b4 dm 2015 a

East Africa: Business for Disaster Management Roundtable (B4DM)

The one-day event will increase awareness, facilitate information exchange, and create opportunities for humanitarian actors and business to strengthen collaboration. The day will foster the co-creation of products and services for effective disaster management in East Africa.

This event is a continuation of World Vision’s Business for Disaster Management engagement initiative, building on the success of a Roundtable held in December 2014.

World Vision aims to contribute to more consistent and strategic cross-sector collaboration in East Africa. This recognises the global efforts through the World Humanitarian Summit to improve the efficiency and effectiveness of disaster management as a timely discourse for emerging East African economies and fragile contexts.

A key topic will be “sustainable solutions” for displaced communities considering the South Sudan, Burundi and ongoing Somalia crises with massive and longer-term displacement. The average refugee is displaced for 17 years according to UNHCR and yet hosting countries are faced with evolving refugee government policy debates as is the case in Kenya. Slow onset disasters and protracted crises tend to be less attractive to corporates due to lack of media interest, as well as the risk that comes with violent contexts.

TOPIC:“# business4impact”

WHEN: August 27, 2015

WHERE:World Vision East Africa Regional Office (EARO) complex in Nairobi/ Karen, off Karen Road that also leads to the Karen Inn - Prof. Mlay Hall, on the ground floor

WHO: Representatives from UNHCR, UNICEF, UNOCHA, local and multinational business, WV EAR National Offices, INGOs, The Partnering Initiative, Institute for Human Rights and Business, local community representatives.

WHY? According to UNOCHA reports, 78% of the private sector wants to engage with communities to address crises, but very few are actually involved and over 60% of the relatively limited ongoing partnerships are ad-hoc.

http://www.unocha.org/eastern-africa/maps-graphics/ocha-maps

Peace, Protection and Opportunity

Kigali

Asmara

Kampala

Juba

Khartoum

Nairobi

Djibouti

Mogadishu

Bujumbura

Addis-Ababa

SUDAN

ETHIOPIA

KENYA

SOMALIA

YEMEN

SOUTH SUDAN

UGANDA

TANZANIA

ERITREA

DEMOCRATIC REPUBLIC OF THE CONGO

BURUNDI

RWANDA

DJIBOUTI

1,360 3

15,950 3

2,314 3

50,124 3

9,024 4

1,737 4

8,046 4

1,486 4

15,745 4

125 4

32,418 3

16,896 3

8,220 3

10,590 3 55,000 3

Phase 3 and 4No data

Phase 1 and 2

Integrated Food Security Phase

Classification (IPC)(July-September 2015)1

Number of people displaced

Refugees and asylum-seekers (since Jan-15)

Refugee, returnee and TCN movement

xx

xxxx

ReturneesThird Country Nationals (TCNs)

12.17 million1

11% food insecure people in Crisis andEmergency phase (Apr-15)(since Feb-15)

(since Apr-15)

3%(since Apr-15)

6.68 million2

people are displaced internally (Jun-15)

2.44 million3

refugees in the region (Jun-15)

1%

*Map adapted from OCHA, June 2015

THE ROUND TABLE WILL INCLUDE• Discussions on direct investment, engagement with Governments

in fragile contexts on policies of importance to their businesses and customers; brand recognition, entry into new markets & taking advantage of emerging vibrant local economic segments – as showcased by the recent Global Entrepreneurship Summit held in Nairobi

• Jointly identifying concrete collaborations and co-creation-opportunities which are complementary to efforts of the humanitarian industry in finding solutions to the humanitarian financing challenges.

• Sharing of success stories and challenges

• Learning how new corporate entities are investing in humanitarian issues – like the Ebola Response

• Exploring value-alignment with reference to human rights, child protection and business practises based on UNICEF’s “children’s rights and business principles” guidelines. Input from the Institute for Human Rights & Business and others based in Nairobi will contextualise this to East Africa.

• Recognising the cost of developing and maintaining partnerships, there will be discussions on how to bring partnerships to scale and create sustainability through local partners and ownership

WHO GIVES IT?

72%US$ 3.9bn

FROM INDIVIDUALS

2013

Trust and Foundations

5%Companies & corporations

7%

National societies &

communities

10%

Others

6%

The future of private humanitarian assistance

The nature and role of private humanitarian assistance is changing.

A growing number of private actors - particularly companies - are moving beyond financial support

towards a “corporate partnership”approach, providing a range of skills nd resources whose

financial value is unknown.

