research on ngo-business partnerships with ecsad phase iii
DESCRIPTION
Slideshow on research into partnmerships between private companies and NGOs, especially ICCO and ICCO partners in Western AfricaTRANSCRIPT
Developing effective partnerships for development in Global Value
ChainsOnderzoek in samenwerking met
Presentatie in MT ICCO, 24 November 2009
Diederik de Boer, Rob van Tulder, Victor van der Linden
Agenda
• Overzicht van het onderzoekstraject– Research objective– 3 Fasen
• Resultaten – Resultaten/Lessen– Fase III (2008/2009)– Workshop Bamako– Rough Guide & Disseminatie
• Reflectie op samenwerking• Vervolgtraject• Discussie
Research objective
• Inzicht krijgen in mechanismen van NGO-private sector samenwerking in (inter)nationale waarde- ketens (value chains)
• Focus op 4 landen, meeste in West Afrika:- Ghana (Sorghum) / Guinness (en Vlisco)- Uganda (Katoen)/ Bo-Weevil- Burkina Faso / Mali (Mango’s)/ AgroFair- Burkina Faso (Katoen) / verschillende kopers
3 Fasen
• Fase I: Position Paper “Partnerships, Power and Equity in Global Commodity Chains…(see list of documents)” Begin analyse mango en katoenketens (2003-2004)
• Fase II: Desk research en veldbezoeken; evaluaties van partnerschappen in 3 landen, leidend tot een ‘Rough Guide’ voor partnerschappen in value chains (2005 – 2007)
• Fase III: Vervolgonderzoek, verdere evaluaties, leidend tot aanpassingen en aanvullingen Rough Guide (2007- 2009)
Fase I (2003-2004)
• In kaart brengen actoren• Eerste analyse van rollen, motieven en
verwachtingen van keten- en partnerschapactoren
• Strategien voor duurzaamheid in ‘international commodity chains’
• Inventarisatie sterktes / zwakheden van partnerschappen
• Research design van vervolgonderzoek
Fase II (2005-2007)
• Evaluatie-onderzoek inclusief 1e ronde case studies: Uganda (Katoen), Mali (Mango’s), Ghana (Sorghum) (NB: samenwerkingsverbanden in vroege fase van ontwikkeling)– Wie zijn de spelers in de keten?– Hoe verhouden zij zich tot elkaar?– Wat wordt er bedoeld met ‘duurzaam’?– Welke issues zijn het meest belangrijk?– Synthese van de 1e ronde case studies– Ontwikkeling framework “Rough Guide”
Fase III (2008-2009)
• Ontwikkeling van uiteindelijk framework van de Rough Guide
• Vervolgonderzoek en aanvulling op 2 hoofdpunten:– Impact assessment– Role of the private sector actor
• 2e ronde van in totaal 3 case studies (2 cases opnieuw bezocht: Ghana (sorghum) en Mali (mangos)). Nieuw: Burkina Faso (katoen)
• Disseminatie-traject (ICCO en breder)
Kenmerken van de onderzochte ketens:
1. Niche-markten (domestic, organisch en / of Fairtrade)2. Afgezonderd van de wereldmarkt (start-up fase)3. Machtsconcentratie vaak bij 1 enkel bedrijf4. Succesvolle ketens: dwz. poorest of the poor bereikt
(aantal boeren / families verschilt per case)5. Boeren en FBOs niet afhankelijk van 1 keten; vaak worden
diversificatie-opties gecreëerd door ketenfacilitatoren6. Issues o.a. : Kwaliteit, certificatie, capacity building,
kritische massa, regelmatige aanvoer; gebrek aan locale financiële instituties
Resultaten/Lessen
ICCO’s rol binnen partnerschappen:
1. Donor/Financier, Broker, Technical Expert en Technical Assistant
2. Motivatie: Kleine boeren markttoegang geven, om inkomensverbetering te realiseren
3. Doel: Duurzame ketens (verder) ontwikkelen4. Obstakels:
• Organisatie / prikkelen van FBOs• Zwakke partner (vooral coöperaties)• Continue dynamiek in keten/ partnerschap• Aarzelend vertrouwen in private actor• Teveel rollen (onduidelijkheid bij andere actoren)?
