las 3 ‘c’ de las alianzas estratÉgicas. complementariedad, corresponsabilidad y cooperación...
DESCRIPTION
Cuando se trata de hacer accesible un producto a comunidades de bajos recursos, se han de combinar muchas áreas de conocimiento para superar con éxito las distintas fases y condiciones; desde la adaptación de la idea original de un producto, la necesidad de crear un modelo de aprovisionamiento y de generar una demanda, hasta la necesidad de conocer el contexto local y sus costumbres, políticas locales que le puedan afectar, etc. Surge de ahí la importancia de los partenariados y alianzas para el desarrollo a lo largo de todos los procesos involucrados en el diseño y desarrollo de mercados de tecnologías y servicios adaptados a la Base de la Pirámide. ¿Qué actores participan en el desarrollo de mercados de tecnologías y servicios para la Base de la Pirámide? ¿Cómo se generan alianzas entre estos actores? A nivel internacional, parece ya superado el debate de si el sector privado es o no es un actor necesario para la consecución de objetivos de lucha contra la pobreza, y las discusiones comienzan ya a centrarse en como maximizar las alianzas estratégicas como herramienta de innovación social. En esta presentación, analizaremos estos elementos de la mano de la Agencia de Cooperación Alemana (GIZ), que cuenta con una extensa experiencia en este ámbito.TRANSCRIPT
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• Company under private law, owned by the Federal Republic of
Germany
• Operations in Germany and over 130 countries around the world
• Business volume of over EUR 1.9 billion in 2013
• Main commissioning party: the German Federal Ministry for Economic
Cooperation and Development (BMZ), whose share of the total income
from public-benefit business exceeded EUR 1.4 billion in 2013
• Income from BMZ commissions included EUR 170 million of
cofinancing from third-party donors
• Commissioned by well over 300 public and private-sector bodies in
Germany and abroad
Our profile
A German federal enterprise
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Facts and figures: human resources
• 16,510 employees worldwide
• Over 3,200 staff in Germany
• 11,244 national personnel
• 869 development advisors
• 545 integrated experts and 439 returning experts
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Specialised Business Unit for the
Private Sector
Working together with businesses and
foundations
18/11/2014
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Why partner with the private sector?
Official development assistance (ODA) resources are not
sufficient to achieve the Millennium Development Goals (MDGs)
Foreign direct investment (FDI) consistently doubles ODA from
international cooperation
Important problems hindering development, such as water
shortages, climate change and scarcity of natural resources,
cannot be resolved by states on their own
The private sector has to – and wants to – assume responsibilities
The private sector is an engine of development
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3-pillar model for
cooperation with
businesses and
foundations
Commissions from
the private sector
Forming consortia
with the private
sector
Cooperation on
behalf of public
sector partners
Cooperation with businesses
and private foundations
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Successful cooperation with the private sector
How do we achieve this together?
• By cooperating closely when developing market potential (themes/regions)
• Through joint strategic planning to further transform the portfolio
• Through task forces on specific approaches, themes and markets for
acquisition
• By developing and testing new business formats and models
• Through smart alliances with complementary partners outside of GIZ
• By defining clear responsibilities / a sharp service profile that generate
synergies
• By developing joint acquisition pipelines, where appropriate
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Forms of cooperation
• Projects called ‘development partnerships’
• Partnerships with business chambers and associations
• Cooperation for human resources development/exchanges
• Stakeholder Dialogues/Thematic business platforms
• Sector dialogues for inclusive business
• Advisory services for public-private partnerships (PPPs)
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What are Development Partnerships?
Development Partnerships
are partnerships between development agencies and the private sector on
equal terms.
aim to connect business management and development policy. This leads
to growth opportunities and benefits for companies, while at the same time
contributing to sustainable development.
minimise potential risks for both sides, especially when operating in
developing countries.
Creates win-win situations for companies and development cooperation.
Common goals can be achieved faster and more sustainable.
