 If I could encourage everyone to take their seats, we'll get started. Hello, I'm Robert Greenhill. Good afternoon. Good afternoon. There we go. With a partnership in the microphone I established we can start this conversation. I'm Robert Greenhill, Managing Director of the Forum, and I'm extremely pleased to be part of this conversation or the next hour and a half on an incredibly important but often amorphous topic, the whole question of partnership and innovative partnerships for development. And one can debate a long time what does development mean, but one can also debate for a long time what does partnership mean. And partnership is one of those elements like love or democracy which are incredibly important, often difficult to define and even more difficult to execute and maintain over time. And it's essential to us working together effectively. So I'm delighted to have with us here today an extraordinary mix of people who through their institutions and their individual work demonstrate the concept of partnership in action. And so I would like to encourage you to engage with us in this conversation on how do we take partnership from words to actions to results. And to start is my great pleasure to turn the microphone over to President Kikwete who is a great example of partnership in so many different ways. Sir, the floor is yours. Well, thank you very much, Chair. Well, we are here to discuss innovative partnerships for development. Let me start off by seeing that partnerships are both desirable and necessary for development, both at national level or at national, regional and global level. If I can take the case of Tanzania, let me take the case of agriculture where 80% of the people live in rural areas and they tend on agriculture as the mainstay. But it is a sector that is characterised by very low levels of productivity. As such, the persons are subsistence. There is food insecurity amongst themselves. But also there is poverty that is widespread among the farmers. So developing our agriculture has been one of our main preoccupations from independence with our first president, President Yerele. He undertook a number of initiatives in order to kick-start agriculture. So among the things that we recently decided to do was bring in partnership. Of course we have the traditional partnership between the government and our development partners. But later we discovered we need to bring in partnership with the private sector. We have it in the country, what we call the Tanzania National Business Council. It's a forum where the private sector and the government meet regularly. We discuss issues of mutual interest. We discuss challenges. We look forward to a number of visions. And three years ago in one of the discussions we discussed agriculture. We discovered that there are a number of problems in agriculture. And we need to involve the private sector in order to unlock some of the constraints that are facing our agricultural sector. We formed a joint committee to look into the issues and agree what we can do together. We came up with a strategy. We gave a famous name to this, or phrase to this, strategy in Kiswahiri, Kirimo Kwanzaa, the local language. But in the English translation we said it means agriculture first. So all of us in government and the private sector agreed that agriculture should be first. So we brought in partnership of involving the private sector now in what we're actually doing. Specifically asking them to be part of the production, agricultural production if they want to get involved in. But also to be part of producing for agriculture in terms of providing the basic inputs, fertilizers, seeds and so on. But also to be part of a process of buying from agriculture, getting involved in the agriculture value chain. Well, after two years at the last World Economic Forum in Dar es Salaam we had a special session on agriculture. It was one of my wishes to Professor Klaus that the World Economic Forum on Africa we should give agriculture more attention. We had a sideline meeting, a few like-minded people from governments, international organizations, the international private sector. There again we agreed on a partnership. So we brought that partnership now from the local level to the international level by bringing in international business to be part of us. We formed a joint committee to look at the partnership. And in the discussions we agreed in terms of rules of engagement we want to get involved together, work together. But how do we work together? Let's be focused and we agreed that we're going to be focused to look at the southern agriculture growth corridor. This is the bread basket of Tanzania. We get the bulk of our corn or maize from there. A lot of rice comes from there. Potatoes come from there. Beans come from there. So almost 20 times to food this is the place. So we said we bring in the partnership of Tanzania, international local business, international business, development partners, foundations where the Bill and Mender Gates Foundation, Agra as an important part of that. So we brought international agencies like the USID. Then jointly we sat down and said how do we do it? We formed an executive committee with membership from the government, from the Tanzanian business community, from the international business, from development partners, from agencies like USID, NORAD. Now we have developed, we came up with an investment blueprint which we launched at the Davos World Economic Forum meeting. It's a 20-year program. 3.4 billion investments will be made. Annual returns from these going to 1.3 billion. 420,000 people will be employed. 2.3 million people will be lifted out of poverty. There is going to be a lot of food to be produced. Far more than what Tanzania needs. This bread basket of Tanzania now can become the bread basket of the region. It can also become the bread basket of other countries beyond our region. So this is one example of a partnership which is already ongoing. It's already started. We are now at the implementation phase. But another partnership with Agra. The boss is here. Agra again is another partnership. There is Bill and Melinda Gates in there. Our very last trust brother is chairing that initiative. It's Ford Foundation, financial institutions are also there. USID is part of that. Again it is working with us. What have they been doing? Supporting small hold of farmers. Supporting them with the inputs. Seeds, fertilizers, pesticides, herbicides. But the good thing also with this initiative is just like the other big initiative where we are doing for the whole corridor. There is already a market. What the farmers are producing has an assured market and there is a good price for his or her produce. So I'm saying these are innovative ways. These are innovative partnerships that we have created in order to address one particular problem that we are facing of trying to transform the Tanzanian agriculture that is producing, that is backward, low productivity, predominantly subsistence, less assurance of food security, and therefore widespread poverty. So you need these two initiatives. You can definitely move forward and achieve our objectives. So that's why I started by saying that partnerships are desirable, partnerships are necessary, and they have worked well for Tanzania. I can mention so many other partnerships in so many other fields but for the sake of time. Let me mention this particular partnership in agriculture with reference to the southern agriculture development corridor circuit and our partnership with Agra. Thank you. Thank you very much, Mr. President. Secretary General Kofi Annan, in your role as Secretary General and now in your role as a leader on so many different initiatives of which Agra is one example, you've had a chance to experience both what works and doesn't work in partnerships, and what's your sense now about the innovative elements of partnerships here today? Thank you very much, Robert. I think the President has already given us a sense of how useful partnerships could be and its potential to help with transformation in certain areas. He's given the example of agriculture where we in Agra, Alliance for Green Revolution in Africa, are working very closely with governments like his and the farmers on the ground. And the founding members of the Alliance were the Gates and Bill and Melinda Gates Foundation and Rockefeller Foundation, and we have been able to get other governments, other