Strategic alliances

1
Strategic alliances

• Examples
• Not-for profit
• Cordaid / HIVOS
• and
• Private
• Manobi
• By
• Deem Vermeulen, Teamleader International
  Programmes IICD
• Daniel Annerose, CEO, Manobi

2
Agenda

• Strategic Alliances in general
• Cooperation with non-profit organisation like
  Cordaid and HIVOS
• Cooperation with private partner, such as Manobi

3
Strategic Alliance in general

• Aim Exchange ideas about developments in
  strategic alliances with Northern partners.
  Input Cordaid and Hivos experience
• Intro general strategy IICD (only 1 slide)
• Type of partners
• Objective of cooperation
• Different roles of different players
• Trends which may determine direction of
  development of strategic alliances for non-profit
  organisations
• Consequences for strategic alliances for
  non-profit organisations

4
General strategy in broad terms

• IICD strategy hinges around
• Country programmes
• Thematics
• Country programmes is what we do on the ground
  in the respective focal countries.
• Thematics is to harvest and disseminate the
  evidence and learning from country programmes.
  Thematics contributes to IICDs base of expertise
  that can be re-invested in new and existing
  activities

5
With whom is IICD cooperating

• General distinction between
• Country partners and
• Enabling partners

6
Country partners

• No demand or activities without country partners
• Link to (poor) end-users
• Who are our country partners
• Project partners development / implementation
  ICT-enabled projects
• Training partners organisation and delivery of
  ICT-related skills and knowledge for other
  partners
• Knowledge sharing partners exchange knowledge
  and experiences (IN-country networking)
• ME partners measurement efficiency IICD,
  (development) impact and end-user satisfaction

7
Who are our enabling partners

• Public sector financial investment in
  socio-economic development
• e.g. DGIS, DFID, SDC.
• Non-profit sector knowledge sharing and joint
  ventures (network of grassroots based
  organisations)
• e.g. Hivos, Cordaid, PSO, Oneworld, Bellanet,
  SchoolNet Africa
• Private sector ICT expertise and resources
• e.g. Cap Gemini, Ordina, Interaccess, Manobi

8
General aim of cooperation with enabling partners

• Expertise knowledge
• Funds to realise our programme (country
  programmes as well as knowledge sharing)
• Networking
• Usually a mix

9
Roles of different type of enabling partners
Public sectorFinancial investment enable an
environment that allows for experimentation and
human development
Civil society Social investment to promote more
human and equitable conditions
Private sector Product investment to bring new
innovations to market
Academic and scientific community Knowledge
investment to expand human capacity and
understanding
10
Recent developments non-profit

• Detection of recent developments which (partly)
  determines in which direction strategic alliances
  are developing (specifically for non-profit
  organisations)
• Within development organisations
• at global level
• ICTs in itself (technology might stimulate some
  developments)

11
Trends in development organisations

• ICTs is becoming an integral part of core
  activities of organisations.
• ICTs is more and more recognised as a tool to
  facilitate development processes, which means
  that
• More organisations are becoming involved in ICTs,
  which requires expertise
• The importance of ICTs as separate sector is
  diminishing
• Quality of work will become more important, which
  required specific expertise in the combination
  ICTs and sector.
• Results is what counts (professionalisation)

12
Trends in ICT4Dev at global level

• Increasing recognition that reality is complex
  and that organisations need to interact in order
  to book results (networking multi actors SWOP).
• Globalisation (more communication and knowledge
  is required)

13
Changes due to ICTs in itself
Data meaning
information
Knowledge

• Two way traffic communication

14
Consequences for strategic alliances,
specifically for non-profit sector

• ICTs is becoming more important, but ..
• less visible
• More expertise required by organisations to
  integrate ICTs in core activities (read non-ICT
  activities)
• Define the added value of the organisations
• More emphasis on checks and balances (impact, ME
  et cetera)
• The world is a network in which .
• exchange of information and communication is of
  crucial importance.

15
Facts cooperation with Cordaid

• We also signed a strategic alliance with other
  Dutch organisations (HIVOS and PSO)
• Cooperation with Cordaid since 2002
• Funds involved
• 2,1 million Euros Cordaid and
• 2,8 million Euros IICD over five yearn period
• Cooperation in Bolivia, Ghana. Tanzania, Uganda
  and Zambia.
• Sectors of market access (Bolivia and Ghana) and
  health (Eastern and Southern Africa).

16
Added value for IICD

• Cooperation is on the basis of complementarities
  of the two organisations (added value)
• Different partner
• Specific knowledge about the sector
• Finances
• Visibility of IICD in the Dutch donor community
• Visibility of ICTs in the development process
• Recognition of the activities we do.

17
Added value for Cordaid

• Bridge between civil society and government
  (civil society and government need each other in
  order to book results)
• IICD is a katalysator of development processes by
  using ICTs
• IICD has the technical knowledge and expertise in
  ICTs4D
• IICD has partner networks in ICTs
• Exchange of info is part of our strategy

18
Cooperation with HIVOS

• Two country programmes (Zambia and Ecuador) in
  Livelihoods
• Activities in the Netherlands (Fill the gap)
• South - South exchange
• Also orientation on Dutch community, which is not
  the case with Cordaid. HIVOS has a definite lobby
  and advocacy role
• More orientation of exchange of information than
  with Cordaid.
• Partner network is different

19
Advantages for IICD

• Almost the same as with Cordaid

20
Public Private partnerships
21
Why private and non-profit?

• 90 of technological innovation stems from the
  private sector
• piloting and experimenting with ICTs in
  socio-economic and political processes is driven
  by non-profits

22
What is the added value for private partner
Source MDF
23
IICD brokers response to unmet local needs
3 types of private/public sector partnerships
Local partner(s)
Private sector partner(s)
? knowledge-based
? product-based
? Financial investment-based
24
Knowledge-based PPPs

• Responding to broad-based knowledge needs through
  strategic partnerships
• Service-level alliances
• Advisory projects
• South-South workshop participation and
  facilitation
• Research
• Advisory notes
• Community of practice