Building Multi-Stakeholder Partnerships for Global Impact: Lessons and Strategies

1. 2013 NATO/OTAN Building Integrity Conference What Can We Learn from Others? Organizing for Success Renée S. Acosta February 27, 2013

2. Course of History: Global Impact’s Point of View

3. Global Impact: Transparency and Integrity • Donor trust • Funds raised are expended as the donor intends • Integrity: doing what we say we will do every single time • Filters • Is it compliant with laws, regulations and rules? • Is it the right thing to do? • Is it fair?

4. Global Impact: Transparency and Integrity (continued) • Posted on www.charity.org • Annual report • Charting Impact Statement • Annual audit • IRS form 990 • Charities funded • Funding criteria

5. Who Does What? • Role of government • Safety and security • Infrastructure • Role of NGOs, IOs and nonprofits • Humanitarian assistance • Development and technical assistance • Role of private sector • Economic growth

6. U.S. Private Funding forInternational Affairs Source: Giving USA 2012

7. International Giving Continues to Grow Total giving before the recession Source: Giving USA 2012

8. Private-Public Partnerships Are on the Rise • Neither governments nor NGOS can address global issues alone • Government + Business + NGO is a new model • Recently, universities have become engaged; academia is a place for innovations • Companies are increasingly involved in aid and development • They look for innovative projects and partnerships to create a competitive advantage for their businesses • Most economic growth happens outside of mature markets

9. What Does It Take to Build a Multi-Stakeholder Partnership? • Partnerships between governments, NGOs and corporations are complex and require: • Strategies with realistic and attainable goals • Adequate resources • Trust between partners • Parties to be explicit about goals and results • Accountability systems in place for measuring performance and progress • Decision-making to be effective and to good effect • Roles and responsibilities are clear and understood • To be purposeful and predicated on mutual accountability

10. Guiding Principles for Partnership • Determine the goal and scope of humanitarian assistance • Define and agree on clear expectations, roles and responsibilities • Agree to financial practices • Determine lead partner • Assess relationship and reputation capital of each partner 10

11. Guiding Principles for Partnership (continued) • Establish a system for frequent and meaningful communication • Discuss openly and agree how credit and acknowledgement will be given publicly • Establish exit strategy for all partners • Evaluate the project, report results, recommend improvements 11

12. Operational Environment Interconnected Inter-Agency* Multi-National Forces U.S. Forces Private Industry * International, National, NGOs, Whole of Government 12

13. Challenges • Mission/purpose • Resource allocation • Timelines • Language: Spoken, cultural and insider talk • Kinetic/permissive • Non-kinetic/non-permissive • Natural disasters/manmade disasters 13

14. Successful Partnership: Food Sustainability in Africa • Partnership for Food Solution (PFS) • Partnership between General Mills, DSM, Cargill, TechnoServe and USAID • Goal: bring food production and food processing expertise to small-and medium-sized food processors in African nations • Generals Mills developed PFS in 2009 as an employee volunteer initiative that started in Malawi • Program impact • PFS now works with 15 food processors on 40 projects in Kenya, Zambia, Tanzania and Malawi, impacting 60,000 farmers • It improves economy and nutrition in the region • “Project Peanut Butter,” financed by PFS, treated more than 60,000 malnourished children in Malawi in 2011 “Partners in Food Solutions is not about a relief effort for my home country. The corporate volunteers are using their expertise to strengthen the food supply chain – which has a huge ripple effect on local economies and the quality of life for all involved.” Johnson Kiragu, TechnoServe Food Technologist, PFS Manager in Kenya

15. Permissive EnvironmentsCase in Point: Haiti • Background and recent history • Facts • Social • Political • January 12 earthquake • Facts • Humanitarian • Political • NGO, UN, IO response • Military response

16. Haiti: Civil-Military Relationship • Initial individual response: what worked and what did not • Civil-military joint efforts • Working with U.S. military • Working with others • Humanitarian impact and beyond • Challenges of working together • In Haiti • In other permissive environments • Opportunities: how do we learn from this? • SOUTHCOM After Action Review

17. Lessons Learned It is imperative to: • Develop capacity of the host country to coordinate and implement aid • Consult with donor governments on aid priorities • To the extent feasible, implementation should be led by locals • Clarify the mission • Understand and work within political context • Clarify and delineate mission for civilian and military leaders • Understand and address the needs of the host country • Beware hastily planned aid projects • Aid projects should fit into a broader, long-term strategy • Monitor and evaluate the effectiveness of the programs

18. Humanitarian Response: Ensuring Success • Timely political decisions • Civil agencies involved in planning before commitment • Stabilization and establishment of secure environment • Focus on and plan for the end state • Capacity building in host nation is essential • 10-15 year commitment

19. Implementation • Common vision • Bridge the gap • Trust and confidence • Cultural divide • Orchestrated approach and frequent communication • Complementary funding • Program success • Hierarchy of need • Host nation delivery • Sustainability • Exit strategy

20. Questions? Contact Information Renée S. Acosta President, Global Impact Renée.Acosta@charity.org 703-717-5201 www.charity.org