Post on 18-Jun-2020
Bruce Byiers, with Francesca Guadagno, Karim Karaki
March 2016
How to assess CSO-business partnerships for development
• Independent think-tank
• EU-Africa relations
• Policy to practice
• Processes, institutions, actors, interests, incentives
• Implications of private sector engagement for policy makers
• …not M&E
ECDPM
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• What do we mean by partnerships?
• What is specific about the M&E of partnerships?
• Requirements for M&E to support and promote partnerships for the SDGs?
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• What do we mean by partnerships?…at least 50 shades of partnership…
• What is specific about the M&E of partnerships?…same-same, but different?
• Requirements for M&E to support and promote partnerships for the SDGs?…”Plan for sailboats, not trains” (Kleinfeld, 2015)
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1. The rise of partnerships
2. Unifying taxonomies
1. An ‘assessment approach’
2. Early lessons from application
3. Implications for you….
Overview
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Partnerships on the rise?
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MilleniumDeclaration
Paris Accra Busan Agenda2030
Private Sector Poverty Partnership Aid Monitoring
• Donors - Private sector engagement fordevelopment
• CSOs – Sustainable, people-centredbusinesses
• Businesses – Philanthropy, CSR
• LIC Gov.s - Economic transformation, more & better jobs
Commercial & development alignment?
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• Donors - Private sector engagement fordevelopment (own commercial interest?)
• CSOs – Sustainable, people-centredbusinesses (declining core funding?)
• Businesses – Philanthropy, CSR (‘Licence tooperate’, sustainable ss chains?)
• LIC Gov.s - Economic transformation, more & better jobs (political survival?)
Commercial & development alignment?
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Source: DIE, ECDPM, ODI – European Report on Development
Partnerships of necessity?
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• The private sector is going there anyway…
Africa rising?
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…but largely to mining and minerals…
What are…
• the main drivers and trends around business-CSO partnerships and the different roles that partners take;
• the main partnership characteristics that emerge as important in the process of establishing and maintaining effectivepartnerships
• the potential roles for donors aiming to support such partnerships.
Lots of interest in impact – whatabout process?
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Drivers
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B2B firms are less likely to engage in partnerships than B2C firms (Kolk et al., 2008)
• Objectives– finance vs reputational risk/ltd autonomy
• Roles - mutual support, advocacy, partnering, and service provision (Van Tulder and Pfisterer, 2013)
• Types: firms - FDI market seeking, resource seeking and efficiency seeking (Dunne, 1993)
• Types: CSOs - polariser/integrator; discriminator/non-discriminator
• Models: Fair Trade, ‘shared value’, BoPapproaches
• Context: Local institutional & governance structures “crucial” (Pattberg and Widerberg, 2014)
More partners, more complexity
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• Relation to core business
• Degree of partner engagement
• Partnership activities
• Governance structures
Combining taxonomies: 4 dimensions
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1. Relation to core business
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Authors’ elaboration based on Austin (2000), Rondinelli and London (2003), Googins and Rochlin (2000), & Darko (2014)
2. Degree of partner engagement
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Authors’ elaboration based on Tennyson et al. (2008), Dahan et al. (2010), and (Chevrollier et al., 2012).
3. Partnership activities
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Authors’ elaboration based on Kindornay et al. (2013) and Reed and Reed (2009).
4. Governance structures
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• Dairy cooperative partnership in Tanzania
• Dairy system improvement in Kenya
• Mining-civil society partnership in Port Dauphin, Madagascar
• Mining-palm oil partnership in W. Ghana
On-going case studies…
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• What do we mean by partnerships?
• What is specific about the M&E of partnerships?
- Same as any other M&E? – how to cost effectively identify impact, additionality…
- Multi-purpose, multi-partner, multi-activity => what impact, what counterfactual
- Attribution – partnership or partners?- Politics, coalitions, interests, incentives may
define progress more than design
Back to the questions…
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• Requirements for M&E to support and promote partnerships for the SDGs?
- clarity on what, why and how- part of internal governance & learning- focus on VA of the co-creation- shorten feedback loop
- build on private sector mechanisms..- …but build in development objectives- be flexible and adaptive
Implications for M&E
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“Plan for sailboats, not trains”
(Kleinfeld, 2015)
Thank youwww.ecdpm.org
www.slideshare.net/ecdpm@brucebyiers
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