Companies rate their NGO and UN partnership experience

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Companies rate their NGO and UN partnership
experience

• Background, findings, and partnership examples
  from Environmental NGOs

EBBF Annual Conference, 19 September 2008
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Background to the creation of the Business Guide
to partnering with NGOs

• 2004-2005
• Companies increasingly ask Dalberg to advise on
  which NGOs to partner with
• However, there is little to no information
  available about corporate-NGO partnership
  experiences
• 2005
• Dalberg conducts a market analysis with leading
  blue-chip companies, NGOs, and academic experts
• The analysis reveals that interest is strong in
  conducting a global scan of companies to rate
  NGOs
• In consultation with companies, NGOs, and
  academic experts the rating methodology is
  developed
• 2006
• Dalberg strikes a deal with the UN Global Compact
  to get access to their global database and
  co-brand
• The Financial Times joins the team and agrees to
  publish the results of the NGO ratings in a
  Special
• 2007
• The Global Compact, ICC, IBLF, BRT, EBBF, and
  others help to get the survey to 20,000 companies
• A board is formed with Keystone, Synergos
  Institute, CIVICUS, Initiative for Global
  Development (IGD), and an Advisory Board member
  of Dalberg to ensure independent evaluation of
  the ratings
• On the basis of the number of observations and
  ratings 45 Global NGOs and UN agencies and 34
  regional NGOs were identified as leading in
  partnering with NGOs
• The results were presented at the UN Global
  Compact Leadership Summit in Geneva and published
  in the FT in the form of a Special Report and
  Ranking

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The rating criteria against which the NGOs and UN
agencies were rated
The scores that a social actor obtained for each
rating category were based on a scale of 1 to 5,
with 5 reflecting the highest performance. The
four categories are as follows
Accountability
Commitment of the social actor to achieving
defined partnership goals
Ability of the social actor to complement, and
utilize the expertise of the company in pursuit
of the partnership goals
Adaptability
Performance of the social actor in providing
high-quality, timely, and concise information
throughout the partnership
Communication
Capacity of the social actor to convert plans and
intentions into successful projects
Execution
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Findings from the NGO rating exercise

• Partnership challenges
• The lack of familiarity between the sectors and
  the high entry barriers in terms of goodwill and
  trust
• The difficulty faced by companies in identifying
  appropriate social actors and successful
  partnership models due to lack of transparency
• The challenges faced by NGOs in figuring out how
  to partner with businesses without compromising
  the integrity of their mission
• The limited clarity for many social actors on how
  to build relevant partnering attributes and
  capabilities

• NGO Rating Guide helped create
• Transparency identifying successful partnership
  examples
• Access contact information and highlighted
  topics
• Role models showcases displaying the important
  factors companies are looking for in partners

Guide published in July 2007. 445 companies
rated 865 partnerships executed over the past 3
years Source Business Guide to Partnering with
NGOs and the United Nations
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Companies say that partnerships with NGO and UN
agencies are of high importance to them
Source Business Guide to Partnering with NGOs
and the United Nations
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Top reasons that companies partner with social
actorsBased on a scale of 1 to 6 reflecting the
most important reasons
4.7
Successfully implement effective and relevant CSR
program
Build trust with stakeholders
Engage in corporate citizenship
Improve employee morale
Enhance the companys reputation
Advance core business opbjectives
Gain insight from know-how of partner
Source Business Guide to Partnering with NGOs
and the United Nations
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Business-NGO partnerships go far beyond
traditional philanthropy but are rarely pure
businessDistribution of partnership by purpose,
percent
Advocacy and awareness
15
10
11
8
Philanthropy and Social Investment
Core business
5
21
26
None of the stated purposes
4 Source Business Guide to Partnering with
NGOs and the United Nations
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Reasons not to enter into partnerships are often
very realQuestion Which of the following
reasons, if any, would limit your ability to
partner with an NGO or the UN in the future?
Do not expect the partnership to be mutually
beneficial
Not enough senior mgmt support at our company
Too few resources to do so at this stage
No common areas for collaboration
Other
Source Business Guide to Partnering with NGOs
and the United Nations
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Environmental protection and education are
leading areas of partnership.Africa and Asia are
benefiting the least from innovative partnerships.

