. 22 PLATFORMS FOR PARTNERSHIP

23 CASE STUDY MUSIKA The experience of Musika in Zambia highights that estabishing a governance structure was key to successfuy attracting funding and to communicating their partnership s approach to cients. Musika was set up as a not-for profit organisation and needed to estabish its credibiity with potentia partners through defining its governance. This invoved outining the reationships between the different actors to estabish the ownership structure of the organization (shared between six existing agricuture-reated institutions) and to set out a structure for staff and senior management to show credibiity and auditabiity for funding requirements of DfID and SIDA. This structure aso heped Musika expain to cients its services, accountabiity, support and faciitation of partnerships, and how partners coud benefit from working with Musika. CHALLENGE How do we formaise commitment and find out who reay means business? As the patform structure and goas begin to come together and governance is put in pace, it is essentia to understand which stakehoders can, and wi, show ong-term commitment to the initiative. Constituent eements within this chaenge incude: 1 Ambiguity over whether stakehoders contribute towards the objective; 2 Peope say they are committed but when it comes to investing resources they are absent; 3 Commitment at mid-management eve is not taken up by or communicated to senior eves; 4 Poor commitment by one actor: you can have high commitment from an organisation but the person at the tabe doesn t fufi it. Practica steps to be taken to meet this chaenge wi incude: Address non-commitment quicky; Start with sma group of committed members who can demonstrate they can achieve targets; Formaise commitment as soon as possibe through: Defining cear objectives and expected resuts Defining cear added vaue of partnership and payback Working together in a participatory way Gaining commitment of resources when action pan is defined; Check each organisation has the abiity to partner. PLATFORMS FOR PARTNERSHIP 23

24 BUILDING BLOCK 3: Operationa management structure 3 Creating a strategy for the patform and ensuring cear vaues and good governance wi provide a sound basis for deveopment. Buiding an effective patform institution requires the design of an appropriate and effective management structure to impement the patform s tasks and produce its stated outputs. A patform participants need to understand the structuring of the patform, the respective roes of actors and the systems that are in pace to achieve reaistic outcomes. The operationa structure shoud be in pace at an eary stage to ensure that participation is purposefu and productive. Centra to an effective structure is the recruitment and funding of a professiona centra administrative team. Estabishing a centra secretariat to operate the patform on behaf of stakehoders is a key eement in moving from the initia scoping phase into actua impementation of the partnership cataysis process. The reationship between the secretariat and the board or committee representing the main stakehoders shoud be appropriate, transparent and embodied within a framework of operationa guideines. The secretariat must have access to the financia, human and technica resources required to carry out its remit. Research has highighted that patforms have been weakened when secretariats were underfunded and thus unabe to adequatey carry through decisions taken at a strategic eve. In creating an effective and appropriate operationa management structure the patform stakehoders have to identify and recruit high-caibre staff, secure adequate funding to maintain the core team, and ceary define the reationship between the executive staff, the eadership and the governance system. From the outset, the core management team wi need to be abe to communicate a shared vision of the patform s objectives and deveop an action pan with timeines, budgets and reaistic outputs. As the patform deveops its activities so the core management team wi have an increasing roe in interacting with those in the partnerships it supports. Thus the secretariat wi perform not ony a centra administrative function but aso an active roe in intermediation faciitating information fows among the payers invoved, giving them the confidence to act when their success depends on what others are doing. In the medium to ong-term the patform must estabish operationa systems that permit it to survive beyond the initia honeymoon phase and the first round of resourcing: the patform must achieve sufficient permanence so that what began as innovation becomes business as usua. 24 PLATFORMS FOR PARTNERSHIP

25 CASE STUDY THE PARTNERS FOR ACTION ON CHRONIC NON-COMMUNICABLE DISEASES The Partners for Action on Chronic Non-Communicabe Diseases estabished a secretariat within the Ministry of Heath Education and issued terms of reference for participants to understand forum activities and what was required from them. As the Forum deveoped they aso created a work pan to impement the terms of reference supported by three working committees. This aowed participants to join a group reevant to their own interests, to focus effort on three priority areas, and to hep keep individuas aigned to the overa aims of the forum. This created an initia focus for the Forum during its two year mandate to hep it identify and work towards achievabe outcomes. CHALLENGE How shoud we structure the patform for success? As the patform starts to identify its objectives, vision and strategy there is a need to systematicay structure and organise how the participants wi work together. This invoves identifying what is shared, what is avaiabe, and what can be done. Constituent eements within this chaenge incude: 1 Buiding a shared vision and defining common objectives that can be operationaized in guideines, ega frameworks, working practices; 2 Deveoping human resources, networks of support, capacity buiding for participants; 3 Obtaining resources (financia, human, technica assistance); 4 Creating toos, management systems and procedures. Practica steps to be taken to meet this chaenge wi incude: Buid a shared mission and vision of patform s objective; Define patform eader, governance body (equa participation, rues), and team members; Create a budget with defined purposes and team roes (desired and rea); Identify potentia members; Deveop an action pan based (what do we want to do, with whom, and how). PLATFORMS FOR PARTNERSHIP 25

26 BUILDING BLOCK 4: Communication strategy 4 Good communication is vita to the success of a co-operation. It may be especiay critica in patforms where the arge number and diversity of stakehoders makes communication potentiay compicated or cumbersome. Good communication means communicating in an open but focused way and using channes of communication accessibe and famiiar to participants. The identification of appropriate methods of communication is a vita factor in effective coaboration when participants are drawn from different organisationa or professiona cutures. Effective communication is not ony about interna information-sharing and trustbuiding: it can aso invove promotion of the patform s vision and purpose to the wider audience of interested parties and potentia partners. Creating and maintaining open communication can empower stakehoders to participate, overcoming barriers of cutura difference and mutua distrust. It is not, however, a trivia undertaking: substantia time and effort needs to be invested to ensure effective exchange of information and ideas. Such a process has the added risk of raising expectations which if not met may create disiusionment with the patform mission. Deveoping a strategy for effective communication wi better enabe patform members to share their earning across sectors represented within the patform. The vaue of joint and reciproca earning in the buiding of a partnership cuture is being increasingy recognised: working with other sectors offers the chance not just to acquire new knowedge but to benefit from exposure to different perspectives on common probems and to share new skis in anaysis and decisionmaking. Coaborating with cuturay distinct organisations shoud aways be viewed as an opportunity for earning, and acknowedging the vaue of that opportunity can be an eement in a patforms communication strategy. Successfu communication strategies emerging from our research incude the seection of the most effective shared communication channes for a parties; ensuring that communication is reguar and consistent; practising openness and honesty in a communication. Positive resuts can be obtained through the core team activey faciitating feedback and sharing earning across the membership and/or stakehoders. At the beginning of the Nationa Patform for Responsibe Production and Trade of Pineappes, coordination and communication were key to convening participants and creating a diaogue between pineappe producers and exporters. Unfortunatey, a reduction in initia funding ed to cuts to communication staff and ess carity in the patform s purpose both internay and externay. This ed to participants recognising that it was important to estabish a communication strategy to inform a stakehoders about the scope, progress and resuts of the process to consoidate and increase the patform s credibiity. As the patform now moves towards impementing their action pan they have estabished funding from the Sustainabe Trade Initiative of the Netherands (IDH) to deveop a patform communication strategy. CASE STUDY NATIONAL PLATFORM FOR RESPONSIBLE PRODUCTION AND TRADE OF PINEAPPLES 26 PLATFORMS FOR PARTNERSHIP