Resultaten/Lessen
Het bedrijfsleven binnen de partnerschappen:
1. Rol: Business Development 2. Motief: Toegang groot arsenaal van getrainde boeren
(niche), tevreden over kwaliteit (lokaal), CSR strategiën3. Doel: Verkrijgen van een kwalitatief goed product, maar
met oog op versterken van positie van boer4. Obstakels: Zwakke actor/ coöperatie frustreert business,
te weinig aanbod (geen economies of scale); NGO neemt deel onzekerheid weg
5. Observatie: Sterke controle op proces afhankelijk van de markt, bedrijfsmatige aanpak in beslissingen noodzakelijk
Resultaten/Lessen
Impact boeren / duurzame ontwikkeling:
1. Positief effecten merkbaar2. Nog steeds worsteling met ‘donor-cultuur’3. Afhankelijkheid van monopolist niet per se ervaren als
nadeel: ook zekerheid (bijv. Guinness in Ghana case)4. Visie / strategiën nodig op partnerschapsniveau mbt
vervolgstadia (schaal, diversificatie, waarde-toevoeging)5. Keten/Partnerschap moet meer aandacht besteden aan
crop rotation / diversificatie ivm sterke inbedding 6. Legitimiteit kan ontleend worden aan aandacht voor host-
country ontwikkelingsstrategie
Resultaten/Lessen
Lessons learned mbt partnerschappen (nadruk op NGO):1. SWOT eigen organisatie; risicoanalyse tav andere actoren
2. Communicatie open houden (er zijn verschillen)
3. Vertrouw in de business development rol van bedrijf4. Ontwikkel liefst geformaliseerde samenwerkingsvormen met alle
betrokken actoren, zoals MOU / contract (onderscheid keten / partnerschap; dit zijn (deels) andere actoren!)
5. Houd rekening met dynamiek: actoren komen en gaan; doelstelling keten / partnerschap gaat boven doelstellingen van individuele actoren
6. Visie houdt ook in: exit strategie!
7. Afhankelijk van in welke fase de keten zich bevindt (introduction, development, growth, maturity, repositioning) zal men zich minder of meer ambitieuze doelen kunnen stellen
8. De begeleiding en ontwikkeling van dit type partnerschappen kost veel tijd en kosten van de facilitator / broker
Resultaten/Lessen
Phase III (2008-2009)
• In-depth research on selected themes:– Risk assessment and sharing: business drivers of
companies– Socio-economic impact of the partnerships
• 3 case studies:– Organic Fairtrade mangos (Mali / Burkina Faso)– Organic Fairtrade cotton (Burkina Faso)– Sorghum (Ghana)
• Business drivers: strategic decision-making processes of private sector partners, understanding their motives and incentives How to select a viable private sector actor in the chain / the partnership?
• Explored in-depth in ‘The role of the private sector…’ (see list of documents); has led to Chapter 4 of new Rough Guide
Phase III (2008-2009)
• Socio-economic impact: a model has been developed to measure and monitor at this stage in the partnerships’ / chains’ lifecycle (no long term impact)
• Main focus: economic ‘upgrading’ opportunities provided by partnerships to smallholder farmers as chain actors
• Upgrading: actors improve their ability of moving to more efficient / more value-added activities, becoming profitable & resilient commercial producers
• 6 ‘Conditions for upgrading’ and 4 types of upgrading• Quantitative data as well as perceptions of stakeholders
(chain actors, chain service providers, chain facilitators)• Explored in-depth in: ‘Executive Summary…(see list of
documents)’• Has led to chapter 7 of the new Rough Guide
Phase III (2008-2009)
The role of the private sector actor
The following issues have been investigated for each company in the 3 value chains:
