Strategic alliancesStrategic alliances

ExamplesExamplesNot-for profit Not-for profit

Cordaid / HIVOSCordaid / HIVOSand and

Private Private ManobiManobi

ByByDeem Vermeulen, Deem Vermeulen, Teamleader International Teamleader International Programmes IICDProgrammes IICD

Daniel Annerose, CEO, Daniel Annerose, CEO, ManobiManobi

AgendaAgenda

1.1. Strategic Alliances in general Strategic Alliances in general

2.2. Cooperation with non-profit organisation like Cordaid Cooperation with non-profit organisation like Cordaid and HIVOSand HIVOS

3.3. Cooperation with private partner, such as ManobiCooperation with private partner, such as Manobi

Strategic Alliance in generalStrategic Alliance in general

Aim: Exchange ideas about developments in strategic Aim: Exchange ideas about developments in strategic alliances with Northern partners. Input: Cordaid and alliances with Northern partners. Input: Cordaid and Hivos experienceHivos experience

1.1. Intro general strategy IICD (only 1 slide)Intro general strategy IICD (only 1 slide)

2.2. ‘‘Type’ of partnersType’ of partners

3.3. Objective of cooperation Objective of cooperation

4.4. Different roles of different playersDifferent roles of different players

5.5. Trends which may determine direction of development of Trends which may determine direction of development of strategic alliances for non-profit organisationsstrategic alliances for non-profit organisations

6.6. Consequences for strategic alliances for non-profit Consequences for strategic alliances for non-profit organisationsorganisations

General strategy in broad termsGeneral strategy in broad terms

IICD strategy hinges around:IICD strategy hinges around:• Country programmesCountry programmes• ThematicsThematics

Country programmes is what we do ‘on the ground’ in the Country programmes is what we do ‘on the ground’ in the respective focal countries.respective focal countries.

Thematics is to Thematics is to harvest and disseminate the evidence and harvest and disseminate the evidence and learninglearning from from country programmescountry programmes. Thematics contributes . Thematics contributes to IICD’s base of expertise that can be re-invested in new to IICD’s base of expertise that can be re-invested in new and existing activitiesand existing activities

With whom is IICD cooperatingWith whom is IICD cooperating

General distinction between:General distinction between:• Country partners andCountry partners and• Enabling partnersEnabling partners

Country partnersCountry partners

1.1. No demand or activities without country partnersNo demand or activities without country partners

2.2. Link to (poor) end-usersLink to (poor) end-users

Who are our country partnersWho are our country partners• Project partnersProject partners – development / implementation ICT-enabled projects– development / implementation ICT-enabled projects

• Training partnersTraining partners – – organisation and delivery of ICT-related skills and organisation and delivery of ICT-related skills and knowledge for other partnersknowledge for other partners

• Knowledge sharing partnersKnowledge sharing partners – – exchange knowledge and experiences exchange knowledge and experiences (IN-country networking)(IN-country networking)

• M&E partnersM&E partners – – measurement efficiency IICD, (development) impact and measurement efficiency IICD, (development) impact and end-user satisfactionend-user satisfaction

Who are our enabling partnersWho are our enabling partners

• Public sectorPublic sector: financial investment in socio-economic : financial investment in socio-economic development development

• e.g. DGIS, DFID, SDC.e.g. DGIS, DFID, SDC.

• Non-profit sectorNon-profit sector: knowledge sharing and joint ventures : knowledge sharing and joint ventures (network of grassroots based organisations)(network of grassroots based organisations)

• e.g. Hivos, Cordaid, PSO, Oneworld, Bellanet, SchoolNet Africa e.g. Hivos, Cordaid, PSO, Oneworld, Bellanet, SchoolNet Africa

• Private sectorPrivate sector: ICT expertise and resources : ICT expertise and resources • e.g. Cap Gemini, Ordina, Interaccess, Manobi e.g. Cap Gemini, Ordina, Interaccess, Manobi

General aim of cooperation with enabling partnersGeneral aim of cooperation with enabling partners

• Expertise – knowledgeExpertise – knowledge• Funds to realise our programme (country programmes Funds to realise our programme (country programmes

as well as knowledge sharing)as well as knowledge sharing)• NetworkingNetworking• Usually a mixUsually a mix

Roles of different type of enabling partners

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

Recent developments non-profit Recent developments non-profit

Detection of recent developments which (partly) determines Detection of recent developments which (partly) determines in which direction strategic alliances are developing in which direction strategic alliances are developing (specifically for non-profit organisations) (specifically for non-profit organisations)

• Within development organisationsWithin development organisations• at global levelat global level• ICTs in itself (technology might stimulate some developments)ICTs in itself (technology might stimulate some developments)

Trends in development organisationsTrends in development organisations

• ICTs is becoming an ICTs is becoming an integral part of core activitiesintegral part of core activities of of organisations. organisations.

• ICTs is more and more ICTs is more and more recognised as a toolrecognised as a tool to facilitate to facilitate development processes, which means thatdevelopment processes, which means that

• More organisationsMore organisations are becoming are becoming involved in ICTsinvolved in ICTs, , which requires expertisewhich requires expertise

• The importance of The importance of ICTs as separate sector is diminishingICTs as separate sector is diminishing• Quality of work will become more importantQuality of work will become more important, which , which

required specific expertise in the combination ICTs and required specific expertise in the combination ICTs and sector.sector.