27 BUILDING BLOCK 5: Vaue-added services 5 Patforms for partnership act as a catayst for innovative partnerships between its members, its externa stakehoders and other oca parties. Patforms primariy through their core management team have to offer we-defined and reevant services that are strongy aigned with the needs both of nationa deveopment pans and commercia business growth and which provide sufficient vaue to engage members and attract funding. Those services have to be communicated and deivered by a team with access to appropriate human, technica and information resources. Three typica core vaue-add services are: innovation spaces for engaging stakehoders and identifying partnerships; partnership faciitation and support; and risk management. Innovation spaces or other forms of faciitated cross-sectora diaogue, have the potentia to buid understanding of the overapping interests of organisations from different sectors to begin to aign those interests, and to be creative in identifying the potentia for win-win partnerships. Approaches such as innovation abs, when run propery and with the right peope in the room, have the potentia to bring peope out of their usua ways of thinking, drive creativity, buid connections and socia capita, as we as buiding understanding of how diverse resources can create innovative, win-win soutions, and deveop momentum towards nascent partnership ideas. A successfu partnership patform shoud have the capacity to nurture the deveopment of new partnerships, repicate those that have been successfu, and scae up existing partnerships that have the potentia to grow. For a but the simpest of partnerships, given the diversity of partners interests, cutures, systems and expectations, a highy robust approach to brokering is essentia. Brokering a partnership entais engaging organisations; buiding trust and mutua understanding; finding areas of common interest; deveoping a shared vision; identifying competencies and resources, and buiding Equity. It aso requires agreeing or identifying objectives that create vaue for a, a workpan, funding sources, roes and responsibiities, governance and operationa structures, and reviewing arrangements. The brokering roe is a highy speciaized one, requiring significant experience and skis to do it we. This is therefore an area where there is very significant potentia for the patform to offer genuine vaue to its members. Institutions and actors differ in their wiingness to expose themseves to risk or uncertainty and this is a particuar probem when institutions from different sectors with very different risk cutures are brought together in new partnerships. A patform s operating mode might incude resources to create initia vehices for higher-risk activity to be undertaken securey, offering mechanisms to support or underwrite eary-stage projects in order to permit members to take a degree of risk in aunching innovative partnerships. Managing risk is another way in which a patform can foster innovation, encouraging business to move into new areas. Our case study respondents highighted the vaue of carrying out a professiona market assessment and needs anaysis to identify oca needs; aso of identifying potentia partners to engage with in offering services and managing risk. It was important that any services and outputs were aigned with shared deveopment goas and responded to perceived gaps in oca skis and knowedge. PLATFORMS FOR PARTNERSHIP 27

28 CASE STUDY SAGCOT SAGCOT was estabished with the purpose of providing services to support the reviva of agricuture in the southern corridor of Tanzania. Coordination of agribusiness investments aong with bridging finance from a cataytic trust fund were identified to aign to nationa and internationa deveopment goas in food security, green growth and economic deveopment. SAGCOT is seen as a way of impementing the Kiimo Kwanza (Agricuture First) initiative from the Tanzanian government and to deveop Tanzania as a southcentra granary region. Through its services it aims to benefit domestic food suppies, export earnings, smahoder farmers, and oca communities. Internay, SAGCOT has estabished an independent secretariat to provide technica and human resources as part of its services. CHALLENGE How do we demonstrate the patform s added vaue? At the outset of the patformbuiding process those driving the initiative need to engage key stakehoders from many different organisations. The initiative has to attract support, resources and commitment despite being a new, and perhaps unfamiiar, stye of coaboration. There is a basic need to demonstrate that participation in the patform wi deiver vaue for participants, over and above what they might be deriving from existing activities. A number of separate eements to this chaenge can be identified: 1 How to articuate the added vaue of the patform and, in particuar, how to distinguish it from ongoing initiatives or partnerships; 2 How to engage the private sector effectivey, using existing modes such as phianthropy, market deveopment, base of the pyramid; 3 How to avoid the patform being dominated by one sector or institution; 4 How to communicate both the patform process (how to engage) and the patform outcomes (what wi be done). Seven practica steps can be taken to address these issues and meet the chaenge effectivey: Find ow-hanging fruit and design the patform s outcomes so that participants wi see eary evidence of added vaue; Seect a cear focus for the patform s work that can be easiy understood and has reevance to a sectors; Demonstrate an awareness of the anguages and perspectives of a participating sectors and create a patform that refects this diversity; Engage the private sector through both phianthropy and core business modes e.g. raising seed funding through initia phianthropy but everaging the commitment to buid a core business mode; Be responsive to stakehoders concerns and objectives; Create shared responsibiity (e.g. shared or aternative chairing of meetings) and give an equa voice to different institutiona representatives; Promote the patform effectivey to generate visibiity and impact. 28 PLATFORMS FOR PARTNERSHIP

29 BUILDING BLOCK 6: Core Competencies 6 One of the primary functions of the muti-stakehoder patform is to create, catayse and provide services to new deveopment partnerships. Such activities require a high eve of competence in both the theory and practice of cross-sector partnering (see figure 5). Hiring experienced professiona partnership brokers and putting in pace training and deveopment programmes to deveop the necessary knowedge and ski wi be part of the overa process of estabishing a viabe structure, team and procedures for a new patform. Whie partnership expertise within the core team is essentia, there may aso be access to speciaist skis within the wider group of members, through connections to faciities set up to support such patforms (incuding the Business Partners for Deveopment Faciity) or through participation in networks of partnership practitioners. Aternativey it may be necessary to buy in consutancy support services at key times, for exampe when running innovation abs for which the quaity of the faciitation makes a the difference to the quaity of the resut. As we as specific skis in partnership brokering, patform staff wi need to understand the cutura diversity of different sectors their core vaues, modes of operating CASE STUDY ALIARSE One of the main activities in the work and deveopment of ALIARSE is training. This has incuded buiding the skis of empoyees in brokering / negotiating / faciitating, and deveoping and providing specific joint training courses with other organisations. ALIARSE highighted that this was an opportunity to deveop further by creating partnership training courses taiored to cients needs. This recognises that deveoping the awareness of potentia participants on the needs and benefits of partnering was an inherent part of cataysing successfu crosssector partnership outcomes for ALIARSE. Partnering competencies heped create the patform and contribute to its ong-term sustainabiity as the individuas themseves buid and maintain its partnering cuture. PLATFORMS FOR PARTNERSHIP 29