People

People

PeopleNGO

NGOBusiness

NGOBusiness

Business

Approach 1 Approach 2 Approach 3

Approach 1: Business provides goods, services, or money to NGO to deliver assistance to people

Approach 2: NGO provides goods, services or money to people to access goods or services from businesses

Approach 3: Business and NGO collaborate to enable people to better access goods or services (provided by the business, others or the state)

Approaches for INGOs and Business to work together

*Source Global Humanitarian Assistance Report, Private Funding 2015 – Humanitarian Assistance from Non-State Actors


THERE ARE OPPORTUNITIES TO PARTNER FOR• Resource mobilization

• Implementation

• Innovation, learning and business development

• System coordination initiatives

• Advocacy

At a global level companies like TNT, DHL, MasterCard are already engaging. Closer to home in East Africa we have companies like Barclays, Safaricom, Airtel and others engaging around cash and voucher programming. Together various companies across sectors are defining opportunities for meaningful engagement before, during and after disasters.

POSSIBLE BENEFITS• Children and their communities enjoy the benefits of

timely and efficient response, as well as of effective disaster mitigation

• Brand building

• Improved public image

• Access to new markets

• Staff motivation

• Improved attractiveness to prospective employees

• Organisations themselves become resilient to disasters

• Corporate-humanitarian transfer of expertise can improve preparedness

• Improved speed to deliver, support and respond to crises

• Strengthening of local businesses and economies when goods and services can be procured locally, which can also reduce transport and storage costs

Opportunities abound in infrastructure consumer-facing and agricultural sectors Two trends definingAfrica’s future growth path include rising urbanization and growing consumer class. in line with thse trends. FDI data reveals strong inflows int oth real estate, hospitality and construction (RHC) in 2014. Three consumer facing sectors - technology media and telecommunictions (TMT); financial services; and consumer products and retail (CPR) again attracted the largest share of investor activity. Respondents to our survey are also excited about prospects in the relatively under exploited agricultural sector.

*Source: Africa Attractiveness Survey 2015

Rising urbanization has resulted in RHC becoming the fourth most attractive sector in Africa

A growing consumer class in Africa continues to spel opportunities for financial services, TMT and CPR

31% of respondents expect agriculture to drive growth in Africa over the next two years


BACKGROUND:Last year, the Roundtable event discussed the results of the cross-sector collaboration landscape research for Disaster Management in East Africa. Participants from 14 local and multinational businesses, UN, WV met and discussed – and acknowledged that

• Increasing urbanization, continuously protracted fragile contexts and the negative impact of recurring natural disasters such as drought on vulnerable communities, in particular on children’s wellbeing represent a new scale of humanitarian complexity that cannot be addressed by traditional humanitarian actors alone

• Business in East Africa has unprecedented reach even into war-torn Somalia, but at the same time, business as part of local economy is affected by disasters (natural or conflict)

• There is a role for business in every phase of the Disaster management cycle: Early warning Preparedness Disaster Mitigation Response Recovery Transition,

• Partnering modalities can take different shapes and forms on the spectrum from transactional (philanthropic giving and limited co-ownership) to transformational (co-creational, longer-term accountability, mutual benefit), commercial or even non-commercial. The goal of the B4DM initiative is to have transformational relationships that also provide mutual benefit for stakeholders, especially most disadvantaged children and their families and communities prone to or affected by disasters

It was realized that …There are fundamental differences between the corporates and the humanitarian communities that need to be de-mystified. Partnering with local business leverages local economic recovery from disaster impact, based on competitive advantage of local knowledge, networks, and strengthens local ownership of co-created solutions, contributing to innovation and sustainability. Business is willing to contribute but also needs to see Return on Investment if the partnering approach chosen goes beyond the philanthropic / Corporate Social Responsbility - based support to humanitarian work.

IT WAS RESOLVED …• That the first Roundtable was a good first step in shifting

the method of forming partnerships from “ad-hoc” to “intentional” and more strategic engagement

• Pre-positioning (relationships) with local partners is crucial for a successful

• Partnership in disaster management – more work on the “value proposition”from humanitarians needed

• Readiness of partners; trust-building; establishment of a more continuous platform


Dr. Kathryn TaetzschGlobal Humanitarian and Emergency Affairs / Private Sector Lead

Mobile: +254 733 120 482 Twitter : #business4impact

Postal Address: WV, P.O.Box 133 - 00502, Karen, Nairobi, Kenya. Skype: Kathryn_taetzsch

www.wvi.org/disaster-management/our-partners

LEARN MORE: www.wvi.orgCONTACT:

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