Category
|
Key success factors
|
Assessment of UNDP’s advantage |
Comments/ rationale
|
 |
|
|
|
Global outreach and brand visibility
|
|
“The fact that it’s the UN gives it more
leverage – this helps for projects that are not
[a company’s] core business…where internal
lobbying for such a project is very important”
– private sector partner
|
|
Local outreach and visibility
|
|
"We thought we would get lost if we worked with
UNDP on the tsunami…so we went with another donor
instead, as they have good local outreach and visibility”
– private sector partner
|
|
Access to governments
|
|
UNDP has very good relationships with national governments
|
|
Trust and reputation for impartiality with multiple
stakeholders
|
|
UNDP is viewed as a neutral player without a specific
agenda to push (e.g., a government agenda in the case
of bilaterals, a specific policy agenda in the case
of multilateral FIs)
|
Facilitation skills and ability to bring
groups together
|
|
UNDP is seen has having an
advantage over other agencies in building consensus and
reaching out to multiple groups |
|
Expertise and familiarity with business
frameworks/ issues |
|
“There is a need for people
who can understand exactly what the private sector can
and cannot do and its incentives” - partner |
| Technical expertise on specific sectors
and products |
|
“The consultant team commissioned
relied [more] on the other donor’s product expertise
on the ground” – private sector partner |
|
Expertise on regulatory and policy frameworks
|
|
The multilateral banks are seen as the key experts
on regulation and policy frameworks
|
| Source: Interviews |