1. Business drivers• Commercially or CSR driven?• Which CSR strategy?
2. Chain governance• Roles: chain actor, facilitator, service provider• Governance regime in the chain (market, modular, relational,
captive, hierarchy)
3. Code of Conduct & Certification• Certification of product, actor, chain activity• In line with CSR strategy: Chain responsibility or chain liability?• Target markets• Certifying institutions
Tool: CSR strategies
Tool: Governance
Impact (upgrading)
• The partnerships and the chains have been ‘scored’ on each condition and each type of upgrading, leading to the following table:
Upgrading indicators Organic fair trade mango chain
Burkina Faso / Mali
Organic fair trade cotton-garment chain
Burkina Faso
Sorghum-beer chain
Ghana
Overall result
I. Conditions for upgrading1. Access to affordable capital or pre-finance2. Market stability (a) Demand predictability (b) Price level3. Innovation opportunities 4. Stability in socio-political environment 5. Horizontal integration 6. Vertical integration
II. Upgrading farms7. Process upgrading 8. Product upgrading 9. Functional upgrading 10. Inter-chain upgrading (a) Single crop (b) Farm level
+
-+
+/-+
+Captive
+/-+
+/-
++
+
-+
+/-+
+Relational
+/-+/-
-
+/-+
+
++
+/-+
+Captive
+/-+/-
-
-+
+
+/-+
+/-+
+
+/-+/-
-
+/-+
Dilemmas
• Phase III has yielded an additional document: “15 dilemmas for ICCO” (used in Workshop for DREO staff of June 23). Examples:
“Promoting pre-finance by the chain’s buyers, or commercial loans with rural banks?” “Empowerment or simply chain inclusion?”“Demanding a social orientation from private companies founded with NGO funding, or allowing them to operate freely as a commercial enterprise?”
Workshop Bamako, 9/10 November 2009
• Presenting findings of case studies and in-depth analysis
• Sharing knowledge between actors of 3 chains / partnerships
• Using Dilemmas & Rough Guide Summary (training and validation of ECSAD material)
• Presenting the project and outcomes of the workshop to external invitees
• Participants: Private sector / NGO / Producer Organizations / Service Providers from 4 countries, both within the 3 analysed chains and broader; 35 participants (over 80% of invitees)
An impression…
Evaluation
• “This workshop gives a good idea of the scale on which value chains can contribute to regional development”
• “This workshop has allowed a better understanding of the perspective of the private sector”
• “The research findings were clearly analysed, I learned many new concepts on value chains”
• “It was very enriching that 3 different VCs and 4 different countries could share knowledge”
• “Good that the exchange between Anglophone and Francophone regions was made possible”
Rough Guide
• REVISED; Currently has a DRAFT status• Summary has been made & used in Bamako• Can be used together with Dilemma-document• 10 chapters, in total 24 items:• Final output of the research project; final version
foreseen end 2009• To be used in final dissemination (early 2010)
Rough Guide
1.Taking a ‘Life Cycle’ view of sustainable global value chain development
2. Selecting viable, sustainable chains3. Linking issues and roles to life cycle phases4. Searching for a viable private sector actor in the chain5. Searching for viable partnership partners6. Partnership as a matter of strategic choice, governance
and positioning7. Measuring the impact of proposed partnerships for value
chain development8. Establishing the partnership9. Managing relations within the partnership10. Exit strategies
Reflectie op samenwerking
• Verloop van personeel aan beide zijden maakt dat zaken langer duren en soms moeizamer verlopen. Een vast project team kan dan uitkomsten bieden
• Dit kan ook verder verholpen worden als er meer wordt geinstitutionaliseerd; evt. met partners in het zuiden?!
• Soms onduidelijk wie / welk programma binnen ICCO het meest betrokken was / zou moeten zijn (bijv. Samenwerking Bedrijfsleven of alleen relatiebeheerders Afrika? Etc.)
