1. Strategic alliances Examples Not-for profit Cordaid / HIVOS andPrivateManobiBy Deem Vermeulen, Teamleader International Programmes IICD Daniel Annerose, CEO, Manobi

2. Agenda 1. Strategic Alliances in general 2. Cooperation with non-profit organisation like Cordaid and HIVOS 3. 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 1. Intro general strategy IICD (only 1 slide) 2. ‘Type’ of partners 3. Objective of cooperation 4. Different roles of different players 5. Trends which may determine direction of development of strategic alliances for non-profit organisations 6. Consequences for strategic alliances for non-profit organisations

4. General strategy in broad terms IICD strategy hinges around: Country programmes Country programmes Thematics 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 IICD’s 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 Country partners and Enabling partners Enabling partners

6. Country partners 1. No demand or activities without country partners 2. Link to (poor) end-users Who are our country partners Project partners – development / implementation ICT-enabled projects Project partners – development / implementation ICT-enabled projects Training partners – organisation and delivery of ICT-related skills and knowledge for other partners Training partners – organisation and delivery of ICT-related skills and knowledge for other partners Knowledge sharing partners – exchange knowledge and experiences (IN-country networking) Knowledge sharing partners – exchange knowledge and experiences (IN-country networking) M&E partners – measurement efficiency IICD, (development) impact and end-user satisfaction M&E partners – measurement efficiency IICD, (development) impact and end-user satisfaction

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

8. General aim of cooperation with enabling partners Expertise – knowledge Expertise – knowledge Funds to realise our programme (country programmes as well as knowledge sharing) Funds to realise our programme (country programmes as well as knowledge sharing) Networking Networking Usually a mix Usually a mix

9. Roles of different type of enabling partners Public sector Financial 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 Within development organisations at global level at global level ICTs in itself (technology might stimulate some developments) 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 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 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 More organisations are becoming involved in ICTs, which requires expertise The importance of ICTs as separate sector is diminishing 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. Quality of work will become more important, which required specific expertise in the combination ICTs and sector. Results is what counts (professionalisation) 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). 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) Globalisation (more communication and knowledge is required)

13. Changes due to ICTs in itself Knowledge Data + meaning information Two way traffic communication

14. Consequences for strategic alliances, specifically for non-profit sector ICTs is becoming more important, but ….. ICTs is becoming more important, but ….. less visible less visible More expertise required by organisations to integrate ICTs in core activities (read non-ICT activities) More expertise required by organisations to integrate ICTs in core activities (read non-ICT activities) Define the added value of the organisations Define the added value of the organisations More emphasis on checks and balances (impact, M&E et cetera) More emphasis on checks and balances (impact, M&E et cetera) The world is a network in which ……. The world is a network in which ……. exchange of information and communication is of crucial importance. 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) We also signed a strategic alliance with other Dutch organisations (HIVOS and PSO) Cooperation with Cordaid since 2002 Cooperation with Cordaid since 2002 Funds involved: Funds involved: 2,1 million Euros Cordaid and 2,1 million Euros Cordaid and 2,8 million Euros IICD over five yearn period 2,8 million Euros IICD over five yearn period Cooperation in Bolivia, Ghana. Tanzania, Uganda and Zambia. Cooperation in Bolivia, Ghana. Tanzania, Uganda and Zambia. Sectors of market access (Bolivia and Ghana) and health (Eastern and Southern Africa). 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 Different partner Specific knowledge about the sector Specific knowledge about the sector Finances Finances Visibility of IICD in the Dutch donor community Visibility of IICD in the Dutch donor community Visibility of ICTs in the development process Visibility of ICTs in the development process Recognition of the activities we do. 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) 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 is a katalysator of development processes by using ICTs IICD has the technical knowledge and expertise in ICTs4D IICD has the technical knowledge and expertise in ICTs4D IICD has partner networks in ICTs IICD has partner networks in ICTs Exchange of info is part of our strategy Exchange of info is part of our strategy

18. Cooperation with HIVOS Two country programmes (Zambia and Ecuador) in Livelihoods Two country programmes (Zambia and Ecuador) in Livelihoods Activities in the Netherlands (Fill the gap) Activities in the Netherlands (Fill the gap) South - South exchange South - South exchange Also orientation on Dutch community, which is not the case with Cordaid. HIVOS has a definite lobby and advocacy role 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. More orientation of exchange of information than with Cordaid. Partner network is different 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 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 piloting and experimenting with ICTs in socio-economic and political processes is driven by non-profits Often there are competing assumptions: “private sector is enough” and “non-profits and public sectors must take a lead role.” If we really believe this, where would we be today without Internet?

22. Charity What is the added value for private partner Source: MDF Employee volunteer scheme Good citizenship Motivator Profit driver

23. IICD brokers response to unmet local needs  knowledge-based  product-based  Financial investment-based 3 types of private/public sector partnerships Local partner(s) Private sector partner(s)

24. Knowledge-based PPPs Responding to broad-based knowledge needs through strategic partnerships Responding to broad-based knowledge needs through strategic partnerships Service-level alliances Service-level alliances Advisory projectsAdvisory projects South-South workshop participation and facilitationSouth-South workshop participation and facilitation ResearchResearch Advisory notesAdvisory notes Community of practiceCommunity of practice