30 MINDSET UNDSERTANDING OF OTHERS HUMAN RELATIONSHIP SKILLS TECHNICAL PARTNERING KNOWLEDGE Humiity to reaise others may have more appropriate knowedge / resources Incination to reach out to work with others Wiingness to give up autonomy of decisionmaking (Measured) risk taking Propensity for innovation Abiity to work for the benefit of the partnership as a whoe Cuture Interests Motivations and drivers Resources and capabiities Capacity imitations Lega imitations AND Understanding of your own! Abiity to ook from others perspectives Networking and connecting Approaching and engaging potentia partners / seing ideas Reationship / trust buiding Interest-based negotiation Faciitation Communication Coaching / mentoring Mediation / confict resoution / troubeshooting Understanding the partnering ifecyce Key principes of partnering Best practice approaches to setup and governance Abiity to assess criticay when and when not to partner Interna dynamics of partnering (the partnering back box : trust, equity and power) Partnership agreements Reviewing partnerships Deveoping exit strategies FIGURE 5: TPI S MUST-HAVE COMPETENCIES FOR EFFECTIVE PARTNERING and reasons for partnering. They wi aso need to be abe to recognise the benefits and the costs of partnering and to understand how to monitor and assess partnership performance, in order to hep keep partnerships on track as we as being abe to recognise and report success. Finay, much vauabe earning can be gained from estabished aiances and partnerships, and the abiity to draw out and disseminate that earning is essentia. In addition to the knowedge and skis required to support partnerships, competencies reating to membership management, financia management, and fundraising wi aso be required. Beyond the core staff, if partnerships are to be successfu, those organisations and individuas engaged in partnerships wi themseves need to buid their skis and competencies for effective partnering. The patforms have a significant roe to pay here. By offering training to the patform members and others, it can increase the eve of partnership understanding and skis among potentia partners. This wi hep both to significanty speed up the process of partnering and aso hep to ensure that the partnerships deveoped wi be of the highest quaity. We have aready stressed the importance of recruiting the core team carefuy and that needs to be done within an overa structure that supports peope deveopment. As the patform grows, attention shoud be paid to identifying gaps in skis and knowedge and providing appropriate training. Wherever possibe, resources shoud be found to incentivise staff to enhance their earning and to buid the skis and knowedge to meet oca needs. 30 PLATFORMS FOR PARTNERSHIP

31 BUILDING BLOCK 7: Membership engagement and management 7 Critica to the success of any patform is the abiity of its members to move from initia goodwi to ong-term coaboration based on trust and shared objectives. This is why the creation or extension of cross-sector diaogue is a core feature of patform activity. Coaboration across sectors is often hampered by ong-standing misconceptions and an absence of mutua respect or trust. It is aso constrained by the different working methods and interna cutures of pubic, private and civi society organisations. Consistent and we-managed diaogue can mitigate many of these probems. Maintaining the commitment of patform members aso means demonstrating cear aignment with both nationa goas for deveopment (heath, education, empoyment etc.) and with business goas for commercia prosperity and sustainabiity. The integration of private sector objectives and expertise into nationa and internationa efforts to meet deveopment targets is an important part of creating an enabing environment for business to operate, estabishing better crosssector diaogue and generating sustainabe partnerships for socia progress and business sustainabiity. Conversey, business ceary articuating its commitment to deveopment goas is an important part of finding an effective roe in a patform, buiding trust with government and civi society and estabishing accountabiity. The focus on nationa and regiona eve patforms aso creates an opportunity for the incusion of smaer, oca businesses. This is critica to the ong-term sustainabiity of the patform s operations as the mission of the patform must utimatey be owned at oca eve. the patform wi motivate participants, raise wider awareness of the initiative and engage stakehoders in contributing resources or promoting the added vaue of the patform to others. Strong eadership aso needs to be evident in the administration and governance of the patform with boards, committees and secretariats headed by competent and motivating eaders. The centraity of nationa government institutions to patform activities was highighted by respondents in our research who regarded management of government reations as a separate goa from the genera management of reations with patform membership. It is important to deveop a high eve of awareness of government structures and poitics and to estabish a network of key government officias, to spread risk by working with officias in more than one department. Sharing information on activities and resuts with pubic sector contacts wi aso enhance government buy-in to the patform s work. The identification of patform champions can be an effective eement in deveoping and retaining engagement from members and other externa stakehoders. In the eary stages of a new patform the project needs engagement at senior eves in member organisations so that it is seen to have endorsement and support beyond the operationa staff. Strong pubic champions of PLATFORMS FOR PARTNERSHIP 31

32 CASE STUDY NDPI In NDPI a number of activities were set up to deveop and maintain membership engagement with 172 partners across different sectors. First, it was important to share knowedge and experience to effectivey partner with business it was not about business providing finance. Particuar effort was aso paced on community engagement through a partnership to give voice to communities across nine states with training for civi society organisations in constructive engagement techniques. Working with government was seen as a particuar chaenge due to the mutitude of agencies with different mandates. Criticay, NDPI deveoped its credibiity with each sector through using data and anaysis to support their decision-making and engagement. This has enabed NDPI to infuence decisions and poicy to promote broader support and commitment towards deveopment goas in the Niger Deta. CHALLENGE How do we maintain the support of our members and stakehoders? As the patform moves into maturity, with strong core staffing and a range of ongoing activities, the chaenge wi be to maintain the support of those essentia members and stakehoders whose resources, knowedge and networks are sti of high vaue to the patform. There can be a natura tendency for individuas and institutions to reduce invovement over time, especiay in the face of competing interests, and to withdraw commitment before the initiative is fuy estabished. Constituent eements within this chaenge incude: 1 How to turn short-term investors into ong-term investors; 2 How to go beyond individua support to secure institutiona support; 3 How to survive changes in personne, eadership and champions; 4 How to respond to evoving interests and needs. Practica steps to be taken to meet this chaenge wi incude: Activey engage with stakehoders and members to research their changing needs and offer opportunities for consutation; Ensure a visibe and consistent advocacy of the patform s achievements; Aocate core staff time to managing member reations and mobiising new resources; Invest in deveoping staff skis in order to offer a greater range of high-vaue services to partnerships; Manage interna costs carefuy through standardisation of activities, sharing of knowedge and resources with partner organisations and utiising state-of-the-art technoogy (where appropriate); Strive to be seen as a eader in the sector both in terms of expertise and poicy deveopment. 32 PLATFORMS FOR PARTNERSHIP

33 BUILDING BLOCK 8: Monitoring and Evauation 8 There has been an amost universa recognition in the past decade of the need for better monitoring and evauation of the many cross-sector partnerships created to support and faciitate deveopment. Research has emphasised the need to move from the initia motivating vision to a process of earning from experience through a systematic monitoring of activities and outcomes. We-integrated review mechanisms wi not ony support earning and decision-making for the patform but wi aso provide important reassurance for nationa and goba stakehoders seeking evidence of vaue and impact. Monitoring and evauation of a patform for partnership shoud aim to focus on three main areas: the patform itsef; the partnerships it brokers or supports; the overa contribution to deveopment goas. Within each of these areas, an evauation exercise might ook at process (how are things working?); outputs (are goas being met according to pan?) or impact (is there evidence of improvement in key socia and economic indicators?). It is important here to distinguish ceary between outputs and impact (or outcomes ): the former reates ony to the forma goas set out in an agreed pan; the atter reates to the bigger issue of the patform s abiity to enhance the desired oca deveopment goas. At the eve of the patform the members need to define the appropriate indicators both for the process and inputs (e.g. number and diversity of members; number of workshops or meetings hed; attendance rate; reguarity of communication) and for the outputs (e.g. funding mobiised; new partnerships brokered; existing partnerships supported). At the eve of the partnerships the core management team simiary needs to monitor the process and inputs (number and nature of partners invoved; evidence of commitment; pans and agreements; active diaogue) and the outputs (projects initiated; contribution to socia and commercia deveopment; potentia for scaing-up). At the eve of overa deveopment impact the patform team firsty needs to ensure that the partnerships themseves have adequate M&E mechanisms. It then needs to ook at the achievements of the partnerships in reation to the known deveopment goas and to the given roe of the patform in heping to achieve those goas. This can be compex but, if possibe, the patform members need to know whether the patform is, in practice, deivering added vaue to the deveopment process. From the outset, the patform team needs to ensure that members and stakehoders set agreed performance indicators for every partnership project and that adequate resources both financia and technica are avaiabe to undertake reguar monitoring and evauation. For the core management this may mean initiay drawing on externa expertise to design and anayse evauation processes so that an understanding of good practice can be estabished as part of the patform team s core competencies. Heping new partnerships to embed good M&E practice within their structure shoud then be seen as part of the vaue offered by the patform, with evidence from evauation exercises being used to create shared earning for a stakehoders and project participants. PLATFORMS FOR PARTNERSHIP 33