• ResultsResults is what counts (professionalisation) is what counts (professionalisation)

Trends in ICT4Dev at global levelTrends in ICT4Dev at global level

• Increasing recognition that reality is complex and that Increasing recognition that reality is complex and that organisations need to interact in order to book results organisations need to interact in order to book results (networking; multi actors; SWOP).(networking; multi actors; SWOP).

• Globalisation (more communication and knowledge is Globalisation (more communication and knowledge is required)required)

Changes due to ICTs in itselfChanges due to ICTs in itself

KnowledgeKnowledge

Data + meaningData + meaning

informationinformation

Two way traffic Two way traffic communicationcommunication

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

• ICTs is becoming more important, but …..ICTs is becoming more important, but …..• less visibleless visible• More More expertise required by organisationsexpertise required by organisations to integrate to integrate

ICTs in core activities (read non-ICT activities)ICTs in core activities (read non-ICT activities)• Define theDefine the added value of the organisations added value of the organisations• More More emphasis on checks and balancesemphasis on checks and balances (impact, M&E et (impact, M&E et

cetera)cetera)• The world is a The world is a networknetwork in which ……. in which …….• exchange of information and communicationexchange of information and communication is of crucial is of crucial

importance.importance.

Facts cooperation with Cordaid Facts cooperation with Cordaid

• We also signed a strategic alliance with other Dutch We also signed a strategic alliance with other Dutch organisations (HIVOS and PSO)organisations (HIVOS and PSO)

• Cooperation with Cordaid since 2002Cooperation 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 period2,8 million Euros IICD over five yearn period

• Cooperation in Bolivia, Ghana. Tanzania, Uganda and Cooperation in Bolivia, Ghana. Tanzania, Uganda and Zambia.Zambia.

• Sectors of market access (Bolivia and Ghana) and Sectors of market access (Bolivia and Ghana) and health (Eastern and Southern Africa).health (Eastern and Southern Africa).

Added value for IICDAdded value for IICD

Cooperation is on the basis of complementarities of the two Cooperation is on the basis of complementarities of the two organisations (added value)organisations (added value)

• Different partnerDifferent partner• Specific knowledge about the sectorSpecific knowledge about the sector• FinancesFinances• Visibility of IICD in the Dutch donor communityVisibility of IICD in the Dutch donor community• Visibility of ICTs in the development processVisibility of ICTs in the development process• Recognition of the activities we do.Recognition of the activities we do.

Added value for CordaidAdded value for Cordaid

• Bridge between civil society and government (civil Bridge between civil society and government (civil society and government need each other in order to society and government need each other in order to book results)book results)

• IICD is a katalysator of development processes by using IICD is a katalysator of development processes by using ICTsICTs

• IICD has the technical knowledge and expertise in IICD has the technical knowledge and expertise in ICTs4DICTs4D

• IICD has partner networks in ICTsIICD has partner networks in ICTs• Exchange of info is part of our strategyExchange of info is part of our strategy

Cooperation with HIVOSCooperation with HIVOS• Two country programmes (Zambia and Ecuador) in Two country programmes (Zambia and Ecuador) in

LivelihoodsLivelihoods• Activities in the Netherlands (Fill the gap)Activities in the Netherlands (Fill the gap)• South - South exchangeSouth - South exchange• Also orientation on Dutch community, which is not the Also orientation on Dutch community, which is not the

case with Cordaid. HIVOS has a definite lobby and case with Cordaid. HIVOS has a definite lobby and advocacy roleadvocacy role

• More orientation of exchange of information than with More orientation of exchange of information than with Cordaid.Cordaid.

• Partner network is differentPartner network is different

Advantages for IICDAdvantages for IICD

Almost the same as with CordaidAlmost the same as with Cordaid

Public Private partnershipsPublic Private partnerships

Why private and non-profit?Why private and non-profit?

• 90% of technological innovation stems from the private 90% of technological innovation stems from the private sectorsector

• piloting and experimenting with ICTs in socio-economic piloting and experimenting with ICTs in socio-economic and political processes is driven by non-profitsand political processes is driven by non-profits

Often there are competing assumptions: “private sector is enough” Often there are competing assumptions: “private sector is enough” and “non-profits and public sectors must take a lead role.” If we really and “non-profits and public sectors must take a lead role.” If we really believe this, where would we be today without Internet?believe this, where would we be today without Internet?

CharityCharity

What is the added value for private partnerWhat is the added value for private partner

Source: MDFSource: MDF

Employee volunteer schemeEmployee volunteer scheme

Good citizenshipGood citizenship

MotivatorMotivator

Profit driverProfit driver

IICD brokers response to unmet local needsIICD brokers response to unmet local needs

knowledge-basedknowledge-based

product-basedproduct-based

Financial investment-basedFinancial investment-based

3 types of private/public sector partnerships3 types of private/public sector partnerships

Local Local partner(s)partner(s)

Private Private sector sector

partner(s)partner(s)

Knowledge-based PPPsKnowledge-based PPPs

• Responding to broad-based knowledge needs Responding to broad-based knowledge needs through strategic partnershipsthrough strategic partnerships

• Service-level alliancesService-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