institutions to cooperate and to work with us. And I think when you look back where we started a few years ago and the progress that we've made, I'll give you an example in Tanzania. When we were there beginning of April, we went to the field and visited farmers and went to the research station. To our surprise, the leader of the research center was a young PhD graduate who had just trained here in South Africa and returned. And he replaced an elderly gentleman who had just retired, and they had worked so effectively that in the area of Maze, they were moving production from two tons per hectare to between eight and nine tons per hectare using conventional breeding. And to see the enthusiasm and the energy and the interest of not just the scientists but the people around the farmers with what they had done was quite remarkable. What this partnership has done, not just for Tanzania but for other countries, has also accelerated change and reform. There were several countries, including Tanzania and my own country, Ghana, where the governments controlled the foundation seed. And therefore, private breeders and others couldn't get into the business. And when we say African farmers are producing per hectare terms, gosh, I think I'm going to have a problem here. Per hectare terms, one-third of the global average is because they were using the wrong seeds. They were using seeds which are about 20 years old. When other governments were continuing with research and improving the seeds all the time. So working with African scientists and training African scientists, I think we are going to be able to do the same thing. And luckily, the governments have decided to open up. And you've released your foundation seeds. And the Ghana and others are doing that, opening up the industry for others to come in. Understanding that you can allow others seeing what you need to do is to have standards and certification to make sure they meet the standards and they are doing the right things. And the President is absolutely right. Our vision is not just to help the small-holder farmers and their families to feed themselves. Yes, you start there to help them to feed themselves but also let them see their farms as a commercial business to produce for themselves and for the market. And hopefully, in time, Africa will become part of the global food security system. It's not a pipe dream. I think it can be achieved. The other area where we've tried to make a difference is access of financing to farmers. You know, we have a system where, for example, in Kenya, putting down a guarantee of $5 million, we leveraged $50 million to $50 million with Equity Bank to use it to provide seeds and fertilizers to farmers. We are working on similar arrangements and there's even a bigger one that we've worked out with Nigeria where my good friend here strived, who is a member of the Board, will explain to you which will lead to substantial investment into agriculture. And of course, we are also encouraging agribusiness to get involved all along the chain in processing, storage and marketing so that the farmers will be able to sell what they produce. And let me hasten to stress that we are focused on small-scale farmers. But it doesn't mean that we are opposed to commercial farms. It depends on how it is organized, how it links up with the small-scale farmers because a good and responsible commercial farm amongst the farmers can be a really good asset. They can share technology. They can help provide ready markets and everybody gains. And of course, where I disagree is those situations where governments come in, lease or buy large trucks of African land to produce for their markets without thinking of the full security needs of the country. In my judgment, any attempt to take large truck of land to provide for foreign markets without considering the local requirements is not a viable model because if tomorrow there is a drought or shortage, do you really think the people are going to stand by with their arms crossed while you ship the food to your markets? It's not going to happen. So we should start on a very realistic basis to deal with the local food situation. And of course, we are looking at things like the foreigners are looking at wheat and others, but there's also a staple food market. The staple food market in Africa is $150 billion. That also needs attention. We need to get involved in that. We need to handle that effectively. What the President has said and what I have said has really indicated that for the first time perhaps in many decades we are seeing a real transformation of African agriculture. And if we sustain the effort, we can make it. And the partnership with the private sector with civil society organizations, with foundations is really making a difference. We expect to train many scientists who would really lead the charge, but they also know that they need to work with the farmers and that the farmers have to be their main concern. Whatever they come up with, they have to get it to the farmer as Borla used to say. And I have been quite impressed with this exchange between the scientists and farmers. We did a field trip, I think Strive was with me in Mali, where talking to so-called illiterate farmers to talk about their agriculture and to discover that these farmers were factoring in climate change into their production and selection of seeds. When we ask a young farmer, why would you take this seed and not that one? He said the period of maturity is short and I can harvest before the rain sees because the rains do not come as long as it used to. It's not what my father or grandfather told me, so I have to adapt. Why would you select this other seed? Or the yield is higher and it's better for me and also it can resist drought. It grows well in dry areas or it's been able to resist pests and it was fascinating for us. And so the farmers are ready. It is us to help them move forward with innovative ideas and partnerships and get them going. But you can have this sort of partnerships in many areas. But to have effective partnership, the person in charge of the country, that is a leader and a government, has to take certain basic decisions. What should we as a government do? What should we not do? What should we do with others? And what should we leave others to do? In my judgment, governments have no business producing soap and running businesses of that kind. You should leave the private sector to do it. In some of the services, social and health services, there are civil society organizations that are very effective and sometimes can do it better than the government. The government cannot do everything, so that mindset of government doing everything and controlling the situation has to change. But as we heard from the president, these governments are now open to civil society or to business. I mean, civil society, they accepted with some problems, but they more or less accepted them. Business took a while, but now they realize the potential of business and are prepared to work with them. So let's pull our efforts, work in partnership and transform this continent for the better. Thank you very much. Thank you. And one of the elements that comes from both the speakers is the very bold and comprehensive view of development involved in dealing with issues like agriculture, the small-scale farmers and the agribusiness, government at the local level and at the national level, civil society, all working together in a very comprehensive way with a practical delineation of who can do what best. Very powerful to get the ecosystem right. Very challenging. And as Strav Masiwa, you've been involved in issues of partnership, both in terms of your leadership on Agra, but also as Executive Chairman of Econet Wireless Group. How do you, from a private sector view, see these kind of issues we were talking about and what do you see as new or different than five or 10 years ago? Robert, you will have one second at that. Africa Progress Panel issued this report and I hope you would all try and get a copy. The transformative power of partnerships, copies are available and if you don't have it, get the APP and you will get it. The Africa Progress Panel. Yes, thank you. No, thank you very much. You know, I was just remembering that the last time I was here, I was with Dr. Raj Shah a couple of years ago when we came with Secretary General Anand to announce the formation of Agra. And I was wearing my Rockefeller hat