Strategic Framework for Partnerships and Collaborative Relationships

1
Strategic Framework for Partnerships and
Collaborative Relationships

• Informal briefing of the UNICEF Executive Board
• New York 15 May 2009
• Philip OBrien, Director Private Fundraising and
  Partnerships

2
Presentation of the Framework and accompanying
documents

• Process of finalizing the Strategic Framework,
  the Mapping Document and additional documentation
• Follow up on comments
• Mapping of UNICEFs engagement in partnerships
  and collaborative relationships
• Collection of examples
• Analysis of outcomes and lessons learned
• Agenda for Action and implementation plan

3
Executive Board consultations

• 3  informals 
• 31 October 2008 Annotated Outline
• 20 February 2009 Comments on draft Framework
• 15 May 2009 Final presentation

4
Action on Executive Board comments

• Corporate Alliances
• Opportunities and challenges
• In-Kind-Donations
• Reference to Aid Efficiency process
• Paris Declaration and Accra Agenda for Action
• More details on partnerships with UN agencies
• Highlight benefits for UNICEF
• Focus on results for children
• Name less successful Global Programme
  Partnerships
• Focus on need for alignment and coherent approach

5
Definition Partnerships and collaborative
relationships

• Partnerships are voluntary and collaborative
  relationships among various parties, both public
  and non-public, in which all participants agree
  to work together to achieve a common purpose or
  undertake a specific task and, as mutually
  agreed, to share risks, responsibilities,
  resources and benefits. (A/RES/62/211)
• (.) UNICEF engages in a broad range of
  partnerships (based on a written agreement and
  which may involve the exchange of resources) and
  collaborative relationships (based on an informal
  agreement and not involving transfer of
  resources), with many of them evolving over time.
  ()

6
Mapping UNICEFs engagement in partnerships

• A separate Mapping Document provides a detailed
  overview of UNICEFs engagement in partnerships
• The Mapping Document also analyses the
  contribution of partners to the MTSP Focus Areas
• A collection of examples of successful
  partnerships and collaborative relationships will
  be made available to the Executive Board

7
Framework focuses on specific partnerships and
partner groups

• Global Programme Partnerships (GPP)
• Civil society
• Corporate Sector
• Academia, (new) media and others

8
Global Programme Partnerships

• UNICEF in 80 GPPs with 40 focusing on
• health and HIV/AIDS
• UNICEFs roles
• Host ?e.g. UN Girls Education
• 
  Initiative
• Other Governance role ?in 33 GPPs, e.g Sub
• 
  Committee on Nutrition
• Partner ?UNAIDS
• Collaborator ?Global Fund to fight AIDS,
• 
  TB Malaria

9
The international system of development finance
is expanding
Public
Private
BilateralDonors
GPPs
NGOs
MultilateralDonors
Other private non profit
Private for profit
GFATM GAVI Global EnvironmentFacility Fast
Track Initiative/ Education for All Etc.
InternationalNGOs
22 DAC donors Incl. bilateral development banks
and agencies
Foundations
Firms
World Bank
IMF
UNDP
National NGOs in donor countries
Households (e.g. remittances and other private
transfers)
Commercial Banks
EC
Regionaldev. banks agencies
Other OECDdonors (non-DAC)
National NGOs in developing countries
Private Investors
Others, e.g. Islamic Dev. Bank
Emerging donors
UN SpecialisedAgencies
10
Corporate Sector

• Functions
• Traditional focus on resource mobilization (117m
  in 2007)
• New ways of engaging with corporates
• Wider resource mobilization
• Influencing behaviour and practice of corporate
  sector
• Co-development of strategic partnerships and
  programmes
• Innovations for children
• Survey among corporate partners
• 628 corporate partners identified
• Problems with UNICEFs administrative structure
• More investment in co-development of programmes
  and employee motivation

11
Civil Society and others

• Civil Society partners
• implement programmes
• generate innovative practices
• advocate for childrens rights and promote
  policy dialogue
• prepare for and respond to emergencies
• facilitate the participation of children and
  young people
• UNICEF has thousands of CSO partners
• Only global partnerships are coordinated
• No data base available
• Academia and think tanks
• contribute to research and analysis
• build institutional capacity
• Media partnerships
• raise awareness about childrens rights
• provide space for child participation

12
Rapid SMS

• Collaboration between UNICEF, Columbia University
  and CSO in Kenya (Ushahidi)
• Data gathering via SMS to monitor nutritional
  status of children, pilot in Malawi
• Fed into central database
• Monitored by UNICEF/Gov
• Early warning system
• Replaces manual process
• UNICEFs role
• Brings partners together
• Ensures open source policy

13
Schools for Africa

• Partnership between UNICEF, Nelson Mandela
  Foundation, Hamburg Society for the Promotion of
  Democracy and Intl Law
• Supported by 23 NatComs, 2 COs and 1 Area Office,
  and corporates
• Quality education through child-friendly schools
  in 6 Sub-Sahara countries
• Strengthens education
• policies there and beyond
• 3.5m children benefitting
• 60m gross raised
• Extension until 2013

14
Social Initiative

• UNICEFs largest corporate donor total donations
  and commitments 180m (2000 2015) ? long-term
  partnership
• Initial focus on eliminating child labour in
  India by attacking root causes
• Code of conduct on child labour in supply chain
  countries
• Health, education and protection programmes in
  the carpet belt in Uttar Pradesh to fight and
  prevent child labour
• Education programmes in cotton seed farming
  regions in Andhra Pradesh
• Now broader Fight for childrens rights
• Integrated, community based health, nutrition,
  clean water and sanitation programmes in 18
  states in India for 80m children and 10m women

15
Added value of partnerships

• Stronger advocacy and awareness-raising
• Transformative potential
• Greater effectiveness and efficiency through
  coordination
• Strengthened knowledge base
• Business innovations for children
• Additional resources

16
Lessons learned

• All levels involved in partnerships and
  collaborations, but many engagements remain ad
  hoc
• More strategic and selective approach needed
• Minimise administrative burden
• Monitoring and evaluation tools needed
• .to measure additional results through UNICEFs
  engagement
• .to assess evolving nature and life cycle of
  partnerships
• to strengthen risk management, encourage
  innovation and reduce the bureaucratic burden

17
Way forward strategic priorities

• Increase use of informal collaborative
  relationships
• Be more strategic and selective with regards to
  GPPs
• Ensure better alignment with country priorities
• Greater selectivity needs to be exercised
• Develop stronger partnerships with CSOs
• Partner ? Contractor
• Utilise the potential of partnerships with the
  Corporate Sector, while managing the risks
• Strengthen cooperation with knowledge partners
  and (new) media

18
Agenda for Action

• Strengthen information management and create a
  more solid knowledge base for all partnership
  areas
• Review policies and guidelines
• Create tools for capacity and risk analysis
• Create tools for partner selection
• Provide guidance and training for CO, RO,
  National Committees and HQ
• Improve external communications including donor
  reporting

19
Vision Statement

• Partnerships and collaborative relationships are
  the way of doing business, complementary to
  existing cooperation with governments
• This requires a fundamental shift in the internal
  mindset within the organization

20

• Better results for children