18.11.2014
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Local economic development
Increase income and improved
livelihood of local communities
Mobilisation of resources of the private
sector
Sustainability governance of value
chains
Improved supply chain management
Market entry and expansion
Reliable sourcing of raw material and
commodities
Reputational risk management
Corporate Social Responsibility (CSR)
Business objectives
Development Cooperation
objectives
Development
Partnerships
Common Goals
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Models of GIZ Development Partnerships
Integrated
Development
Partnership
Africa Facility Fund Fragile States
West Africa
Open call for
specific topics
(quarterly)
Strategic alliance
Private
partner
All companies (local,
regional &
international)
African companies,
international
companies with a
branch office in an
African country
Local companies,
international
companies with a local
branch office
German & European
companies
German & European
companies
Sector Direct contribution to
objectives of bilateral
program
Sectors of the partner
countries
Ghana, Kenya,
Cameroon, Tanzania,
South Africa, Tunisia
Sectors of the partner
countries
Ivory Coast, Liberia,
Sierra Leone, (Guinea)
Projects in various
sectors
Supra-regional, often
entire sectors,
involvement of several
companies and other
stakeholders
Term Tied to program term max. 3 years max. 3 years max. 3 years max. 3 years
Contribution Up to EUR 193,000
Public share
possibly more in co-
operation agreements
Up to EUR 193,000
Public share
GIZ ≤ 50%
Up to EUR 193,000
public share
GIZ ≤ 50%
Up to EUR 200,000
Public share
GIZ ≤ 50%
At least EUR 750,000
Total volume
GIZ ≤ 50%
Application Joint initiative of
company and GIZ
Joint initiative of
company and GIZ
Joint initiative of
company and GIZ
Through open call,
advisory services by
GIZ
Joint initiative of
company and GIZ
Public share
funded by
Bilateral program Africa Facility Fund Fragile States
West Africa
develoPPP.de
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Sequence of a Development Partnership
18.11.2014
Step 1 Step 2 Step 3 Step 4 Step 5 Step 6
Submission
of proposals*
•
Closing date on
the last day of
each quarter
(open call)
Business
solvency check
•
Assessment of
proposals
according to
criteria
Joint elaboration
of project
concept
•
Budget
Concept review
•
Finalisation of
contract
Implementation
•
Disbursements
according to
progress (only in
case of cash
contributions)
•
Progress reports
End of project
•
Final report
•
Final payment
* In Strategic alliances an approval by the BMZ is required. In addition to the general criteria,
there are also quantitative and qualitative criteria to be fulfilled. Typically, a cooperation
agreement is chosen.
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Success factors
Governance rules, clear rules of participation and application procedures
Clearly defined financial framework, cost sharing rules as well as cooperation and funding
modalities
Clear rules and procedures for the project implementation (contributions, responsibilities, M&E,
reporting)
Check financial and reputational risks and establish minimum requirements for suitable partners
Partners‘ long-term committment as well as openness and trustful relationship among partners,
transparent communication
Involvement of the top-management level of private partners
Project goals according to local needs & counterpart‘s interest
Exit strategy (e.g. local anchoring, institutionalization, self sustained activities)
Local infrastructure, local knowledge and well established local networks
Change agents and multipliers
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Integrating the informal
sector into the steel value
chain
Results
Working conditions in the informal sector are improved
Actors in the informal sector work in a more effective and
coordinated manner, delivering goods and services to the
formal market
Gerdau stabilises its supply chain
Problems
On average, 40% of scrap metal is used to produce steel, and
this comes mainly from the informal sector
Working conditions in the informal sector are poor and there is
no employment protection or social security
Measures
Professionalise actors in the informal sector
Strengthen intermediary organisations in the informal sector
Develop and implement a monitoring system for the entire
value chain
Latin America
(supraregional)
Gerdau
Sept. 2010 – Aug. 2013
Private: EUR 2,000,000
Public: EUR 1,000,000
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DPP DPP
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Microinsurance:
small amounts,
big results
Munich Re
Dec. 2006 – Sept. 2012
Private: EUR 800,000
Public: EUR 800,000
Problems
In 2005, 90% of poor and illegal workers in Asia had no
insurance of any kind
These people do not have access to formal social protection
systems, particularly in the event of natural disasters
Asia
(supraregional)
00
Results
The security and quality of life of low-income households are
improved thanks to suitable microinsurance products
Munich Re’s client base and product range is broadened
Measures
Market analysis and the development of microinsurance
products adapted to the needs of the local population
Awareness campaigns
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Impact
Three phone masts are operated using solar generated power
1,000 villagers gain access to electricity
Health- and climate hazards are reduced
Beacon Lighthouse project with high transferability
Challenge
Only 5 % of all households are connected to the national grid
Energy supply through generators, petroleum furnaces and
batteries is expensive and unhealthy
The lack of investment capacity of the population and small
businesses hinders the spreading of solar energy
Approach
Mobile masts as anchor points for electrification
Energy provider operates Antenna (jointly developed operating
model)
Sale of Energy to nearby villages via prepaid meter system
Uganda Solar power for mobile
phone masts and
households
Kirchner Solar Group
GmbH
08/2012 – 07/2014
18.11.2014
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The Challenge
Inclusive business entrepreneurs face high barriers:
• scarcity of and low accessibility to local market information,
• lack of adequate financing mechanisms / access to finance,
• difficult legal and regulatory framework,
• a complex business and support environment.
Inclusive Business
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• BoP Sector Dialogues
• Inclusive Business Action Network
• Responsible and Inclusive Business Hubs
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BoP Sector Dialogues
The Idea
Inclusive business models, challenges and opportunities differ
from sector to sector.
Within a sector, business models have significant
commonalities enabling learning and cooperation between
business representatives within the same sector.
The Approach
Through hands-on business practitioner guide and workshop, inspire and
enable business representatives – from start-up to established multinational
– to develop, reflect on and enhance their own inclusive business model.
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BoP- Branchendialog
Housing
BoP Sector Dialogues
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Inclusive Business Action Network
Aims at creating a home and single entry point to the global IB
community, to
Connect inclusive businesses, existing initiatives & support
mechanisms of different stakeholders, investors, business accelerators
Facilitate access to knowledge and information, trainings and courses
Enable peer-learning and exchange formats
Foster partnerships and collective action
Provide access to support structures on the ground
GRACIAS