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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.

Partners:
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.

Partnerships:
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.

Impact:
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:
http://www.ipc-undp.org/

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.
Invest:
Leverage untied funding strategically.
Innovate:
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.

Challenges:
- 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.

Delivery:
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
partners
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
Innovative
solutions
6. Attractive knowledge products
Full transcript