and Dr. Raj was wearing his Gates hat. Now we are Agra. Now we are Agra. But he's gone to government. But I just want to use a specific example of the kind of work that we have been doing at Agra to illustrate what partnership is about even from the perspective of big corporate businesses who may look like we are disengaged, mining or telecommunications and so forth. Obviously we are there to try and raise the standard of living of all our people in a sustainable way. Our businesses thrive in prospering communities. And so we took up this challenge when Mr. Anand called for a green revolution for Africa. Now you know my daughters were quite confused by this idea of a green revolution because they come from another age and they thought it was an environmental movement. But green revolution, we're going back to what happened in Asia. Many of us remember the days of extraordinary hunger in India and Bangladesh and the fears that were in the world at the time that we would see starvation on scales that had never been seen before. But it disappeared off the front pages of newspapers but there were men like Norman Bolog working at the Rockefeller Foundation who understood the science that the yields could be dramatically increased so that we could deal with this issue. Of course it ended up with a Nobel Peace Prize for him and it's a great legacy. But the issue of how could we repeat this in Africa? That was the challenge that the Secretary General issued as he left the UN. And the Gates, Melinda and Bill Gates Foundation and Rockefeller were quick to seize on this. Perhaps now we have the convening power to bring governments, the private sector, civil society, the small-scale farmers themselves into a partnership to tackle one of the great challenges of our time, which is poverty in Africa and hunger, food security. I just want to use one specific example. We went to see, the Agra team went to see the governor of the central bank of Nigeria. And I was privileged enough to participate in those discussions. And I come from an engineering background so I love numbers. Numbers speak in ways sometimes that words cannot. One percent of all lending in Africa, all bank lending goes into agriculture. Yet it accounts for 70 percent of employment. And as the president pointed out, over 50 percent of GDP in most countries. Clearly, there's a dysfunctional process in the financial value system. And this is what we wanted to tackle in a fresh way. And we sat down with the governor of the Nigerian central bank and his team and we discussed these numbers. And it shows you one of the key elements you have got to have reformers on the other side who are bold enough to say, look, I've heard you, let's do something. We did the same when we went to see the president of Tanzania. And that's why he's a great partner in all this. And Governor Sanusi immediately brought all the Nigerian banks together, shared with them the same numbers. And they said it must end. Almost with incredible unanimity. People almost weeping. And out of that process, a program emerged which has just been concluded to leverage three billion U.S. dollars to help 3.8 million small farmers in Nigeria. I don't need to tell you what that means. Such a massive locomotive giant wakes up and says, I'm going to deal with agriculture. And we believe that locomotive is going to pull through Africa. We've seen the same. We did a similar scheme in Ghana with Standard Bank. Extraordinary results. We've just completed a review of a program that we did with Equity Bank. In Kenya, commercial bank, but we sit down, we talk about the numbers. We talk about the leverage that needs to be released. We talk about fixing not only the financial value system so that it can deliver to agriculture, but so that it can also deliver to the whole economy. You look at Malawi. For as long as anybody could remember, Malawi was a net deficit food producing area. Today, Malawi is a net producer of food exporting even to her neighbors. Well, and this will be one of the key measures as we actually see at scale. It changes employment levels and production levels and productivity coming out of food. As you mentioned, despite the challenges of the previous decade, one starting to see at scale Malawi being the example that we're seeing in other food corridors, major changes. And I think one of the questions we're going to come back to is how do we know that we're actually seeing the results? But let me change to another area after the key conversation on food, which is essentially being a renewed area of focus. One of the other areas where there's been partnership at best, conflict often in the past, is in the mining sector. And Godfrey Gomway is Executive Director of Anglo-America in South Africa. How do you see partnerships, but in particular, could you help focus on what's new or innovative or different, perhaps, in some of the attempts at partnership in the past in the mining industry? And what's the lessons from that? Actually, the whole question of how do you exploit resources for the benefit of the people, especially in emerging markets and the resource-rich countries is actually quite a critical question which is effectively answered by partnerships between all stakeholders, whether it's governments or it's red unions or it's communities whom generally we tend to coexist with. And as it turns out that in the many areas where we operate, these are either water-stressed areas or areas where there is no infrastructure. So how do we bring about a value proposition for those particular areas so that everyone can benefit out of the activity of mining? And in our own company, and if I can speak specifically to that as an example, the entire philosophy of partnership is something that we embrace wholeheartedly and it actually sits in central as one of the third pillars in our strategy as an organization. And you will see it is embedded in our value system as well as within our culture. And we believe that partnerships should be based on honesty, they should be based on transparency and trust. But one of the key considerations in deciding on the true nature of partnerships is particularly in the resources sector is to understand that mining is a long-term business and the decisions we make generally are for periods of 20 to 30 years and beyond. And therefore, so we're not driven by short-term considerations. And that is the kind of relationship that we also expect with all our stakeholders, either at the regional level, the local level or at national level, or indeed with multilaterals as well, is to come up with a long-term relationship. And so consequently, as miners, we tend to look at ourselves as partners in development with our host governments. And really, I think to illustrate this, maybe let me give you an example of what partnership means in a particular locality, you know, where it enabled proper and appropriate coexistence with local communities. Here in South Africa, in the central region, the wheat bank coal fields, which is in the east in the province of Pumalanga, ourselves and BHP Billiton, we're mining coal there, but we have a particular problem with water that's several of our mines which are contiguous to each other. You know, generating nearly, they have almost 140 million mega liters of water, which is coming from underground. And we're adding 25 mega liters onto that one on a sort of a daily basis. And this water, it naturally needs to be treated either before you put it back out into the environment so that it's suitable. But nearby is a town of wheat bank, which is actually water stress that do not have enough water. So what we came up with was a plan to develop a plant which would produce 25 mega liters of water per day supplying that particular community of 80,000 people with 20% of their water requirements. But to achieve this, we needed obviously the buy-in of four government departments, the mineral resources department, the water department, the land affairs department, and of course the provincial department within that particular region. But also what is interesting that this is where two competing commercial organizations actually came together to, A, to solve a problem which would be an environmental problem because it was impacting on the, you know, upper Oliphant River catchment area. And secondly, you know, to effectively put some value into the community through the provision of water. But there was another added benefit to the