Partnership Advisory Group 4, Rome

Evaluating progress and process

Independent Evaluation: the ASGM partnership area:

– One of the largest partnership areasOne of the largest partnership areas– Complex technical and social issuesComplex technical and social issues– Many actions already underwayMany actions already underway– Potential for considerable impactPotential for considerable impact

terms of reference• Identification of the partnership area’s main Identification of the partnership area’s main

achievements, challenges and lessons learned to date, achievements, challenges and lessons learned to date, including: including:

– Partnership outcomes Partnership outcomes – Partnering processesPartnering processes– Communications and participationCommunications and participation

• Guidance to: Guidance to: – improve communication between partners, improve communication between partners, – enhance the participation and engagement of current and enhance the participation and engagement of current and

prospective partners (in particular the private sector)prospective partners (in particular the private sector)

Methodology

• 12 people consulted via email & face-to-face interviews:12 people consulted via email & face-to-face interviews:– Academic (2), Civil Society (3), Government (4), Academic (2), Civil Society (3), Government (4),

Intergovernmental (2) & Private Sector (1)Intergovernmental (2) & Private Sector (1)• Attended 10th International Conference on Mercury as a Attended 10th International Conference on Mercury as a

Global Pollutant in Halifax, CanadaGlobal Pollutant in Halifax, Canada• Review of relevant documentation & websitesReview of relevant documentation & websites• Follow-up online survey of draft findings & Follow-up online survey of draft findings &

recommendations:recommendations:– 34 respondents: 34 respondents: Academic (3), Civil society (8), Academic (3), Civil society (8),

Government (15), Intergovernmental (6) & Private Government (15), Intergovernmental (6) & Private sector (2)sector (2)

• Type I: Type I: formal, negotiated formal, negotiated commitments between governmentscommitments between governments

• Type II:Type II: non-negotiated partnerships non-negotiated partnerships between governments, between governments, intergovernmental agencies, private intergovernmental agencies, private sector and civil societysector and civil society

“…voluntary and collaborative relationships between various parties, both public and non-public, in which all participants agree to work

together to achieve a common purpose or undertake a specific task and, as mutually agreed, to share risks and responsibilities,

resources and benefits…”

Understanding UN Partnerships

What is a Strategic Partnership?

• Key indicators of an effective strategic partnership:Key indicators of an effective strategic partnership:– Agreement on a common agenda within a unified Agreement on a common agenda within a unified

framework of action with a set of shared goalsframework of action with a set of shared goals– Evidence of sharing & exchanging resources & information, Evidence of sharing & exchanging resources & information,

maximizing value of all partner contributionsmaximizing value of all partner contributions– Realization of each partner’s specific organizational Realization of each partner’s specific organizational

priorities & objectivespriorities & objectives– Achievement of results that one partner working alone Achievement of results that one partner working alone

could not achievecould not achieve– Delivery of new, expanded or improved programmes & Delivery of new, expanded or improved programmes &

projectsprojects

Level of Interdependence & Blurred Branding

Different Dynamics & Constructs

Building Partnerships for Development in Water & Sanitation (BPD)

Greater Commitments

Level of Risk and Reward

Generally more specific deliverables

Different accountabilities

Joint Ventures &

New Institutions

PartnershipsProjectsDialogue

Partnership Objectives

Building Partnerships for Development in Water & Sanitation (BPD)

Changing SystemsChanging Behaviours

Capacity BuildingInfrastructure

Service Provision

Systemic ChangeSpecific Task-Oriented Assistance

Partnerships can focus on a range of different objectives & can evolve or overlap:

• achieve a specific task such as developing infrastructure or new services

• capacity-build (e.g. train local government officials or community workers)

• change behaviours (e.g. educate about HIV/AIDS prevention)• work for broader policy change (e.g. through new legislation)

The Partnership Cycle1. Preparation1. Preparation

2. Start-up2. Start-up

3. Maintenance3. Maintenance

4. Mainstreaming & Further Action

4. Mainstreaming & Further Action

1.1 Reviewing the context

1.2 Selecting partners

1.3 Assessing incentives

2.1 Agreeing roles/responsibilities

2.2 Setting up mechanisms forworking together

2.3 Allocating resources

2.4 Signing a partnership agreement

3.1 Promoting accountability

3.2 Ensuring engagement

4.1 Institutionalizing

4.2 Exiting/moving on

Source: Leda Stott, Consultant in Cross-sector Partnerships, Madrid

What is the ASGM Partnership?

