 Okay, folks, we're going to get started. I'm Dan Rundy. I hold the Shrier Chair here at CSIS, and we're going to be having a conversation about food, jobs, and technology, public-private partnerships in the post-2015 and development agenda. I think we're very appreciative of our friends at UNIDO, which is the United Nations Industrial Development Organization, who helped us make this happen today. I think it's a particularly timely conversation. You all have their bios in front of you, but I think we've got two distinguished panels to be to unpack these issues. I want to make three basic points, and then I'm going to turn it over to the panelists. One is that I think there's been a significant evolution in this conversation over the 12 years I've been working on these issues. I think we've moved from a conversation that was, this is a nice to have, or this is a CSR conversation, or this is a nuisance, or this is privatization of development, or this is dodging your ODA responsibilities to a far more sophisticated conversation on the third sector side, on the government side, and on the private sector side. I think you're going to hear, I think, in the comments of each of the sectors and the perspectives that, I think, implicitly, that evolution and how this conversation has changed. Second is, if you look at the MDGs, the Millennium Development Goals that were announced and enacted in the year 2000, that are going to, in essence, come due in 2015, the next round, the negotiations that is beginning, the pre-negotiations, if you look at the report, the high level panel report, or you look at the response from the Secretary General's office, the conversation is far more sophisticated and nuanced than 15 years ago about the role of the private sector, far more sophisticated and nuanced about how we need to work collectively and cooperatively. And then finally, the third point I want to make is, next week, there's something called the Global Partnership, which is a, in essence, if the MDGs are the what about the future of development, then the Global Partnership is in some ways you should think about as the how of the future of development. And this is, it's a collective secretariat between the OECD and UNDP, where it's trying to bring together a broad set of stakeholders, both donors and middle-income countries and developing countries and the private sector to have a larger conversation that's hard to do, and that's why they call it the Global Partnership, and the conversations in Mexico City, and so the conversation there is going to be, one of the discussions is about the role of the private sector. It's one of the four central pillars. So it's now become, and almost what I've described in the past is this is a politically correct discussion. This is now on the agenda. You have to talk about this if you want to be a leader in one of these sectors. The challenge is how you scale it, how you operationalize it, and how you make this successful. Those are the three big challenges. So with that, without any further ado, I'm going to ask my friend Kazuki Kotaoka, who's from UNIDO, to start us off and provide UNIDO's point of view. I'm just going to also just flag that my friend Kazuki has to leave a little bit before four because it's the World Bank IMF meetings. And so you, as you guys all know, there are multiple things going on at the same time. And so we're lucky. We appreciate UNIDO's support, and we also understand that he's got to, he's got to take over. We're very fortunate, my friend Barbara Chrysler, who's also with UNIDO, who's going to be with us the entire time, and we'll be able to represent UNIDO very, very well and very ably. So, Kazuki, the floor is yours. Yeah, thank you very much, Dan. And it's always a great highlight for me when there is an event here with you and at this important and prestigious center here in Washington, D.C., particularly this beautiful weather has really an attraction factor for all of us to come here as often as possible. And I think we are also talking about a topic that is really pertinent for development, for the future of our development policy, our global development policy, as it is enrolling in the UN discussions at the intergovernmental level. But I think much more than in the past, this is something that is not only happening at the intergovernmental level, but this is something that is also involving increasingly business, civil society organizations and populations at large, because this is essentially the future of our planet and of our populations that we're talking about here for the next generation or so. And as these negotiations in New York are unfolding, the UN Development Group that's a grouping of 30 different UN agencies that are dealing with all kinds of things from children to industrial development, like my organization, UNIDO, have been starting a global conversation on the role of private enterprise in development. And that is partly why we are welcoming this conversation today here at the CSIS. And to an extent, we consider this event today actually as a kickoff, as a start to this global conversation and consultation. And we are particularly happy that this is starting here in D.C. where, of course, all the different partners of the private sector as well as the USAID can be present with us. We're also happy that this consultation is being co-hosted by the government of Spain and the government of the United States. And as such, we're also happy that for the next six months we will have a very intensive dialogue in different countries on this. Coming back to the development agenda, I think today's development challenges are perhaps more complex than the ones that we saw in the 1990s. And we certainly see a world that is much more interdependent and also the actors are much more diverse, as we have seen. And at the same time, we have also recognized that we actually have the means today for eradicating poverty in all of its different dimensions, and the different dimensions being economic deprivation, social inclusion, and environmental degradation. And, of course, the private sector will take an important step and play an important role in addressing these issues. The new development agenda therefore needs to live up to this complex task, and we need to move away from isolated, small development pilot activities to a much more transformative and broad agenda that really includes a transformative process for all of us, for all of our societies, to fully eradicate poverty and achieve sustainable development long term. I will not go into all the details that I have received as talking points, because this would take me half an hour probably to read. And we are all grateful for that. One aspect that is