purification process and this is that out of the contaminates in this water is Jipsum, which we produce as a byproduct. And actually we are building for our own employees' housing out of this Jipsum. You know, so far we've built 66 houses, migrating employees out of the normal, mind type housing into normal family units and we're going to be developing further on this particular project. So I think, you know, there is a value proposition in partnerships in the manner in which there can be, in the manner in which they can be crafted, you know, provided A that there is, as I said, around there is trust. And secondly, also, you know, it is a value proposition. It's not just simply we do it for the sake of it. It's because, A number one, you know, we see the benefit of appropriate coexistence with the communities where we operate because that actually sits within the ethos of our organization. So really, there are many other examples that I'd like to talk about. I think I just want to cut myself short on that. A couple of things that come out very clearly. This whole issue of, for long-term relations of engagements to work, there has to be a sense of fairness and engagement, including the local community and not just the national community, that there's a near as well as a far engagement that's extremely important. The other element that comes up again and again is this question of trust and clarity of roles and responsibilities, including trust between different private sector actors as you are engaging there. But obviously, you know, trust with civil society in a community is going to be extremely important. Now, Linda Oymageli-Sabanda, as Chief Executive Officer of Fanpran in South Africa, how does one address this issue of trust when looking into end partnerships? Thank you, Robert. I think what's coming out clear from what the President, His Excellency Kiketo, has described is that there's always been a comfort zone when government deals with development partners. The next level becomes private sector. But when you then have to do the leapfrog jump to bring in civil society, suddenly there's a big elephant in the room and everybody says, who are they? Are they governable and what is their role? And I think this sooner we appreciate that civil society encompasses the farmers, it encompasses the researchers, it encompasses the private sector who will break those silos and begin to trust each other. And where I come from when I talk about all these other constituencies of the civil society is that you are really looking at the bottom of the pyramid. Looking at the people who are running your spaza shops here in South Africa, your burial societies, the sector that's not currently incorporated into the formal structures. And what you're saying is who is best placed to inform policy development processes to create a conducive policy environment for economic prosperity? It is the very people who are affected by the problems. That's where civil society is at large stake. And I like the slogan that South Africa uses, that nothing for us without us, which means the researchers have a role to generate the evidence to inform policy processes, but your ordinary citizens have to be equipped with that evidence because they are best placed to inform the policy makers. But we've created this divide which is creating mistrust because we don't know who is hoarding the information. We don't know who advises our government. And as a result, civil society stands on the side and watches and waits for failure. And then when things go wrong, they say, we told you we've never trusted multinationals. We've never trusted private sector. And yet, through transparent deals, through information sharing, through investment and research so that we can generate the evidence, own it and use it to develop evidence-based policies be it for food security, climate change, any development agenda. And I'd like to share here the experience we've had on climate change. When the climate agenda started, it was really being pushed from the north. And our understanding as civil society was that Africa, you grow trees, they will absorb the carbon, and the north can go ahead polluting. So in most cases, what happened when you had the international meetings, the global negotiations through the UN, you will have select NGOs, your civil societies that have funded from the north, that will go away and raise placards at these global meetings to say, we don't want any deal that is not in favor of Africa. We studied what it is that is for the benefit of Africa. And we realized that 25 of the most vulnerable countries when it comes to climate change, 50% of those are in Africa. And what that means is that we've got a great stake to craft our own messages, generate the evidence and take it to inform the global policy agenda. We've launched the no agriculture, no deal agenda at COP 14, which was in Poznan. In Copenhagen, we're able to convene an agriculture day, and we are hoping with Deben we can mobilize all civil society Africa-wide with, as Mr. Anand said, research generated by our global partnerships to inform the post-keoto protocol, so that there is no deal that does not embrace agriculture, which is the backbone of our economies in Africa. I'll give you a point of not just engaging civil society, but having civil society in a discussion empowered with real facts and analysis actually can create the platform for understanding where the win-win elements might be. Now, Mark, one of the things that's very interesting is that typically when one talks about development, one complains about there being too many people involved, too many actors, the complexity of donors and so on. And yet, you might have noted as the director of policy and advocacy of the Bill and Melinda Gates Foundation, but nobody seemed to say, geez, this new actor was just one more confusion. In every case, it was seen in a positive way. So tell me, what is it that Gates Foundation's view is on partnership, and what is it that you see as your value added when you come into these already complex conversations, and what's the secret sauce that seems to make it that people are seeing you as such a useful additional partner in this? We hope that continues. I think the main point from us as a foundation is that we actually have no choice but to operate through partnerships. We don't act directly as the Bill and Melinda Gates Foundation. We select and seek out a wide range of partners, and in fact it's been incredibly encouraging to sit here on the podium and hear the talk about the Alliance for the Green Revolution in Africa and remembering that it is only four years that we sat on this very podium and launched the idea and announced our new chairperson, and that was a very new partnership, an unproved partnership, and we can hear from the comments of President Kikweti of everybody that this is now an established partnership that brings together a wide range of different actors from the Nigerian Central Bank, from private sectors like Equity and the Standard Bank, from civil society in a very successful way. And from the Gates Foundation's perspective, we see our role as trying to find and help catalyze successful models of partnership like that against issues that we really care about. And to stick, while this is true in areas we work around from health to financial services, sticking with the agriculture theme, let me give you just two other very concrete examples where we see our role can really be as a little bit of a catalytic convener that helps bring together the different players. And one example is working with coffee farmers in East Africa and several countries in East Africa where the difficulty is how do you help access markets for smallholder producers who might have a comparative answer but can't naturally produce at the scale with the right quality to market to international purchases. And there we've worked with a partner, TechnoServe, which helps put in place the intermediaries, the cooperatives that allow the farmers to actually collect at scale, the washing stations, which are the tools that allow them to do the quality sorting to market, and then the connection to markets then happen fairly naturally, and that's a program which over time, it's several years old now, will ultimately, we hope, double the income of around 180,000 smallholder farmers. A second example is actually working with an international public sector actor, the World