Helvetas Private Sector Development and Cooperation Strategy

1
Helvetas Private Sector Developmentand
Cooperation Strategy

• Public Tenders for Infrastructure Projects
• Private Service Providers to Farmers
• Public-Private-Partnership
• Presentation of Martin Epp to the World Civil
  Society Forum in Geneva WGPS2 on July 15, 2002

2
Phases in Partnership Development
3
Attribution of Project Roles (ideal case of Mali)
Government
Sector Policy, Norms and Regulations, Donor
Coordination Decentralized Government Services
for Data Bases, Technical Expertise, Budget
Allocation to Councils
Community Councils
Regional Development Plans and Budgeting Project
Ownership, Coordination, Implementation,
Monitoring
Private Sector
Engin.offices/NGO/Consultants Project Planning
and Controlling Enterprises Project Execution
and Maintenance Services
Villages
Contributions in cash and kind to all Community
Projects Committees Project Operation and
Routine Maintenance
4
Experience with Public Tenders by Local Councils
 
 
     
     
5
Experience with Private Sector in Public Tenders
   
 
     
   
6
Why private service providers in NRM?
Transfer program/project ownership to enhance
autonomous development, local lobbying and
client not donor oriented behavior
 
7
Public-private-partnership of Helvetas
Visions / Courage for Alternatives Joint
Ventures/Alliances Internat.Coop./PS (S-S/S-N)
Project Co-Funding by Private Sector (PS) (Social
Commitment)
Helvetas (SDC/Seco)
Long term vertical cooperation S-N along a
product chain (Organic Cotton, NN etc.)
Funding from PS with cooperation interest in the
South (Cotecna, GF)
PR Sales of Products in the North (Body Shop,
Migros, Globotrek, Fair Trade Handicraft
8
Marketing challenge

• Market Competition
• Helvetas participates in public tenders
• Maintain a critical view and own identity

• Globalization
• Reduce unequal chances
• Neoliberal approach and good governance are not
  sufficient gt Lobbying work and networking

• Double Mandate in CH and abroad
• Reinforce lthgt profile and competence
• Marketing of the product lthgt

Solidarity is competitive

• Fundraising
• Special care for donors
• Attractive public campaigns

• New Technologies
• Promote adequate use of new tools (PC, GIS) for
  knowledge sharing and management

• Partnerships with private stakeholders
• Alliances/joint ventures
• Cooperation with private sector industry

• New Alliances with other NGOs
• Subject-specific alliances
• New cooperation models with NGOs SN