34 CASE STUDY PROJECT LASER BEAM An exampe of monitoring and evauation comes from Project Laser Beam. Whie M&E was not estabished at the beginning of the patform, an independent third party (Accenture Deveopment Partnerships) was commissioned eary on by PLB to create an evauation framework tracking investment and contribution to PLB aims. This ed to M&E being managed by one of the core partners (GAIN) who now coect data from in-country partners twice a year covering targets, achievements and impact. In addition, these data provide vauabe information for partners to discuss, identify refections and earning at a goba eve as highighted in their earning review of PLB activities in CHALLENGE How do we show the difference partnerships and the patforms make? As partnerships get under way the patform wi need to capture and record their progress and achievements. This aows participants to understand how they are doing and to share tips internay but aso to communicate back to participating organisations and funders on the difference the patform is making. Constituent eements within this chaenge incude: 1 Identifying patform eve indicators and targets; 2 Identifying indicators of success for partnerships; 3 Linking patform and partnership activities to deveopment goas/ outcomes. Practica steps to be taken to meet this chaenge wi incude: Identify reevant and appropriate deveopment goas; Identify what is success for partners and patform; Define and capture indicators in M&E framework: On process e.g. attendance, diversity, commitment On outcomes (reevance, effectiveness, appropriateness, impact) Review framework; Set aside resources to carry out M&E. 34 PLATFORMS FOR PARTNERSHIP

35 BUILDING BLOCK 9: Partnership cuture 9 Much of what has been presented in the previous eight buiding bocks assumes that those most cosey invoved in the patform can buid an effective cuture of co-operation within and beyond the patform. Accepting the recommendations in each of those sections wi maximise the ikeihood of this happening but there aso needs to be an awareness of the vaue of embedding partnership vaues in the everyday work of the patform. This means understanding the risks and benefits that derive from diversity; buiding trust through openness and shared practica activities; and modeing good practice in the core team s behaviour, which wi inform the partnerships that it heps to create and support. CASE STUDY BPDF Creating a partnering cuture is not straightforward and often surfaces inherent differences between participants. In BPDF in Zambia, securing buy-in to the patform was deiberatey participatory and taiored to the oca context. This invoved creating a diaogue with partners (rather than a one-size-fits a approach) and providing expanatory materias on the process of partnering. Whie this process took significant time due to existing cutura sios between pubic and private sectors, it aowed various partnering vaues to be buit e.g. treating partners as equa, obtaining a trusted faciitator, seecting diverse representation in advisory groups, creating a jointy owned patform. These vaues were highighted as important factors in being abe to successfuy create the patforms. This is just the first step as BPDF prepares to nurture and maintain partnering vaues supporting staff and partners whie it moves into eary impementation. Bringing together actors and institutions from diverse sectors requires a strong motivating vision. A partnerships need a cear set of shared objectives and common goas which wi provide an overa vision for the participants and motivate them to contribute commitment and resources to the partnership. A compex, muti-stakehoder patform requires a strong focus around which diverse sectors can mobiise, acknowedging that they might have different reasons for participation but can sti have common goas. To faciitate the process of mobiisation, the patform s key stakehoders must define the overa mission of the patform and articuate an inspirationa vision of what the patform can achieve. Practica steps taken by actors in our case studies incuded fuy consuting stakehoders and ensuring representativeness on committee or governance structures; embodying the shared vision in written agreements such as a Memorandum of Understanding; and auditing the skis and resources avaiabe from patform members in order to identify compementary strengths. Deivery of the vision has to be supported by strong vaues: everyone associated with the patform shoud espouse and embody cear vaues around which participants can mobiise. Vaues are not ony a key eement of the overa vision but a critica contributor to buiding a demonstraby coaborative cuture in the patform. Trust in partnerships is buit, not given. Partners often need to overcome entrenched prejudices or misconceptions about other sectors before they can coaborate freey and this is best done through shared action and the demonstration of strong vaues. Patform participants frequenty emphasise the need to go the extra mie in order to achieve objectives and to meet the expectations of their partners. Demonstrating commitment, consistency and reiabiity wi a contribute to the creation of trust between diverse coaborators: those driving and managing the patform need to embody these behaviours themseves in order to buid an understanding of partnership cuture among their wider membership group. PLATFORMS FOR PARTNERSHIP 35

36 PLATFORMS FOR PARTNERSHIP 6 Concusion Muti-stakehoder patforms for partnership have been identified as an important mechanism for increasing the engagement of business in deveopment at the country and regiona eve. More than any other coaborative mode, they embody the principes adopted at Busan and enshrined in the UN vision of a post-2015 architecture for deveopment. They offer the potentia for intensive, innovative and sustained coaboration from a sectors on issues that are integra both to nationa deveopment pans and to a fourishing and sustainabe private sector. Internationa donors seeking to support patforms for partnership righty seek vaue-for-money from their investments and evidence of impact from the initiatives they choose to support. The current study forms part of the arger Uneashing the Power of Business project and, as such, provides insights and guidance on patforms for partnership as a vita component within that arger commitment to transform the roe of the private sector in deveopment. There are five main concusions to draw from this study: 1 A 2 Anaysis of the patforms incuded in this study have achieved a degree of success in terms of their stated goas but a have encountered obstaces, often reated to the avaiabiity of funding and the timescae for achieving impementation. Muti-stakehoder patforms are not the easy option: they have great potentia for impact but require ong-term stakehoder commitment, sustained resourcing and consistency of personne; of existing iterature and earier case studies reating to patforms reveas a high degree of consistency around good practice in creating, managing and sustaining patforms for partnership. Cear principes exist and shoud be used to inform the thinking of a stakehoders invoved in the design, deveopment or funding of new patforms; 3 A 4 Despite 5 The set of buiding bock guideines have been proposed arising directy from the experience of current patform participants which shoud be used to shape the practica management, support and resourcing of future patforms; the vaue of generic good practice guideines, attention must aso be paid to the oca poitica, socia and commercia environment. Partnership modes can rarey be directy repicated: they must be taiored to oca needs and to oca strengths so that they respect the context in which they operate; ong-term sustainabiity of patform initiatives cruciay depends on private sector organisations finding an effective roe which enabes them to achieve their egitimate business goas whie working in partnership with government and civi society. This means identifying opportunities where initia risk can be shared and where there are genuine opportunities for commercia as we as deveopmenta benefits: state and civi society actors need to acknowedge the vaue of market-based soutions to deveopment chaenges. 36 PLATFORMS FOR PARTNERSHIP