Food Program, which is called the Purchase for Progress Program, which uses the World Food Program as the largest net buyer of food in Africa to, again, source those food from smallholder producers who traditionally have not been able to produce at the scale and at the quality required, and with support from us, support from other foundations like the Howard Buffett Foundation and now other donors, using that as a program that now, in a few short years, operates in 20 different countries, has already benefited over 100,000 farm families in some cases has very quickly in the space of as little as a year quadrupled the income of individual farmers, and it's our role, again, is how do you help bring these players together? They're the private sector partners, they're public sector partners, there's a general willingness, and what are the three keys to success? And I think this applies to the very good example in mining we've also heard. You need role clarity, you need clear mutual benefit, and you need the ability to be flexible and actually, of course, Greg, because very few partnerships work seamlessly from the start. There are always some things that need to help and be adjusted, but as long as you have those other three actors combined with what you've already talked about, which is a mutual respect and trust, I think you have a very solid foundation to build off, and that's something I hope we as the foundation really help provide with partners on the stage and around the room and elsewhere. The other element, too, is the kind of the new mindsets that are applying business models to achieve complementary goals. So the Food Aid program, the World Food Program is in charge of being used to not only deal with Food Aid but actually help encourage food production in the regions that need it most as a way to get a double leverage. So lots of exciting ideas in terms of the more comprehensive joined up approach to partnership, a bold and ambitious approach to many of these issues with country leadership on many of it, many of these roles in a very practical way. Gates Foundation or others providing a catalytic role, but then with a real focus on results and alignment and coming back in many cases that there's a market behind all of this. So these are the good elements. Before I turn it over to Raj, what do you see as the biggest challenge or frustration when looking at partnerships? Well, I think the frustration is less with the parties themselves when they work, but with the easy way in which the concept is thrown around. It's really something that everybody wants and just think, well, we can announce whether it's a public-private partnership whether it's a partnership with civil society. It really is not about two actors getting together and saying, hey, this looks good. We think this will project well if we say we're doing this together. It really, the difficulty is doing that upfront mapping of really are there mutual benefits? Is there real role cutting? Are there different things that the partners actually bring that make the action and it sounds trite, but actually that's a lot more difficult to do in practice than it sounds. I think that's the biggest problem is things that look like they might be partners. Lots of people say, hey, we'd like to partner with you, but really trying to dig and see is this something that is really going to add value at the end of the day and hopefully become self-sustaining at the end of the day. I can attest that when the Canadian government was working with Gates on an issue, Gates was very good at saying, is the money additional? Is the announcement of an existing approach or is it real value added? Maybe what we should have is a Gates-certified real partnership approach here. Rasha, you've got a double advantage here because as the very energetic and bold administrator of USAID, you've been thinking a lot about this and of course as the last member listening to this, you've been able to hear all the different views. What's your key views on partnership that you'd like to add to this conversation so far? I would only add one concept and that is that fundamentally the biggest and the best and the most productive partnerships and we've heard a lot of wonderful examples, some of which I'm proud to associate with, require most partners that join the partnership to do things differently. If we're being very honest, that's hard. It was frankly less hard when I was at the Gates Foundation because we didn't have a lot of history and we had a lot of flexibility. Now I'm at USAID, which is a tremendous organization with 9,000 staff around the world. We're in 97 countries. We've programmed out $24 billion against some incredibly aspirational goals but we have a long history of how we evolved to get there and so joining these bigger more transformational partnerships pushes us to change the way we work so we can be great partners and I would just give you a few examples. In Tanzania, as President Kekwete described the Southern Agricultural Growth Corridor, that's going to be the focus of our program in Tanzania and as we were scaling up our agriculture program there, instead of going to our usual partners, we started by joining the president's leadership and saying there was a committee that had come together and included and described all aspects of civil society, private sector, agra and others and by being part of that collaborative process it took 18 months to put an investment plan together that is now almost complete and will allow us to make very sizable commitments that we all believe will transform that agricultural corridor into a driver of growth for Tanzania and for the region but the US Congress gets impatient to say you're spending 18 months consulting and planning and listening to civil society and talking to small holder farmers but we have to be strong and stick with that process because as difficult as it is to do it is the right thing to do and it gets us better results. We've also tried to introduce innovation in a more fundamental way throughout our programs both in terms of how we work and what we choose to work on the global alliance for vaccines and immunization the whole world has come together to expand access to immunizations for children all around the world but now we have two new vaccines Rotavirus and pneumococcus pneumonia and diarrhea essentially that would save we estimate five or six hundred thousand lives additionally per year if we could expand access to those vaccines so we've pulled our missions together around the world we've said please consult with the ministries of health identify where ministries need refrigerators and cold chain support where they need longer term financing partnerships and let's engage in a deeper conversation about how we dramatically accelerate the introduction of those two new vaccines because we know that in general, in global public health there can be a 12, 15, 20 year lag between the development of these new technologies and their actual propagation out to the people who need them the most, whose lives get saved of course that requires us to unwind some of our programs and create financial space and partnership space to get that project done and it will take another 18 months of deep consultation with 30 or 40 countries that are aggressively looking to scale up access but I think that will be worth it because of the hundreds of thousands of lives saved at the other end of that relatively tough but important process and finally, I would just say that we've really tried to think hard about how instead of doing more of the same or instead of reverting back to the bureaucratic processes that can sometimes be the easiest or most familiar things and where you frankly are the most protected doing a contract extension or continuing to be part of a project that may or may not have data that demonstrates it works we're trying to be very results oriented in how we allocate resources and so we've implemented for instance a rule that we're no longer doing no bid extensions for all contracts around the world and as a result I have perhaps been less popular than I would have been had we not had that rule but a lot of wonderful leaders at USAID around the world are asking the tough questions and saying okay we're not just going to extend this did this work should we do it differently how can we learn from those guys down the street that have got mobile phones out to 97% of the population and