Country Strategies for

1
Country Strategies for working with Business
Sector - break out session 1 -
C.O.
S T R A T E G Y
2
Your C.O. Strategy

• Several RBEC country offices
• have completed strategies, or
• are in the process of completing strategies
• Whatever the stage your C.O. is at
• this session is for you to share your strategic
  thinking
• We are asking you to split into 4 sub-regional
  break-out rooms and spend an hour
• Considering the way forward for your C.O.,
• Sharing your thoughts within these break-out
  groups

C.O.
S T R A T E G Y
3
UNDP Bosnia Herzegovina

• ltExample Presentationgt

C.O.
S T R A T E G Y
4
Your C.O. Strategy

• What are we asking you to consider?
• External environment/ Market Analysis ?
• Internal Analysis ?
• C.O. Objectives ?
• - setting up your C.O. for partnerships
• - entry points
• 4. Support needed C.O. ?
• 5. Details action plans ?
• Not enough time to
  consider Step 5 today

C.O.
S T R A T E G Y
5
1. External/ Market Analysis

• What opportunities/ threats face your C.O.
  working in the private sector area?
• The private sector in your country
• Government interest/ attitudes in this area?
• Work of other UN, multilateral and bilateral
  agencies?
• CSR orientated NGOs operating in this area?

C.O.
S T R A T E G Y
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1. External/ Market Analysis

• A market analysis might consider
• Which businesses could you approach to work
  with?
• Strong sectors Oil? Mining? Agriculture? etc
• Types of business Multinationals? Nationals?
  SMEs?
• Business associations and Chambers of Commerce?
• What resources could business partners bring?
• financial and
• other resources? (managerial, logistics,
  expertise)
• what are the businesss core competencies?
• What is the national business culture and
  values
• Does this suggest risks or opportunities of
  UNDPs work?

C.O.
S T R A T E G Y
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2. Internal C.O. analysis

• What strengths weaknesses does your C.O. have
  for working in the private sector area?
• Private sector project experience to date?
• C.O. relationships in the private sector area?
• with businesses/ business associations
• with Government in this area?
• with other organizations?
• Skills, experience, training of C.O. staff?

C.O.
S T R A T E G Y
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2. Internal C.O. analysis

• Time availability to pursue private sector work?
• of C.O. focal point?
• of other staff?
• Culture of Country Office?
• Support provided by C.O. leadership?
• Attitudes among staff to private sector?

C.O.
S T R A T E G Y
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3. Setting C.O. objectives
Internal analysis
External analysis
C.O.
S T R A T E G Y

• Objectives
• - setting up C.O.
• - entry points
• support needed

10
3. Setting C.O. objectives

• Setting up your office for Partnerships
• Briefing C.O. leadership on benefits of working
  with business
• Internal C.O. learning/ training sessions?
• Training/ capacity building
• Carrying out a detailed mapping of your external
  environment?
• Clarifying/ documenting your C.O. strategy?
• Connecting with other parts of the RBEC/ UNDP
  network?
• Staff exchanges with other C.O.

C.O.
S T R A T E G Y
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3. Setting C.O. objectives

• Entry points to partnerships?
• Global Compact launch/ network meetings
• Unleashing Entrepreneurship report launch
• Meetings / events with Business Associations /
  Chamber of Commerce
• Meetings / luncheons with specific business
  leaders
• Target specific companies informational
  meetings to get to know each other, build
  relationship
• Presentation of NHDR / UNDP country activities
• Support to private sector development entry
  points
• Facilitate dialogue with government / NGOs

C.O.
S T R A T E G Y
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3. Setting C.O. objectives

• Set 3, 6 and 12 month objectives
• 2 4 at each milestone
• Objective should be realistic/ achievable
• Also should be specific measurable
• Especially shorter term objectives
• Draft objectives only
• to be confirmed with your C.O. after this
  workshop

C.O.
S T R A T E G Y
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4. C.O. support needed

• What support do you think you will need to
  achieve your objectives?
• From within your C.O.?
• Within your country external to UNDP?
• From other RBEC C.O.?
• From RBEC regional bureau?
• From BRSP Division for Business Partnerships?

C.O.
S T R A T E G Y
14
Suggested presentation format
External/ Market Analysis
C.O.

• Opportunities
• 1st
• 2nd
• 3rd
• 4th

Threats/ risks 1st 2nd 3rd 4th

S T R A T E G Y
15
Suggested presentation format
Internal Analysis
C.O.

• Strengths
• 1st
• 2nd
• 3rd
• 4th

Weaknesses 1st 2nd 3rd 4th
S T R A T E G Y
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Suggested presentation format
Objectives
C.O.

• Objectives
• 3 month
• 6 month
• 12 month

Support needed ? ? ? ? ? ?
S T R A T E G Y
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Break-out groups

• Melody Suite
• Armenia
• BiH
• Kosovo
• Lithuania
• Russia

• Room 2
• Azerbaijan
• Bulgaria
• Georgia
• Serbia and Montenegro

C H A L L E N G E S

• Room 4
• - Croatia
• Kyrgyzstan
• Moldova
• Poland
• Turkey

• Room 3
• Belarus
• Kazakhstan
• Latvia
• Macedonia
• Ukraine

18
Partnership Challenges

• Break-out group presentations
• What you consider to be the key challenges in
  developing business partnerships for development
• Methods/ tactics to overcome these challenges,
  and
• Further information and support needed to
  overcome challenges
• You have 1 hour to discuss/ develop this
  presentation

C H A L L E N G E S
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Your C.O. Strategy

• Expectations from RBEC leadership
• You update C.O. staff and RR on workshop
• Working with C.O. staff and RR develop C.O.
  private sector strategy
• Support from RBEC regional practice,
• BRSP not got capacity to support in detail
• However RBEC HQ (i.e. Andrew) able to support
• Providing information available at HQ
• (and putting on intranet)
• Andrew to discuss support with BRSP at regular
  intervals
• Discuss draft strategies documents
• over email/ over the phone
• What time deadline?

C.O.
S T R A T E G Y
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C.O.
Any questions?
S T R A T E G Y