37 PLATFORMS FOR PARTNERSHIP Annex I: Summary Case Studies 1. AMSTERDAM INITIATIVE ON MALNUTRITION (AIM) AIM is a cross-sector group brought together to expore partnerships in What is the aim of the patform? What does AIM do? Why was AIM estabished? Who is invoved? What has been achieved? The purpose of AIM is to provide a patform to deveop innovative and sustainabe soutions to manutrition through coaboration between NGOs, academia, Dutch businesses and government with organizations in economicay deveoping countries. AIM brings goba partners together to deveop inks and impement partnerships with in-country partners (e.g. agribusiness, heathcare, civi society) on 7 work streams: rura retai hubs, mik fortification, food fortification, vegetabe suppy, nutrition for empoyees, water and heath kiosks (using the Smartife mode), and farm produce quaity assessment. The patform offers coective anaysis of business and deveopment chaenges, information sharing, faciitated diaogue and earning, on-going partnership support and access to finance. This is primariy carried through group cas on a monthy basis with bi-annua face-to-face meetings. AIM was estabished to highight and address the high eves of hidden hunger in deveoping countries. The aim was to bring together the core capabiities of the different sectors and partners to address manutrition, particuary in African countries. The founders of the patform hoped to reach 100 miion manourished peope in six countries. Activities have now expanded to 9 countries. AIM was founded by the Netherands Ministry of Foreign Affairs, ICCO, Uniever, DSM (heath sciences), AkzoNobe, GAIN and Wageningen University. It has expanded to incude a number of internationa private sector organizations and NGOs (e.g. Rijk Zwaan, WSUP etc) and in-country partners. The government of the Netherands is the primary donor to AIM with match funding from corporate partners and acts as a partnership broker through its agencies. A secretariat run by GAIN convenes the founding partners and reports progress to the Dutch Ministry of Foreign Affairs. Core partners participate in the work streams reated to their expertise aong with at east two oca partners. AIM is moving to the eary impementation stage. They have buit upon a etter of intent to identify panned outputs across the 7 work streams and set up sub-groups where interest has deveoped. Further funding has cataysed commitment, with organizations reviewing how they can contribute and bring in oca partners. This has ed AIM to panning and starting to impement 7 practica interventions at a stages of the vaue chain from seed to retai with 30 companies. 2. ALIARSE ALIARSE is a Costa Rican foundation estabished in What is the aim of ALIARSE? What does ALIARSE do? Why was it estabished? Who is invoved? What has been achieved? The aim of the ALIARSE is to promote and support private-pubic partnerships that contribute to sustainabe deveopment and to equity, through socia responsibiity. ALIARSE acts as a catayser for Pubic- Private Partnerships (PPP) for sustainabe deveopment. This invoves deveoping the capacity for working in partnership focusing on heath, education and the environment. ALIARSE provides secretariat services and brokers PPPs, carrying out research, providing training and staff exchanges. It focuses on managing the patform, acting as the initiator, coordinator, broker and catayser. ALIARSE was estabished to increase equity, progress and sustainabiity through new structures that stimuate co-responsibiity in Costa Rica. This responds to changes in the Costa Rican economy due to the financia crisis, questions over the sustainabiity of the current socio-economic mode and poitica fragmentation. ALIARSE was initiay resourced by corporate seed money. It is currenty funded by a combination of pubic and private sector funding and is increasingy project funded. ALIARSE has core and support staff that carry out management and technica direction. This is compemented by a steering committee (pubic and private sector representation) providing strategic direction and a board of directors (private sector and oca and nationa government representation). Projects are used to bring together oca and nationa representative from pubic and private sectors. In the seven years of operation ALIARSE has progressed to a mature impementation stage. It is becoming increasingy independent with estabished management and technica staff in a its thematic areas currenty invoved in partnerships in five key areas. This is based on matching country deveopment needs with business interests, creating cear project pans, using work pans to monitor each partnership and considering the impact of partnerships on deveopment goas. PLATFORMS FOR PARTNERSHIP 37

38 ANNEX I: SUMMARY CASE STUDIES 3. THE BUSINESS PARTNERS FOR DEVELOPMENT FACILITY (BPDF) BPDF is a goba initiative supporting the creation and impementation of patforms or Hubs in-country that can catayse partnership action What is the aim of the patform? What does BPDF do? Why was it estabished? Who is invoved? What has been achieved? The aim of BPDF is to hep countries drive the engagement of business in deveopment by systematicay promoting and supporting the deveopment of win-win partnerships between companies, internationa agencies, government and NGOs to achieve business and deveopment goas. BPDF works at two eves. At the country eve, BPDF scopes the demand and potentia for a partnership Hub, engages key stakehoders and identifies and works with a potentia host to design and seek funding for the Hub. BPDF then supports the deveopment of the Hub incuding supporting the strategic direction, programming and quaity assurance, technica support and buiding the necessary skis and capacity within the Hub host. At the goba eve, BPDF acts as a knowedge and support hub for patforms for partnership: faciitating the exchange of knowedge and experience of partnership patforms, deveoping good practice, for exampe around M&E of Hubs, and creating shared materias from pubic-facing introductory guides to partnerships to technica partnering guides for the patform hosts to use. The roe of business partnerships for deveopment has never been higher up the internationa agenda. As we as pubic-private coaboration being seen as an essentia mechanism to achieve the post-2015 SDGs, a number of internationa initiatives have caed for enhanced pubic-private cooperation for deveopment incuding governments and business signing a Joint Statement at the Busan Forum in 2011 and the creation of the Goba Partnership for Economic Deveopment Cooperation. BPDF at the goba eve was set up to support the essentia infrastructure that is required to scae up the use of pubic-private coaboration. At the nationa eve, the first BPDF Hubs were created in Coombia and Zambia. This has buit on estabished government and donor interest in everaging the private sector contribution towards broad sustainabe deveopment, and on business interest in using its core business and other resources to support the prosperity of the society in which it operates to ensure its own sustainabiity. The BPDF was created by The Partnering Initiative with Sida, the Dutch Ministry of Foreign Affairs and DFID. At the nationa eve, business, government and civi society have a been strongy engaged in deveoping the Hubs and serve on its advisory group. The BIDF is hosted by the Nationa Business Association of Coombia in Coombia, and by the African Management Services Company in Zambia. So far, BPDF has supported the deveopment of Hubs in Coombia and Zambia, with pans to support a further 6-8 Hubs in the next two years. The Hub in Coombia was aunched in January 2014 and is currenty supporting around 30 coaborative initiatives. In Zambia, the Hub has recenty begun impementation with a number of dedicated brokers supporting around entrepreneurship in mining, agricuture, skis deveopment and job creation. 4. MUSIKA Musika is a Zambian non-profit organisation estabished in What is the aim of Musika? What does Musika do? Why was it estabished? Who is invoved? What has been achieved? The aim of Musika is to improve the iveihoods of sma-hoder farmers across Zambia. They aim to achieve this through supporting the deveopment of the agricutura private sector via technica services and subsidies to change the practices of existing agricuture companies who want to work with sma-hoder farmers. Thus, they support the creation of privateprivate partnerships. Musika provides three broad services: 1.Technica assistance to private sector organisations; 2. Access to resources to catayse change in private sector practices; 3. Brokering between the private sector and communities. This is carried out over six types of agricuture activities to promote inks between arger corporate private sector organisations and sma-hoder farmers. This covers agricuture inputs (e.g. seed, fertiiser and agro-chemicas), outputs (e.g. out-grower schemes, assured markets), service markets (e.g. vets, machinery easing), financia markets (e.g. equipment easing credit products), environmentay friendy products (e.g. renewabe energy) and business enabing environment (supporting agricutura industry associations interactions with government). Musika was estabished at the end of a USAID vaue chain programme PROFIT (Production, Finance and Improve Technoogy) in Zambia. Those impementing PROFIT wanted to buid on its prior success and existing reations by focusing on deveoping the agricutura sector through stimuating and supporting private sector investment in sma-hoder farmers. Musika is owned by six Zambian agricuturereated institutions representing agricuture associations, trade unions and research institutes. Musika is supported by the UK government and the Embassy of Sweden and is recognised as a Making Markets work for the Poor (M4P) programme. Internay there is a hierarchica structure with staff accountabe to senior management, the managing director, board of directors then the subscribers/ owners. Externay, Musika is deveoping partnerships with both mutinationa and oca private sector organizations (e.g. BASF, Pioneer, ZAMACE). In the three years of functioning Musika has progressed to an eary/mature impementation stage. The input agricutura sector is the most estabished with other areas of operation at an eary impementation stage. This has ed to reaching 100,000 sma-hoders and 40 private sector organisations. 38 PLATFORMS FOR PARTNERSHIP