explore whether we can partner with them in a more innovative way to get better results faster and just for me to travel around the world and see the amount of creativity that is unlocked by changing some of the rules and processes of the organization has been my opening and inspiring and I think the future of development for all of us is to follow the leadership of leaders like President Kekwete take the opportunities to innovate when we see a rotavirus or a pneumococcal conjugate vaccine sitting there ready to save lives and push ourselves to really think about if we were achieving progress in a relatively slow rate of success are there things we can do to cease what we're doing sit down with new thinkers and new partners often private sector leaders and say how can we dramatically bend the curve of progress and accelerate our path towards outcomes but it's hard and sometimes I fear we make it sound too easy it's challenging for people it puts people at risk and the wonderful thing about this panel and the leadership here is that they're all tremendous leaders that have encouraged us and me over time to take those risks but it offers a lot of space and encouragement when the President Kekwete or Kofi Annan says no let's think about this for a while and let's get this right and that's the right instinct so we're trying at USAID I think I'm very excited about the transformation I see not just at aid but at DFID at other international large international bilateral agencies and I think President Zalik just gave a wonderful speech about transforming the World Bank and we could end up in a few years with $120 billion a year official aid agencies that are basically focused on partnership, innovation and results in a much more fundamental way if we keep on this path of change great and in fact the pneumococcal vaccine is doubly exciting because in fact a lot of vaccine is developed through innovative partnerships itself with an advanced market commitment where aid agencies put money on the table and say to drug companies, you do the work you take the risk, you do the research but if you come up with a commercially viable vaccine we'll pre-commit to buy so many amounts so in fact the creation of the pneumococcal vaccine that you're now helping to propagate the distribution of is another great example of innovative approaches President Kekwete let me come back to the question of these partnerships because it's an inspiring example but it's challenging and in fact in your own party there's been historically quite a suspicion of engaging at the private sector and tell me how does one deal with the challenge of trust and engagement and what realistically is it that you would look for to say well in this case we can actually trust that the players are involved in the right way but also what do you see as examples that you are still concerned about where you don't think people from the private sector are engaging in the right way so well policies change countries remain the same but you know at some point we we try the socialist experiment experiment of course most African countries try that experiment because at independence we had certain views about being colonised and why we are in a certain situation or under development and most countries thought probably the socialist option was the best option this is the time when we had problems with the private sector but beginning in 1986 we embarked on economic reforms and the principle rule in these reforms has been let governments govern and private sector do business so this is now the new guide guiding principle that for us in government our main preoccupation should be law and order creating conducive conditions for the private sector to thrive provide basic social and economic services but otherwise when it comes to doing business this is now left in the hands of the private sector so to us now there is no suspicion working in the private sector because the policy paradigms have changed there has been this major policy shift and therefore we consider the private sector as partners and instead of being adversaries as they used to be when we were pursuing a socialist path so in fact the different models of organisation just as Raj was saying within aid agencies has been a dramatic change and in fact in a sense that's what creates the space for many of the different innovations so we're going to throw it open to the floor but for those who have been any other particular comments that anyone would like to make on what they've heard before so far please let's try well you know why we love Tanzania don't you you know when I first went to meet President Kikwete the most it was profound for me was he said to me I think I can do to improve situations for you people to invest in this country it was the sincerity that came from that dialogue which has drawn many many people to Tanzania but I just wanted to point out one area we've talked we've almost made partnership in the context in this debate almost as a government because we as private sector we live in partnership there's nothing we do in any country where we might call it different things joint venture whatever but you know in today's business anyone seriously trying to build a global business knows that you cannot do anything without a sincere approach to partnership I just wanted to give you one anecdotal example of a partnership we're currently engaged in talking about vaccines somebody brought us a study recently to talk about vaccines storage of vaccines in rural areas and we realized from that discussion that as cell phone operators we build powers around the country particularly in the rural areas and in most instance we are the only people with the critical what we call a critical power supply and we realize that our base stations whether the power supply works or not we will make sure those base stations work so we've now began to put refrigerators refrigerated containers around the countries where we operate with partners working with donor organizations to store vaccines so that they're using the power supply from our systems because we have partnered for some of you it may even look flimsy but you know we fought a few years ago we had a major outbreak of cholera in one of the countries and it was great and UNICEF came to us and said look we've got to stop the spread of this thing we print these little recharge cards with a basic message of the back about people washing their hands it looks simple but at a dramatic impact in terms of education so and it's great when we begin to reimagine our relationship with the private sector we are not adversaries we are really one and the same people trying to achieve the same goals thank you very much what's really interesting about that it's innovations within those partnerships it's not trying to recreate systems and infrastructure in the west but actually you made in another context yesterday it's actually trying to create the right appropriate technologies and approaches to actually solve the problems through these new combinations of technologies and business models please Raj touched on the issue of spending a lot of time on planning and doing things different and for a long time we were puzzled when that became the main agenda because we thought we had to come up with new ways of doing business but the bottom line is that it's about doing more or less the same but in a more sustainable manner both in economic terms and in environmental sustainability and once you break it down to the cultural context you find that innovation comes out of that and that's what's been exciting and I think on the issue of planning what's been exciting is the future initiative that the US government has come up with where they've spent time to develop the MNE framework with full engagement of civil society that way we will know what we've achieved we've spent time to benchmark and that way you can measure the impact from the people's perspectives a great way of building partnerships you actually have a shared view of what you're trying to achieve up front please sir thanks Robert two points I would like to make and the one is that we've discovered we realize that actually you can create jobs through your normal mining activity so we build a mine and we stuff the mine with people those are the mainline jobs but actually invariably the problem was what actually happens to the communities around how do they generate a livelihood so we have a model that we