What is the ASGM Partnership?• ASGM advocacy network & ASGM advocacy network &

communication channelcommunication channel• ASGM information generator ASGM information generator

& think-tank& think-tank• ASGM awareness-raising ASGM awareness-raising

instrument:instrument:– Health protection of mining Health protection of mining

& surrounding communities& surrounding communities– Reduction of global impactsReduction of global impacts– Sector as ‘job provider’Sector as ‘job provider’– Social responsibility Social responsibility

potentialpotential

• Annual ASGM stakeholder Annual ASGM stakeholder engagement meetingengagement meeting

• ASGM data clearing house & ASGM data clearing house & information exchange platforminformation exchange platform

• Means of identifying different Means of identifying different ASGM needs & challengesASGM needs & challenges

• Vehicle for implementing Vehicle for implementing effective & available solutionseffective & available solutions

• Post-INC: capacity building to Post-INC: capacity building to meet obligations of partiesmeet obligations of parties

Successful Partnership Outcomes• Raised Awareness about socio-economic development history & Raised Awareness about socio-economic development history &

potential of sectorpotential of sector• Emerging global database on activities & productsEmerging global database on activities & products• Global Forum: effective, multi-stakeholder processGlobal Forum: effective, multi-stakeholder process• Positive communication with miners & communitiesPositive communication with miners & communities• National strategic plans & mercury inventoriesNational strategic plans & mercury inventories• Encouraging stories from the Philippines:Encouraging stories from the Philippines:

– national multi-stakeholder consultation in neutral spacenational multi-stakeholder consultation in neutral space– progressive & engaged Dept. of Environment leadershipprogressive & engaged Dept. of Environment leadership

• Broadened focus: mining & processing dimensions, fair-mined Broadened focus: mining & processing dimensions, fair-mined gold labelgold label

• Enhanced northern government engagementEnhanced northern government engagement• Resource mobilization for Francophone AfricaResource mobilization for Francophone Africa

Successful Partnership Outcomes

Challenges to Partnership Outcomes

Effective Partnering Processes• E-mail list serve E-mail list serve • Global Forum as potential Global Forum as potential

model for replication on model for replication on annual basisannual basis

• Global Forum & strategic Global Forum & strategic planning projects as planning projects as opportunities to generate opportunities to generate collaborative ASGM collaborative ASGM approachesapproaches

• Access to ASGM colleagues Access to ASGM colleagues working in fieldworking in field

• Mobilization of influential Mobilization of influential ASGM experts with field ASGM experts with field experienceexperience

• Action-oriented regional Action-oriented regional workshops useful for: workshops useful for: – cross-ministry cross-ministry

government participationgovernment participation– engagement of other engagement of other

appropriate stakeholders appropriate stakeholders (i.e., miner associations)(i.e., miner associations)

• Concrete projects provide: Concrete projects provide: – focus at country levelfocus at country level– mobilize key actors mobilize key actors

(particularly national (particularly national governments)governments)

Challenges to Partnership Processes

Priorities for Action• Broaden membership by Broaden membership by

partner type & geographypartner type & geography• Strengthen relationships with Strengthen relationships with

selected partnersselected partners• Adopt a more holistic Adopt a more holistic

‘sustainable development’ ‘sustainable development’ approach to ASGM & approach to ASGM & communicate this vision to all communicate this vision to all current partners & relevant current partners & relevant stakeholdersstakeholders

• Review Review leadership/management leadership/management structure & approach to structure & approach to strengthen partnership strengthen partnership processes & outcomesprocesses & outcomes

• Consider updating business Consider updating business plan in light of potential new plan in light of potential new structure/approachstructure/approach

• Present the (new) business Present the (new) business plan & concrete project plan & concrete project proposals to World Bank, GEF, proposals to World Bank, GEF, foundations, key bilateral foundations, key bilateral donorsdonors

• Recruit new private sector Recruit new private sector partners that can bring new partners that can bring new resources/competencies to resources/competencies to work in significant ASGM work in significant ASGM countriescountries

Key Conclusions & Next Steps

• Governance and management structure in place & revised Governance and management structure in place & revised business plan already developedbusiness plan already developed

• Ensure that strong leadership is maintained over the long term by Ensure that strong leadership is maintained over the long term by exploring potential to have full-time co-ordinatorexploring potential to have full-time co-ordinator

• Highlight best practice examples of effective partnership Highlight best practice examples of effective partnership communication, participation and resource mobilization (i.e., communication, participation and resource mobilization (i.e., appropriate role models)appropriate role models)

• Emphasize need to leverage success & sell proposals to Emphasize need to leverage success & sell proposals to prospective donors (some who may wish to become partners)prospective donors (some who may wish to become partners)

• Identify solutions that focus more on the challenges in achieving Identify solutions that focus more on the challenges in achieving partnership outcomespartnership outcomes