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How to leverage results for new strategic partnerships?

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on 27 March 2014

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Transcript of How to leverage results for new strategic partnerships?

How to make strategic partnerships happen?
Innovative solutions by UNDP Brazil
Presentation by RC/RR, Mr. Jorge Chediek

1. Go beyond traditional federal government cost-sharing
3. Strategic approach towards the private sector
4. Leverage public sector influence and established private sector networks

Point of entry:
Leverage the commitment and influence of the Presidency of Brazil to "recruit" private sector partners for the localization of the MDG campaign in Brazil.

Private sector partners:
Since 2002, a number of state-owned companies have funded MDG related activities such as the MDG awards, MDG portal and MDG reports. These include: Petrobras, Caixa, Sebrae, Banco do Nordeste, Banco do Brasil and Furnas.

5. Unexpected themes and partners can open new doors
Example: The 'Designed to Move' platform

Point of entry:
UNDP coordinates the Nike founded initiative, Designed to Move, aimed at addressing the rising challenge of physical inactivity in Brazil. Builds on UNDP's partnership with Nike since 2009.

30 national partners, including IADB, USAID, GIZ and the private sector (Caixa, Ernst & Young and Natura). Opened doors to new areas of collaboration with the Ministries of Education, Health and Sport.

Further potential:
Position UNDP in an important area of work given the national context of the upcoming mega-sports events and the rising challenge of NCDs in the country.
Example: The International Poverty Center for Inclusive Growth (IPC-IG)

Current areas of work:
Social protection; Population and social policies; Knowledge sharing.

Instrumental partnership with the Institute for Economic Applied Research, a top-notch national economic research institution. Innovative collaboration with World Bank on the World Without Poverty Brazilian learning initiative. Other partners include AusAid, DFID, UNICEF and WFP.

Since 2004, a total of 447 publications disseminated in English. In 2013, 1 million downloads; 20,000 twitter followers; website visitors from over 170 countries.

More information:

2. South-South Cooperation
UNDP can remain extremely relevant in a
high middle-income country like Brazil.

Look outside:
While aligning ourselves with corporate goals, be proactive and scope environment.
Leverage untied funding strategically.
Offer attractive development support services.

Way ahead:

Obtain MICs support for core and additional voluntary contribution towards local office costs and programme.
Example: CapaCities - Alliance for local development

Point of entry:
Since 2009, UNDP has invested in testing and systematizing various knowledge packages tailor-made for municipal level capacity needs, such as CapaCities.

Private sector interest:
Vale Foundation identified the CapaCities toolkit as a useful tool for its local level strategic engagement.

Further potential:
Other companies in the extractive sector have expressed interest in UNDP's local development expertise.

Government cost-sharing since the 90s:
-Decline in core and traditional donor funding, while steady or
increasing demand (democratic transitions). UNDP a trusted partner with services to offer.

Unique characteristics:
- Spare capacity and ability to offer agility and efficient procedures.
- Core allocation used as seed funding for strategic priorities. Cost-recovery used to further innovate.
Attractive proposition for governments to finance.

- Pace the fundraising. Mitigate growing too much, too fast.
- Reputational risk. Transparency and good communications.
- Adapt to legislative changes limiting government cost-sharing.
Continuous need to innovate and diversity funding to stay ahead of the curve.

Country Programme Document (2012-2015):
MDGs for all;
Sustainable development and productive inclusion for poverty reduction;
Justice and public security systems; South-South Cooperation.

Around US$100 million/per year.

Partnership Framework Agreement:
signed in 2010.

2 Centers of Excellence:
International Poverty Center for Inclusive Growth
Rio+ Center
Traditional government cost-sharing:
In 1991 (GDP/per capita: US$2,667), the Government of Brazil provided US$2.7mln in government cost-sharing. Today around US$80 mln.

Examples of new opportunities:
1) Partner at sub-national level. E.g. Leverage offices in Salvador and Sao Paulo and offer knowledge packages for municipalities.

2) Support government capacity needs for the organization of mega-events. E.g. Rio+20 and the 2013 Confederations Cup.
Ensure programmic and policy excellence to attract government funding
Expand and integrate partnerships with traditional and untraditional
Two-pronged Strategy for Resource Mobilization
Example: Access to the Global Compact Network

Point of entry:
UNDP hosts the Local Chapter of Global Compact in Brazil since 2011. The Local Network has 593 members and ten thematic working groups.

Partnership potential:
UNDP strategically leverages visibility and engagement opportunities to advocate for sustainability and build new partnerships.

Since 2010, UNDP has been the key implementer of Brazil's SSC reaching 95 countries.

Example: Atlas of Human Development

Point of entry:
UNDP invested in the Atlas of human development since 1997. Attractive tool for public policy making and resource allocation.

Private sector interest:
Braskem will fund HDI reports in 3 metropolitan territories of interest to the company.

Further potential:
Expand the number of indicators and leverage the interest of private sector to use municipal/metropolitan level HD indicators in their sustainability strategies.
Concluding Remarks
Key private sector partners
200 indicators
5,565 municipalities
Over 2,000 references in media outlets in 6 months
Over 5 million pageviews in less than a year
In 2012, private sector funding amounted to US$38 million, 33% of total delivery.
Example: Brasil MDG 2015 - Integration of public and private sector
Context of Latin America
Quick facts on UNDP in Brazil
6. Attractive knowledge products
Full transcript