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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