39 ANNEX I: SUMMARY CASE STUDIES 5. PARTNERS FORUM FOR ACTION ON CHRONIC NON-COMMUNICABLE DISEASES The Partners Forum is a Trinidad and Tobago group estabished in 2011 for an initia period of 2 years. What is the aim of Partners for Action? What do the Partners for Action do? Why was it estabished? Who is invoved? What has been achieved? The aim of the Partners for Action is to act as both a catayst and a mechanism for muti-sector action to promote heath and reduce chronic non-communicabe diseases (NCDs) in Trinidad and Tobago. The Partners for Action buid and deveop a crosssector approach to reducing non-communicabe diseases. This invoves estabishing joint panning and coordinated impementation across pubic and private sectors, identifying and sharing best practice, and mobiising resources (poitica wi, finance, community invovement etc) to support joint actions. They aso are buiding a repository of evidence on reducing non-communicabe diseases and are deveoping standards/ poicies for government and industry. The Partners for Action was estabished by the Cabinet of the Trinidad and Tobago government. This was in response to recognising that the prevaence and mortaity rates of chronic noncommunicabe diseases are among the highest in the word in the Caribbean. A muti-stakehoder approach was then setup with it being the first to commit to participating in the Pan-American Forum for Action on NCDs (PAFNCD) setup by the Pan-American Heath Organization (PAHO). This muti-stakehoder approach is aso in-ine with various internationa charters and decarations. 9 There is cross-sector representation in the Partners for Action based on invites from the Trinidad and Tobago government. Participation is in-kind with a financia honorarium provided to organisations by the secretariat. The Ministry of Heath provides the secretariat, NGOs contribute their experience in supporting individuas with NCDs and provide communication inks with the pubic, the private sector contributes recognition of the importance of the issue, that they were wiing to earn about NCDs and change how they deveoped their products. This is aso supported at the internationa eve by PAHO, WHO, the Caribbean Food and Nutrition Institute (CFNI) and the University of West Indies who provide technica advice and support. In the two years of functioning the Partners for Action has progressed to an eary impementation stage. Terms of reference were estabished, work streams and committees were setup to deveop a standard indicator on trans-fats, funds identified for further research and a number of pubic events were hed to share earning, create buy-in, change product formuations and promote heathier ifestyes. 6. THE NIGER DELTA PARTNERSHIP INITIATIVE (NDPI) The Niger Deta Partnership Initiative is a partnership estabished in 2010 by Chevron Corporation creating a strategic foundation in the USA (NDPI Foundation) and an impementation foundation in Nigeria (PIND Foundation). What is the aim of the patform? What does NDPI do? Why was it estabished? Who is invoved? What has been achieved? The aim of NDPI is to estabish innovative muti-stakehoder partnerships that empower communities to achieve a peacefu and enabing environment for equitabe economic growth in the Niger Deta. NDPI provides access to finance, diaogue between pubic and private sectors and civi society, and acts as an information hub. It focuses on four key programme areas: Economic Deveopment, Capacity Buiding, Peace Buiding, and Anaysis and Advocacy. In particuar, PIND supports partnership activity through its two Economic Deveopment Centers (EDC). The EDCs act as resource and coordination hubs for deveopment programs and partners in the Niger Deta. They provide a broad range of support for PIND s programs and other deveopment partners (incuding USAID, DFID, U.S. African Deveopment Foundation [USADF] and Chevron Nigeria Ltd). The Niger Deta s vast natura resources generate more than 75% of Nigeria s export earnings, yet 43% of its popuation of 32 miion ive beow the poverty ine. Persistent poverty and high eves of confict and corruption fue inter-ethnic confict and pose serious risks for companies doing business in the region. NDPI and PIND were estabished to address the need for a sectors to coaborate to create a more stabe environment for communities and business. The NDPI was setup by Chevron Corporation working with bi-atera and muti-atera donor agencies, Nigerian federa and state government agencies, other private sector organisations and civi society organisations. Chevron Corporation provided an initia amount of seed funding with donor partners match funding. PIND is in the mature impementation phase of its ifecyce. Since starting in 2010, projects have been impemented in a four PIND programme areas. Programme resuts are recorded, reviewed and then programmes are deveoped. Funding goas have been met and its activities and physica presence are drawing additiona resources and donor agency programmes into the region. Specificay, this has invoved supporting 10,202 direct beneficiaries, working with 155 organizations, supporting 93 oca businesses and training 414 oca business representatives. 9. Bangkok Charter on Heath Promotion (2005), the UN decaration on the prevention and contro of non-communicabe diseases (2011) and resoutions 3, 5, 7 of the decaration of the Port-of-Spain (2007) from the heads of the Caribbean Community PLATFORMS FOR PARTNERSHIP 39