call the anglozimeli model which means to stand on one speed and we have taken it upon ourselves to assist local communities with business plans help them finance, mentor them and you know with their respective businesses and either support them through our own supply chain or even the local community type projects like saloons and things like that completely outside of our mainline activity and this business model has been so successful that since since 2008 we have generated an additional 14,400 jobs in South Africa out of over 840 businesses and this is not big money that we're investing into this the cost per job here is almost somewhere around in the region of 3,000 round per job and if you compare that with the cost per job of establishing let's say a platinum mine you're talking into the millions per job so we're now rolling out this in all the other countries where we operate the other 45 countries where we operate in Chile, Brazil Australia so that this can be a model for actually putting economic activity into the communities where we operate so that's one, that's an example that I just thought I would share with you because it's actually quite important in the context of creating jobs within the nations where we all operate and the second point I just wanted to share also just briefly is that actually the point about innovation has come out quite a lot and that's really critical because there is no one size fits all we've discovered that best practice is important yes we can learn from that but actually you cannot impose a solution out of the one community let's say here in the north in the Limpopo and take that solution and impose it in Brazil for instance because it will not work even if it might be best practice here so we have internally developed actually our own internal social economic assessment toolkit to establish what is it exactly that the community wants on a bottom up basis so that we can then work together to prescribe solutions that work for those communities in the most appropriate manner Mr. Anand one issue I want to raise briefly is a question of social trust for these partnerships and relations to work and be sustainable there has to be social trust otherwise some groups will not get into the partnerships or if they get into it it will not last situations where presidents and prime ministers have asked me we talked about civil society who are the so called civil society groups whom are they working for who gives them money what is their agenda which politicians are they supporting and it takes a long time to get them to understand civil society can be neutral working in the interest of the country and the community without supporting any political groups or they dismiss them as all these civil society groups are failed politicians or are using it to get into politics which is not correct business they suspected will exploit they've always exploited us and as we've heard here that has changed acceptance and openness but we have to work on that that question of trust and to encourage more partnerships otherwise people are not going to get into it if they think they're going to put in lots of effort and the government or somebody can wake up tomorrow and put an end to it and so I wanted to stress this question of trust and the social trust and in the development of relationships I just want to add to that because in my experience building that trust takes time and often and it takes time of working together it often requires the ability for organizations to overcome some setbacks and as I was thinking about many of the great references to Agra here I was recalling the amount of work that the team has done to overcome some of the early setbacks and now at a bilateral aid agency I'm trying to create the capacity for our agency to be rigorous in our evaluation and our accountability for how money moves and what we achieve but also to create some flexibility so that we have some space to learn and adapt and change as part of joining these partnerships and to be honest I think it's hard I think one thing that would be very helpful is for in this room on the stage that have tremendous credibility to be talking about development in a way that is about partnership and where we need to have the flexibility to be able to withstand some small failures so that we can have the really big successes and I find as I start talking that way on Capitol Hill for example a lot of people said you can say those things at the Gates Foundation but you can't say that in Congress and that has been the mindset for a long time but actually when I sit down with members of the Senate or members of the House I think they get it and they respect the fact that we're being honest about the fact that not everything is going to work but we're going to share the things we learn and try to do things better and we're not going to give up right away but if that were more of the culture of the official development community I think we'd be better partners with these types of partnerships I mean it's a really good point because in fact the point made about how the DNA of business now is very much you know partnership is part of it but partnership involves vulnerability because it means it's actually passing over to someone else part of what you're trying to deliver and so being able to actually build that trust and then communicate the mutual success is probably absolutely essential for these partnerships to work and then to deal with the inevitable setbacks that one may have at certain points Mark maybe you can talk about how do you deal with this challenge of experimentation, partnerships and inevitable failure at times because if you have a portfolio of 100 projects and you're really pushing the envelope some of them have to fail otherwise you're maybe not pushing enough in the private sector you can actually have that built in in the development areas it's more difficult and how do you deal with that challenge? I think it's a real challenge both historically and in the current thing is that there is increasingly a comfort level I'd say with the rhetoric of risk taking and failure but a real difficulty when it comes up actually against discussing real failures and I think that there are serious constraints particularly in like President Kikweti and Raj at USAID when you are accountable to taxpayers about resources they are much higher and reasonable expectations that those resources are going to be used effectively in an accountable manner and with real results at the end and so actually I think part of the role again that foundations and others like us can play is take some of those higher risk leverage bets because we are more comfortable with failure in practice we want to make sure we are on the right side of the dividing line between risk and recklessness but I think being able to take that experimentation to take the longer term view to really be able to come up with some of the models and say okay here we've done this we found this bit way work better than others and really don't try this approach at all because that was a complete failure and we found out because civil society will tell us so or whatever the might be but allowing sort of almost a chain or an ecosystem of partners who are able to take slightly riskier investments and then to come back with particularly when you do come back to government and public sector approaches that have to be sort of mainstream and leverage that there needs to be a slightly more reasonable burden proof that we are fairly confident there is going to be success around that but I think that balance is important and exactly the kind of you know accustoming both the public and key players whether it's in congress or elsewhere to an open discussion about failure is really healthy and I think important that we all try and contribute to enabling that discussion by being as open as we can about failures when we come across them. It's a really interesting concept so complementary roles may also be complementary risk profiles who can actually be involved and who could be the public policy prospectors on this to use a minor analogy and who can be the actual developers once something is being done. Raj I know in the spirit of partnership you're being called away because of a playing commitment. Any last points that you would like to make on the partnership element. Well thank you very much for your engagement. I think USID is a great example of the