• Meer samenwerken in teams van ICCO en ECSAD:– Vergroot ownership bij ICCO– Grotere betrokkenheid bij cases, en dus ook disseminatie aan
betrokkenen– Evt. gezamelijk publiceren (vakbladen, onderwijsmateriaal)
Vervolgtraject
• Topic to be explored further: The role of the host government at the national, provincial and local level in NGO-Private Partnerships
• Link between ECSAD local research / education providers and ICCO
• ICCO as value chain facilitator / practitioner• ECSAD as knowledge provider/ expert and
educator
Resource Centre Development Partnerships (the Partnerships
Resource Centre)
Expert Centre for International Business
and Sustainable Development
Vervolgtraject
Partnership portfolio Management:
Resource Centre Development Partnerships
[A] Waarde-keten
[B] (semi) public goederen
[C] Issues Management
state
market Civil society
state
market Civil society
state
market Civil society
Ondernemingen
Overheden
NGOs
Discussie
Vragen / Suggesties?
Documenten
• Case studies:• De Boer, D. & Noor, M. (2006a) A Case Study on Cooperation Between Companies
and NGOs in Stimulating Sustainable Development in Northern Ghana. Utrecht: ECSAD / ICCO.
• De Boer, D. & Noor, M. (2006b) A Case Study on Cooperation Between Companies and NGOs in Stimulating Sustainable Development in Uganda. Utrecht: ECSAD / ICCO.
• Timmer, D. & Van der Putten, F-P. (2006) A Case Study on Cooperation Between Companies and NGOs in Stimulating Sustainable Development in Burkina Faso and Mali. Utrecht: ECSAD / ICCO.
• Van Wijk, J., van der Linden, V., de Boer, D. (2009) NGO-Private Sector Partnerships for Value Chain Development: The Sorghum-Beer Value Chain in Ghana. Utrecht: ECSAD / ICCO.
• Van der Linden, V., de Boer, D., Van Wijk, J. (2009) NGO-Private Sector Partnerships for Value Chain Development: The Organic Fairtrade Cotton-Garment Value Chain in Burkina Faso. Utrecht: ECSAD / ICCO.
• Van der Linden, V., de Boer, D., Van Wijk, J. (2009) NGO-Private Sector Partnerships for Value Chain Development: The Organic Fairtrade Mango Value Chain in Burkina Faso and Mali. Utrecht: ECSAD / ICCO.
Documenten
• Overviews /further analyses based on case studies:• Van Tulder, R., Muller, A. & De Boer, D. (2004) Partnerships, Power and Equity in
Global Commodity Chains, Position Paper on cooperation between companies and NGOs in Stimulating Sustainable Development. Utrecht: ECSAD / ICCO.
• Muller, A. (2005) Partnerships, Power and Equity In Global Commodity Chains: An Overview Of Global Commodity Chains in Tropical fruit, cotton and sorghum. Utrecht: ECSAD / ICCO.
• Muller, A., Noor, M., De Boer, D, Timmer, D., Van Putten, Frans-Paul, Van Tulder, R., & Fortanier, F. (2006) A Comparative Analysis of Commodity Chains, Partnerships and Development in Ghana (Sorghum, Burkina-Faso and Mali (Mangos) and Uganda (Cotton). Utrecht: ECSAD / ICCO.
• Van Wijk, J., van der Linden, V., and de Boer, D. (2009) Economic Impact of NGO-Private Sector Partnerships for Value Chain Development in West Africa. Case studies of Organic fair trade mango in Burkina Faso and Mali; Organic fair trade cotton-garment in Burkina Faso; and Sorghum-beer in Ghana. Utrecht: ECSAD / ICCO.
• Van der Linden, V., de Boer, D., Van Wijk, J. (2009). The role of the private sector actor in NGO-private sector partnerships. Utrecht: ECSAD / ICCO
Documenten
• Final output:• Wijk, J. van der Linden, V.L., de Boer, D. 15 dilemmas regarding NGO-private sector
partnerships for value chain development (DRAFT, AVAILABLE IN FRENCH)• Muller, A., Van Tulder, R., De Boer, D., van Wijk, J. & van der Linden, V. (2009)
Partnerships, Power And Equity In Global Commodity Chains: A ‘Rough Guide’ to Partnerships for Development. Utrecht: ECSAD / ICCO. Revised version. (DRAFT, TO BE TRANSLATED IN FRENCH?)
• Rough Guide Summary: checklist based on full version Rough Guide (DRAFT, AVAILABLE IN FRENCH)