40 ANNEX I: SUMMARY CASE STUDIES 7. PROJECT LASER BEAM (PLB) Project Laser Beam is a five year, muti-miion doar pubic-private partnership aunched in 2009 What is the aim of the patform? What does PLB do? Why was it estabished? Who is invoved? What has been achieved? The aim of Project Laser Beam is to create a scaabe, repicabe and sustainabe mode to significanty reduce chid under-nutrition in targeted regions in Bangadesh and Indonesia. This invoves bringing together expertise from UN and other pubic agencies with Fortune 500 companies to work together with governments, NGOs and oca companies to coectivey find new soutions to persisting probems in the area of chid under nutrition. PLB impements interventions to tacke chid under-nutrition by addressing both direct and underying causes of under-nutrition across 4 piars of interventions (food and micronutrients; water and sanitation; heath & hygiene; food security and income generation). PLB s hoistic approach covers a variety of interventions e.g. providing high nutrient schoo food, homestead farming, hand-washing, empowering women through job opportunities. Design and panning of interventions are carried out by goba partners, with impementation of activities done by partners based in-country. Interventions buid on both market and non-market based nutritiona soutions, drawing partners together to provide a hoistic response to chid under-nutrition. PLB was estabished to respond to high eves of chronic under-nutrition in chidren through bringing together pubic and private sectors skis and experiences. Investing in nutrition is seen as an investment in heathy and nourished chidren. PLB uses existing knowedge and technoogy to deiver products and services and to create new ones. It everages the comparative vaue of pubic and private sector actors for the ong-term benefit of manourished chidren by creating new methods and markets. PLB was initiated at the goba eve by Uniever, The Word Food Programme (WFP), Kraft Foods (now Mondeēz Internationa Foundation), DSM and the Goba Aiance for Improved Nutrition. PLB is a CEO gobay-ed initiative that evoved into invoving in-country organisations to deveop and impement interventions. In-country, PLB invoves a range of ocay-based NGOs (e.g. BRAC, WaterAid) and private sector organizations (e.g. GarudaFood) to provide hoistic interventions towards addressing under-nutrition in chidren. PLB is managed by a neutra third party (Accenture Deveopment Partnerships) PLB is at the mature impementation stage. The partnerships in each country focus on deivering a hoistic response to manutrition with mutipe interventions over specific geographic areas. Over 10 partnerships were created with ocay based organizations in Bangadesh with 5 in Indonesia. Through its interventions to date it is estimated that it has reached a tota of 1.4 miion peope in Satkhira, Bangadesh, and 400,000 peope in the NTT, Indonesia. PLB wi finish at the end of 2014 but goba partner organizations aim to continue their coaborations within the Scaing up Nutrition (SUN) Business Network. 8. THE SOUTHERN AGRICULTURE GROWTH CORRIDOR OF TANZANIA (SAGCOT) SAGCOT is a Tanzanian pubic-private patform initiated in What is the aim of the patform? What does SAGCOT do? Why was it estabished? Who is invoved? What has been achieved? The aim of SAGCOT is to transform agricuture in Tanzania s Southern Corridor through bringing 350,000 ha of arabe and into profitabe production, supporting tens of thousands of farmers to gain access to a sustainabe commercia iveihood and ifting miions out of poverty. SAGCOT Partners aim to generate USD 1.2 Biion of agricutura revenue from the region by SAGOT provides a dedicated secretariat and forum to faciitate diaogue and catayse new pubic and private sector investments in the corridor. SAGCOT aims to achieve its goas by cataysing incusive private sector ed agricuture deveopment in the region. Partners commit to contributing to the SAGCOT goas by jointy deveoping end-to-end vaue chains that engage with a arge number of smahoders, by exporing opportunities for innovative finance, creating synergies, and addressing poicy bottenecks. Partners aso commit to sustainabe approaches in support of SAGCOT s green growth strategy. SAGCOT was estabished in 2010 to meet the need to acceerate private sector investments, whist ensuring that investments ead to sustainabe deveopment and poverty reduction in the corridor. Tanzania s southern corridor benefits from good backbone infrastructure that passes through some of the richest farmand in Africa. The area has the potentia to become a breadbasket of regiona and goba importance. Today, however, its agricutura potentia is argey dormant (ess than 24% is under production) and the majority of the rura popuation remains poor and food insecure. SAGCOT is a response to Tanzania s Kiimo Kwanza (Agricuture First) effort to mobiize private sector support for agricuture deveopment and buids on goba attention for increased food security voiced at the G8 commitment in L Aquia and the Word Economic Forum s New Vision for Agricuture (both 2009). SAGCOT was started by a muti-sector group incuding the government of Tanzania, bi-atera and mutiatera donor agencies, the private sector, farmer organizations, foundations and civi society. The partnership is supported by the SAGCOT Centre, a dedicated secretariat that faciitates diaogue and catayses new pubic and private sector investments in the corridor. SAGCOT wi aunch a USD 100 miion Cataytic Trust Fund next year to provide bridging finance for commerciay viabe agricutura businesses and to support smahoder farmers incusion in nuceus farm modes and commercia vaue chains. At the African Forum in Paris SAGCOT was identified as one of 100 innovations for Sustainabe Deveopment that wi transform Africa by the French Government. SAGCOT has estabished its organizationa setup and is at the eary impementation phase. SAGCOT has 46 Partners (incuding the government, deveopment partners, 15 companies and associations) who have committed support to Tanzania s agricutura deveopment under the New Aiance for Food Security and Nutrition at the G8 in The pedges tota USD 1 biion of pubic and private investments. SAGCOT is currenty concentrating on transating these pedges into actua investments. 40 PLATFORMS FOR PARTNERSHIP

41 ANNEX I: SUMMARY CASE STUDIES 9. THE NATIONAL PLATFORM FOR RESPONSIBLE PRODUCTION AND TRADE OF PINEAPPLES The nationa patform for the responsibe production and trade of pineappes was estabished in 2010 in Costa Rica. What is the aim of the patform? The aim of the Pineappe patform is to estabish a muti-stakehoder and interinstitutiona diaogue to create a joint action pan with tangibe soutions to reduce the negative environmenta and socia impacts of pineappe production in Costa Rica. What does the patform do? Why was it estabished? Who is invoved? What has been achieved? The Pineappe patform provides a space to convene stakehoders to share knowedge and create new partnerships around the pineappe production process. In the patform, participants have focused on deveoping a nationa strategy for sustainabe commodity production and trade, creating working groups to anayse and discuss soutions, documenting case studies, creating capacity buiding programs for pubic and private sector organizations and proposing poicy reform recommendations. Pineappe is one of the most important non-traditiona products that Costa Rica exports, providing around 50% of the European and US markets. However, there are negative environmenta impacts in the production process (e.g. agrochemica run off into water sources, high eves of soi erosion and vioations of trade union rights by some pantation owners). This patform was estabished to create a joint effort from a stakehoders to reduce the environmenta impact of the pineappe production process. The Patform is faciitated by UNDP and is hosted by the Government of Costa Rica. Stakehoders represent each sector incuding academia (e.g. University of Costa Rica and Nationa University), industry (e.g. Chiquita Brands, De Monte, Doe, Tesco and Wa-Mart), community groups and civi society. In the first phase the patform was supported by the Inter-Church Association for Deveopment Cooperation (ICCO) and they are currenty deveoping funding for the second phase. The Pineappe Patform is part of the UNDP s Green Commodities Programme (GCP) and deveoped based on the experience of simiar initiatives such as the Cocoa Liveihoods in Dominican Repubic, Ghana Cocoa Patform and Pam Oi in Indonesia. Starting in 2010, the Pineappe patform is now in the eary impementation stage having deveoped an action pan setting out impementation activities. So far, this has promoted the aignment of organizations to hep impement the proposed actions through six partnerships e.g. the University of Costa Rica and Abengoa working together to study eectricity generation from pineappe crop residues. PLATFORMS FOR PARTNERSHIP 41