changing approach to development. Thank you for being here. Now we literally have not a half minutes left so but what I'd like to do is take the risk in the spirit of partnership to actually open it up to the public in any couple of questions and comments so I'm counting on you in terms of making myself vulnerable as the moderator that your interventions will be short and specific in terms of either some comments or questions and if we have a microphone we have a microphone so do I have a hand to attach to that microphone? Where's that? Please over here sir. There's a new drive towards what is being called creating shared value where there's a need to align business success to community success, business success and environmental success. In the partnerships we have discussed to what extent are we pushing this new idea of creating shared value between business and government, between business and the community, between business and the environmental agenda. Where we are arguing that you actually can't be successful as a business unless the community succeeds. You can't actually be successful as a business unless the climate change agenda is addressed. What are the views on this notion from Michael Potter of creating shared value? Thank you very much. Please ma'am in the front. Thank you. I just wanted to hear other examples of effective partnerships and very excited about Agra and we're looking forward to transforming agriculture in Nigeria but I don't know if there are other examples of this that you can share with us. Thank you. I could turn to the panel for who would like to answer the point of how do you interpret the issue of climate change in some of these areas and also what are the other concrete examples of success along the Agra level that maybe can inform the audience on this. Please, who would like to... Sure, please on the climate. I think on climate change what's been happening is that one of the challenges we face is the parallel planning processes. We have currently 25 countries that have developed their compact and 17 of those have gone on to develop their investment plans. Parallel to that you've got 30 countries that have developed their national adaptation plans for climate change and some are developing their mitigation plans and the bottom line where is the financing for all those going to come from? Is it new money or is it the same developmental money? And I think what we need to do is maybe take a leaf from what Tanzania has done where you focus. You've defined a specific location where you are going to develop the corridor. Can you climate proof that investment? Because the bottom line is the common purpose is prosperity, economic growth social and environmental sustainability. But I think we still are struggling with these parallel processes and that way the money then becomes too thin to spread across the different plans that we are developing. So we need the leadership that can look at the bigger picture and integrate these processes which are a good thing because we are beginning to plan to involve a lot of players in developing the plans and we are also bringing in indicators for success that will advise us when we have delivered on what we want to do. But I think the bottom line now is if we are going to make any development let's climate proof that development and talk the same language with the common goal. Mark, maybe I can turn the question of other examples to you. You see a lot of them. In addition to what's being discussed today about what it represents. Well I think it's as opposed to doing specific partnerships I think let me answer the question with kind of types of partnerships and I think it is that nature that again coming back for the World Economic Forum the notion of a public-private partnership is not a new one it's a phrase that's been thrown around these holes for a very long time and while I think genuine private-private partnerships of the kind that Stryve and Godfrey are much more common and accountable and tend to happen against a much clearer set of accountability results. Normally the bottom line of profit it's either generating profit or not and you have very clear metrics what we're trying to find is to build in what are the types of partnerships that do genuinely allow often several private sector actors to come in that with the public sector with farmers groups or other groups that we use the agriculture examples and they're complex and I think the key bit is they do need that kind of upfront time that Raj was talking about but in our experience and again we're relatively new to the game our agriculture program for example is still only four and a half years old a little older than Agra itself but we find that really putting in that upfront time to map out very clearly who is going to bring what to the table what does it actually look like you know do we need the full range can you actually get the same results with fewer people rather than more people because it's always easier to coordinate fewer but sometimes you do need a wider set of actors so it's less a sort of specific answer of hey this partnership is what you should replicate but it's more the process of how you go about mapping out the partnership in advance and who's going to put what resources you know financial what is the policy enabling environment you might need and the more you can get that done and agreed upfront with real clarity over what the benchmarks of success or failure are going to be the more likely those partnerships are going to succeed and again that may sound sort of relatively obvious but our experiences in practice that's actually pretty difficult to do to sit down and have people be really brutally honest about that upfront because there's a predisposition to want partnerships to succeed and I think just again a discipline that comes more naturally in the private sector because you've got investors just kicking the ties and kicking the ties say really do we think this risk is worth taking that is often more difficult in some of the more development oriented partnerships investments we're talking about Excellent We're coming towards the end I just want to check with the panel any key elements that we've missed or last message that I'd like to leave with the audience Thank you You know the first time I visited the United States I was looking for a partner and I arrived there I was much younger than I am today I'm still young but the gentleman I visited we spent three days and each time I said to him I want to talk about what I came for he said let me show you my city then he took me to see his home then he took me to see the zoo and on the third day I said to him when are we going to do some business he said to me young man if you want to go into a partnership you must first know your partner you know whatever you want to do in partnership the fundamental to it is you got to know your partner you know that different types of partnership we can do a partnership for a project which is going to last three months well you know we don't really have to get on because at the end of three months you go your way I go my way but when we started business together it's like a marriage and we have a baby and we've got to know each other you know my message particularly to my African colleagues is if certainly those from business if you want to build partnerships start building partnerships amongst yourselves as Africans the truth is many Africans believe they're imbued with the knowledge of their neighbouring country Nigerian if you say to him do you know Tanzania he said yes I know Tanzania of course but the reality is he's never been there what we need to do is we've got to know our partners and we've got to know the terrain we've got to travel within this continent you know I've got to urge you so many of you Africans you don't know Africa some of these white people know Africa better than you you've just get to get out there visit Nigeria visit Niger don't live with these myths Nigerians are like this Zimbabweans are like this go there that's where you're going to prosper when you get to know Africa get to know the terrain and that's my message and thank you thanks to this great panel we know a lot more about partnership than we did an hour and a quarter ago and I think the idea of the fair process is so important so maybe PPP is now the persistent process of partnership thank you very much and please welcome me in thanking this panel