• Global partnerships
• Partnerships with global NGOs were half global
  and half local in nature but global partnerships
  had the highest impact scores
• Most common areas of partnerships globally are in
  the area of environmental protection (33)
  global solutions for global problems
• Local partnerships
• Local partnerships represented two-thirds of the
  surveyed partnerships
• Latin America was the region with most
  local/regional Hidden Gems (40), while the
  least developed region had the fewest - Africa 5
  and Asia 15
• Most common areas of local partnerships are in
  the education sector (39)

Source Business Guide to Partnering with NGOs
and the United Nations
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High-scoring partnerships are demonstrated in key
MDG areas with entrepreneurship as a key area
of success
Source Business Guide to Partnering with NGOs
and the United Nations
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The Dalberg/Global Compact/FT list of Great
Global NGOs to partner with
Global NGOs Action Aid Amnesty
International CARE Caritas Conservation
International EarthWatch Environmental
Defense Greenpeace Habitat for Humanity IFRC ICRC
Save the Children SOS Kinderhof The Nature
Conservancy Transparency International World
Resources Institute WWF
UN Agencies FAO ILO UNDP UNEP UNESCO UNGC UNHCR U
NICEF USAID WFP
Business NGOs GBC HIV/AIDS IBLF Lions Club
International Rotary International TechnoServe WBC
SD
Government Agencies GTZ USAID

• Each partnerships is rated on four dimensions
• Accountability
• Adaptability
• Communication
• Execution

This list is top-scorers not
ranked Source Business Guide to Partnering with
NGOs and the United Nations
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Examples of partnerships between companies and
ENGOs

• Agriculture Fisheries Worldwide
• CI works with McDonalds to develop
  environmentally and socially responsible
  food-sourcing guidelines for agriculture and fish
  products.
• This initiative encourages environmentally
  friendly practices and processes within the
  agriculture, fishing, and food processing
  industries

Conservation International

• Conservation Worldwide
• Since 1992, Mitsubishi has sent staff from its
  offices as volunteers to assist biologists,
  research doctors, and specialists on Earthwatch
  conservation projects worldwide.
• Mitsubishi also supports the African Fellowships
  Program and coral reef research worldwide

Earthwatch
WWF

• Environmental Protection Worldwide
• In June 2006, Nokia and WWF signed a three-year
  agreement to build employee environmental
  awareness and responsibility and to help Nokia
  managers include environmental sustainability in
  their normal business practices.
• WWF will also start to support Nokia in its
  current environmental focus areas, which are
  energy efficiency, substance management, and take
  back and recycling.

Emirates Environmental Group

• Water United Arab Emirates
• In partnership with Grohe Water Technologies the
  Get Water Wise and Win a competition was
  launched to inform about the status of water in
  the region and to commemorate the start of the
  International Decade of Action for Water for
  Life.
• The project included an awareness campaign and
  competition for the youth. Fifty thousand copies
  of a leaflet were mailed out to nearly 500 public
  and private schools.

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Final thoughts

• Governance disclosure is an area of particular
  concern to business partners (only about half of
  the global NGOs shared corporate governance
  guidelines and only a third defined independence
  of board members)
• Todays challenges are too complex for any sector
  to handle it alone
• Partnerships between companies and the UN or NGOs
  can generate new ideas, insights and a
  combination of skill-sets that helps all sides
  deliver more effectively on common objectives
• Initial barriers of distrust can be overcome by
  meeting each other, recruiting across sectors and
  the realization that both commercial
  opportunities and societal needs are mutually
  reinforcing
• Partnerships need to be carefully planned,
  governed and monitored to ensure success
• Every partnership starts with a great idea, a
  good relationship, and the commitment to deliver

Those interested in a copy of the full The
Business Guide to Partnering with NGOs and the
UN can obtain one via Greenleaf Publishing in
the UK http//www.greenleaf-publishing.com oOo
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ANNEX
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Combined scores of top global NGO partners
14,4
Lions Club International
Environmental Defense
WRI
TechnoServe
Rotary International
GBC HIV/AIDS
Conservation International
WWF
CARE
Greenpeace
Earthwatch
WBCSD
UNESCO
FAO
The Nature Conservancy
UNHCR
GTZ
UNICEF
USAID
Action Aid
Transparency International
IBLF
ILO
UNGC
ICRC
WFP
UNEP
UNDP
Caritas
Save the Children
Habitat for Humanity
Amnesty International
SOS Children Villages
IFRC
Source Business Guide to Partnering with NGOs
and the United Nations
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Partnership Projects to Achieve the Millennium
Development Goals