42 Annex II: Bibiography Bezanson, K.A. and Isenman, P. (2012) Governance of New Goba Partnerships: Chaenges, Weaknesses and Lessons, Centre for Goba Deveopment, Poicy Paper 014, October 2012 Binder A., Paenberg M. and Witte J.M. (2007) Engaging Business in Deveopment: Resuts of an internationa benchmarking study, GPPi Research Paper Series No.8, Berin: Goba Pubic Poicy Institute BMZ (German Federa Ministry for Economic Cooperation and Deveopment) Responsibe & Incusive Business Hubs (RIBH) Latin America, MENA, SEA, Berin: BMZ, Future Makers & GIZ Buoch, G., Lacy, P. and Jurgens, C. (2011) Convergence Economy: Rethinking internationa deveopment in a converging word, London: Accenture Deveopment Partnerships Busan Partnership for Effective Deveopment Cooperation (2011), Fourth High-Leve Forum on Aid Effectiveness, Busan, North Korea, 1 December 2011 Capan, K. (2003) The Purist s Partnership: Debunking the terminoogy of partnerships in Partnership Matters Issue 1, Copenhagen: The Copenhagen Centre Davies, P. (2011) The Roe of the Private Sector in the Context of Aid Effectiveness, Consutative Findings Document prepared for the OECD Deveopment Assistance Committee, February 2011 Ewington, N., Reid, S., Spencer-Oatey, H. And Stader, S. (2009) The Goba Peope Toobook: Managing the ife-cyce of intercutura partnerships, Warwick Occasiona Papers in Appied Linguistics #2, University of Warwick GIZ (not dated) Cooperation with the Private Sector: Partnership Landscape Anaysis Africa Department Factsheet for the Federa Ministry for Economic Cooperation and Deveopment GIZ (2011) Poverty-oriented Panning & Reporting for Deveopment Partnerships, Bonn: GIZ for the Federa Ministry for Economic Cooperation and Deveopment Gobescan/SustainAbiity (2012) Coaborating for a sustainabe future A Gobescan/Sustainabiity Survey Grad, C. and Jenkins, B. (2011). Tacking Barriers to Scae: From Incusive Business Modes to Incusive Business Ecosystems. CSR Initiative Report No. 47. Cambridge, MA: Harvard Kennedy Schoo. Gutierrez, R. (2013) Organizationa and Network Structures to Further Regiona Deveopment: Hypotheses to Expain their Low Impact in Annua Review of Socia Partnerships Issue , London. Haneybrown, F., J. Kania & M. Kramer (2012) Channeing Change: Making Coective Impact Work Stanford Socia Innovation Review, Winter 2012, pp Internationa Chamber of Commerce (2013) ICC Perspectives on the Post-2015 Deveopment Agenda, Paris: Internationa Chamber of Commerce Jenkins, B. (2012) Mobiizing the Southern Agricutura Growth Corridor of Tanzania, Cambridge, MA: The CSR Initiative at the Harvard Kennedy Schoo Kania, J. and Kok, A. (2013). Partnerships as panacea for addressing goba probems? On rationae, context, actors, impact and imitations. In M. Seitanidi & A. Crane (Eds.), Socia Partnerships and Responsibe Business: A Research Handbook, Routedge Lewin K. (1943). Defining the Fied at a Given Time. Psychoogica Review. 50: Repubished in Resoving Socia Conficts & Fied Theory in Socia Science, Washington, D.C.: American Psychoogica Association, 1997 Neson, J., Torres-Rahman, Z. and Kramer, M. (2011) Coective Impact Stamford Socia Innovation Review, Winter 2011 Patscheke, S., Barmetter, A., Herman, L. Overdyke, S. and Pfitzer, M. (2014) Shaping Goba Partnerships for a post-2015 Word Stamford Socia Innovation Review ssireview.org/artices/entry/shaping_goba_ partnerships_for_a_post_2015_word Accessed 13 March 2014 Prescott, D., Stibbe, D. (2014) Uneashing the Power of Business: A practica Roadmap to scae up the engagement of business as a partner in deveopment, The Partnering Initiative, presented at the 1st High Leve Meeting of the Goba Partnership for Effective Deveopment Cooperation, Mexico City, Apri 2014 Ogesby, R. & Burke, J. (2012) Patforms for Private Sector-Humanitarian Coaboration, Humanitarian Futures Programme, King s Coege London Peters, A. and Grad, C. (2011) Partners in Deveopment: How donors can better engage the private sector for deveopment in LDCs, UN Goba Compact, UNDP and Bertesmann Stiftung Reid, S. (2009a) A Learning Process Mode for Intercutura Partnerships Warwick University Occasiona Papers in Appied Linguistics No. 4 Reid, S. (2009b) The Learning Process in Intercutura Coaboration: Evidence from the echina-uk Programme Warwick University Occasiona Papers in Appied Linguistics No. 5 Reid, S., Stader, S., and Spencer-Oatey, H. (2009), Intercutura Effectiveness in Goba Education Partnerships Warwick University Occasiona Papers in Appied Linguistics No. 1 Rein, M., Stott, L., Yambayamba, K., Hardman, S. and Reid, S. (2005) Working Together: A critica anaysis of cross-sector partnerships in southern Africa Cambridge: University of Cambridge Programme for Industry Stibbe, D. (2013) A New Goba Partnership with Business: buiding a post-2015 deveopment framework to achieve sustainabe prosperity in Africa, Business Action for Africa, Harvard Kennedy Schoo and The Partnering Initiative. Stott, L, and Keatman, T. (2005) Toos for Exporing Community engagement in Partnerships, Practitioner Note, Buiding Partnerships for Deveopment in Water and Sanitation (BPD), London Tennyson, R. (2005) The Brokering Guidebook, London: Internationa Business Leaders Forum (IBLF) Tennyson, R. And Wide, L. (2005) The Guiding Hand, London and Geneva: IBLF and United Nations Staff Coege The Partnering Initiative / Internationa Business Leaders Forum (2010) Guide to Partnership Buiding, prepared for the Private Sector Division, Partnership Bureau, UNDP, New York: UNDP The Partnering Initiative (2013), Creating the Zambia Business in Deveopment Faciity Scoping Report & Recommendations, Prepared for Swedish Internationa Deveopment Agency (SIDA) on behaf of the Business in Deveopment Faciity partners Turner, S., Merchant, K., Kania, J. and Martin, E. (2012) Understanding the Vaue of Backbone Organizations in Coective Impact, Parts 1-4, Juy 17-Juy Stamford Socia Innovation Review understanding_the_vaue_of_backbone_ organizations_in_coective_impact accessed 13 March 2014 UNDP (2008). Creating Vaue for A: Strategies for Doing Business with the Poor, onine at Report%20Fina%20August% pdf. United Nations Deveopment Programme (UNDP) Green Commodities Faciity, Nationa Sustainabe Commodity Patforms United Nations Goba Compact (2013) Buiding the post-2015 Business Engagement Architecture, New York: UNGC Office Wood, B., Betts, J., Etta, F., Gayfer, J., Kabe, D., Ngwira, N., Sagasti, F., Samaranayake, M.(2011) The Evauation of the Paris Decaration, Fina Report, Copenhagen, Danish Institute for Internationa Studies, May 2011 Word Vision Internationa (2013) Business a vita contributor to the post-2015 agenda, The Post-2015 Agenda: Poicy Brief #7, Word Vision Internationa 42 PLATFORMS FOR PARTNERSHIP

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44 ABOUT THE PARTNERING INITIATIVE The Partnering Initiative (TPI) is an internationa NGO dedicated to driving widespread, effective coaboration between civi society, government and companies towards societa innovation and sustainabe deveopment. For over a decade, TPI has pioneered the deveopment of the theory and practice of cross-sector partnering, working with eading goba organisations from a societa sectors to support their partnering strategies and approach and in deveoping muti-stakehoder programmes to scae up partnership action wordwide. The Partnering Initiative The Od Music Ha Cowey Road Oxford OX4 1JE UK Web: partnerinit.org Emai: info@partnerinit.org Engand and Waes Registered The Company Partnering # Initiative, and Od Music Ha, Cowey Road, Oxford, OX4 1JE, UK Registered Charity # info@partnerinit.org Engand and Waes Registered Company # and Registered Charity #