2016年-世界发展银行全球_Sustainability_of_Public-Private_Dialogue_Initiatives___Practical_Note_to_Ensure_the_Sustainability_of_Dialogue_Partnerships_73页_3mb

Summary of Sustainability of Public-Private Dialogue Initiatives: Practical Note to Ensure the Sustainability of Dialogue Partnerships

Core Content

This document provides a practical guide for ensuring the long-term sustainability of Public-Private Dialogue (PPD) initiatives, particularly those that are externally funded and supported. It outlines a structured approach to transitioning PPDs from external sponsorship to local ownership and self-sustainability, emphasizing the importance of planning for sustainability from the outset.

Main Points

1. PPD Life Cycle Phases

The PPD life cycle consists of four phases:

• Discovery and Set-Up: Establishing trust, collaboration, and initial activities.
• High-Impact or Maturity: Achieving results through continuous learning and implementation.
• Transfer: Shifting responsibility from sponsors to local institutions.
• Transformation: Evolving into a sustainable and effective platform for dialogue and reform.

2. Definition of PPD Sustainability

Sustainability is defined as the ability of a PPD to meet current needs without compromising future ones. It is supported by three pillars:

• Operational Sustainability: Managing the dialogue through internal capacities or purchased services.
• Financial Sustainability: Generating enough revenue to cover operational costs.
• Sustained Mandate: Ensuring the PPD continues to serve as a meaningful channel for dialogue and reform.

3. "As You Enter, Think About Transfer" Principle

Sponsors should integrate a transfer strategy into the design phase of PPD initiatives. This ensures that stakeholders are aware of the transition plan and that the PPD is not perceived as dependent on external support.

4. Sustainability Plan Components

A sustainability plan should address:

• Operational Sustainability: Identifying who will operate the Secretariat unit and when capacity building will occur.
• Financial Sustainability: Planning for when local stakeholders will take over financing and what revenue-generating activities can be developed.
• Mandate and Advocacy: Ensuring local stakeholders have the support and skills to advocate effectively for their members.

Key Strategies for Sustainability

Location of Secretariat Unit

• The Secretariat unit should be housed in an existing local institution to promote institutional embedding and long-term viability.
• This allows for the gradual improvement of the institution's capacity and reduces the risk of dependency on external sponsors.

Staffing

• Sponsors should consider employing existing staff or consultants who can transition to local roles.
• Consultants should ideally work from the PPD Secretariat unit to promote ownership and knowledge transfer.
• In some cases, a one-off start-up grant may be used to support initial staffing, with a clear plan for local institutions to take over.

Transition Planning

• A clear timeline and communication plan are essential to avoid confusion and ensure credibility.
• The transition should be gradual, both in terms of process and financial contributions.
• Sponsors should act as "honest facilitators" during the transition, supporting both public and private sector capacity building.

Case Studies

Ethiopia: EPPCF

• Established in 2010 through a Memorandum of Understanding (MOU) between the Ministry of Trade and Industry and the Ethiopian Chamber of Commerce and Sectoral Associations (ECCSA).
• The EPPCF is a high-level platform chaired by the Prime Minister.
• Transition to local ownership is planned to begin after IFC support ends in 2016.
• The long-term goal is to fund the PPD primarily through domestic resources.

Cambodia: G-PSF

• The Cambodia Government Private Sector Forum (G-PSF) was supported by IFC.
• IFC provided a one-year salary for the first employee of CAMFEBA, with a clear plan for the association to take over.
• The employee eventually became the Executive Director, managing over 20 staff members.

Appendices and Tools

• Appendix A: PPD Transition Strategy Checklist
• Appendix B: Additional Resources for PPD Sustainability
• Appendix C: Key Activities and Their Timing
• Appendix D: Capacity Building Exercises
• Appendix E: Logical Framework for Transition Strategy
• Appendix F: Definition of Responsibilities in a Grant Agreement
• Appendix G: Sample Budget for Transition Strategy

Conclusion

This document emphasizes the importance of proactive planning for PPD sustainability, highlighting the need for clear communication, gradual transfer, and local ownership. It serves as a valuable resource for practitioners involved in PPD initiatives, offering practical insights and tools to ensure that these platforms can continue to operate effectively and independently in the long term.