• Goal 1 Eradicate extreme poverty and hunger
• In December 2002, TNT and WFP launched a
  ground-breaking, multi-million dollar
  partnership, called Moving the World, to help
  fight global hunger. TNT is committed to sharing
  its highly qualified staff, skills and resources
  in transportation and logistics to generate cash
  and in-kind donations. http//www.movingtheworld.o
  rg/
• Goal 2 Achieve universal primary education
• initiative SchoolNet Africa, together with the
  International Development Research Centre (IDRC)
  and Hewlett-Packard, with the goal of obtaining
  200,000 PCs for 20,000 African schools in 15
  countries within the next two years.
  www.schoolnetafrica.net/
• Goal 3 Promote gender equality and empower women
• A partnership between the United Nations Women's
  Development Fund (UNIFEM) and Calvert - the
  largest family of socially responsible mutual
  funds in the United States - is advancing the
  first comprehensive code of corporate conduct
  focusing on gender equality and women's
  empowerment. This initative is embraced by large
  companies such as starbucks. http//www.calvert.c
  om/womensPrinciples.html
• Goal 4 Reduce child mortality
• Global Polio Eradication Initiative Innovative
  partnership efforts have included a financing
  mechanism whereby UNF, the Bill and Melinda Gates
  Foundation, Rotary International and CDC will
  "buy down" the IDA loans from the World Bank
  provided to Pakistan, Nigeria and Afghanistan to
  procure oral polio vaccine, and effectively turn
  the loans to grants, as well as successful
  outreach to new partners such as the African
  Union, the G8, the European Union, the
  Organization of the Islamic Conference, the
  Organisation Internationale de la Francophonie,
  and the Commonwealth. http//www.polioeradication.
  org/
• Goal 5 Improve maternal health
• MTCT-Plus is a major program designed to link
  prevention with care and treatment for
  HIV-infected women and their families in the
  poorest countries. Coordinated by the Mailman
  School of Public Health at Columbia University,
  the initiative is currently being supported by a
  coalition of foundations Bill Melinda Gates,
  William and Flora Hewlett, Robert Wood Johnson,
  Henry J. Kaiser Family, John D. and Catherine T.
  MacArthur, David and Lucille Packard,
  Rockefeller, Starr, the UN Foundation, the
  Elizabeth Glaser Pediatric AIDS Foundation, as
  well as JSI Research, Training Institute,
  Médecins Sans Frontières (MSF), USAID, UNAIDS,
  UNICEF, UNFPA and WHO. http//www.columbia-icap.or
  g/whatwedo/mtctplus/index.html

Source http//www.un.org/unfip/YCompendiaOfPartn
erProjects.htm
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Partnership Projects to Achieve the Millennium
Development Goals, cont.

• Goal 6 Combat HIV/AIDS, malaria and other
  diseases
• In June 2001, the Joint United Nations Programme
  on HIV/AIDS (UNAIDS) announced a partnership with
  the Coca-Cola Africa Foundation to help
  coordinate local support for AIDS programmes in
  Africa through the Coca-Cola system. This system
  includes not only the Coca-Cola Company itself
  but also local bottling partners.
  http//www2.coca-cola.com/citizenship/africa_progr
  am.html
• The Global Media AIDS Initiative, currently
  chaired by Bill Roedy of MTV Networks
  International, has developed a number of
  programmes, such as the Russian Media Partnership
  (RMP) to Combat HIV/AIDS, the first nationwide,
  coordinated, cross-market, cross-platform public
  awareness campaign on HIV/AIDS in Russia. A
  Public Education Partnership to Combat AIDS in
  India has also resulted from GMAI, while CCTV and
  MTV have partnered to address HIV/AIDS in China.
  www.stayingalive.org
• Goal 7 Ensure environmental sustainability
• Footprint Neutral was launched in 2005 and
  modeled on a successful pilot project by BP,a
  leading global energy business, and the
  Commonwealth Bank in Australia. In this, the
  extra money paid by consumers for 'BP Ultimate
  gasoline' was invested in projects to offset the
  effects of its use. Tangible achievements will
  emerge in the near future.
• India Solar Project A four-year, 7.6 million
  solar loan programme has recently been launched
  to help accelerate the market for financing
  solar home systems in southern India. The project
  is a partnership between UNEP and two of India's
  major banking groups, Canara Bank and Syndicate
  Bank. It aims to assist these banks to develop
  lending portfolios targeted at financing solar
  home systems by providing an interest rate
  subsidy to lower the cost of financing.
  http//www.uneptie.org/energy/act/fin/india/
• Goal 8 Develop a global partnership for
  development
• E7 is a joint initiative of nine leading
  electricity suppliers AEP (US), Electricité de
  France (France), Enel (Italy), Hydro-Quebec
  (Canada), Kansai Electric Power (Japan), Ontario
  Power Generation (Canada), RWE (Germany),
  ScottishPower (UK) and Tokyo Electric Power
  (Japan). The purpose of the initiative is to
  provide information and expertise on the
  efficient generation and use of electricity to
  assist developing countries in strengthening
  their human capabilities. www.e7.com
• Cisco Systems, Inc and UNDP jointly launched the
  Least Developed Countries (LDCs) Initiative. The
  partners established 200 academies in 40 LDCs
  with over 10,000 students enrolled and an
  outstanding achievement of 30 female
  participation, a total of 2,901 female graduates.
  The Networking Academy Program provides students
  with skills that enable them to design build and
  maintain computer networks. http//www.cisco.com/e
  n/US/learning/netacad/index.html

Source http//www.un.org/unfip/YCompendiaOfPartn
erProjects.htm
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