particularly important to me as we look at the next development agenda, at the moment, in the intergovernmental process, governments are looking at 19 different focus areas, everything from poverty to peace and security. And what we are arguing in this process as UNIDO, as Industrial Development Organization, is that private enterprise really has a transformative, a crucial role to play when it is coming to all of these aspects, whether we are talking about input factors into industry, such as the workforce, or water, or electricity, or even raw materials. All of these need to be managed in a responsible manner, and they can be managed in a much more responsible manner than they are done today. And through that, we can actually advance the sustainable development agenda on the input side of industry, and of course, on the output side of industry, when we are thinking about the production of emissions, the production of chemicals. On that side as well, if we manage industrialization and private sector activities better, and this is a private sector activity, this is not a government activity as we see it, then we can really find a positive and a business friendly way towards sustainable development. And ultimately, of course, what we believe is if business is doing well, and if there is more interaction and interdependency between countries also on the business level, we can also advance on peace and security ultimately. Now, let me come to the end by inviting you to this global conversation that I was mentioning at the beginning. We will open a website actually on that, and we would invite everybody who is watching also outside of this room to engage with us on this particular agenda. We think that this is a global conversation that needs to happen. We hope that this will happen in a very engaged and proactive manner. And with this back to you, Dan, thank you very much for your attention. And I'm looking forward to a very good conversation. I think what Kazuki was saying about the central role of the private sector, one of the things I've been struck by is if we'd had this conversation 10 or 15 years ago, that would have gotten lip service, but it wouldn't have sounded real. It now sounds a lot more sincere and real to me across all the stakeholders and that this is a common theme. If you read the high level panel report or you look at the conversation that's going on in Mexico, the fact that it's so central to the discussion I think what Kazuki's points are really well taken, I do think you see it as this it's a cross cutting issue and business wants to be at the table. But I want to hear before we hear from my friends in the private sector, I want to hear from Mr. Ricardo Michelle who's with USAID. The AID has been working on public-private partnership issues for at least 12 or 13 years. My friend Holly Wise who was the founder of the Global Development Alliance is a retired Foreign Service Officer and was really the put this together in 1999 and 2000 before partnerships were cool or working and we're sort of seeing out on the horizon and a number of thoughtful Foreign Service Officers at AID saw the changing world and said we need to do more to partner with others. And so Ricardo and others have inherited a very successful set of partnerships and a lot of lessons learned. So Ricardo the floor is yours. Good, thank you Dan. Good afternoon everyone. Dan I should thank you again for UN CSIs for inviting me here to speak and also thank you personally as the former director of the Office of Global Development Alliance. He's established a strong foundation which has evolved. So I sit here before you as the director of the Center for Transformational Partnerships. So not only is it real it's also cool now to put transformational partnerships in your name. As the director of the center I actually represent a team that's dedicated to USAID's mission and the mission reads to partner to end extreme poverty and promote resilient democratic societies while advancing our security and prosperity. In 2001 as Dan mentioned USAID developed this Global Development Alliance a mechanism to allow us to partner more broadly with the private sector and since then has it's become really the flagship tool for the for the agency in terms of our ability to build these public private partnerships. Over the last decade it's evolved. We've seen that this has gone more from market access into a powerful market tool which really aligns our interests in terms of development interests and businesses commercial interests. Today with over a decade of experience in building private private partnerships for development we recognize that the effective partnerships not only catalyze ideas and assets which are channeled towards addressing our development issues but also foster private sector-led growth in these emerging economies. From our experience we believe that the most effective partnerships are those that one clearly aligned business interests with development objectives also catalyze private sector participation and most importantly employ cost-effective scalable and sustainable development models for the long term. Just last week I'm proud to say the agency launched the U.S. Global Development Lab. To spearhead this bold approach it's to invent test and scale new innovations breakthrough innovations while partnering to transform what we call the development enterprise. Through the lab we were we will be collaborating with entrepreneurs world-class experts from corporations NGOs universities science and research institutions by applying science technology innovation and partnerships to address these intractable challenges that we've been facing. Our goal is to find solutions that are better faster and cheaper to save and improve lives of over 200 million people in the next 500 I'm sorry in the next five years. One a year. We need to take the long view in development that's the really long view. But all this to say that U.S. Global Development Lab is really demonstrating how USAID is evolving to make long-term progress on the post 2015 development agenda. We're positioning ourselves to produce breakthrough development innovations but also building a global platform to scale. We will discover tests but most importantly scale proven solutions to address these challenges. These solutions these are the solutions with which we will achieve the post 2015 development agenda. These are solutions that will expand the focus beyond just the economics pillar to actually include both the social and environmental pillars as equally critical elements of sustainable development. As a global leader in development we recognize our capacity to catalyze groundbreaking collaborative partnerships at all levels building alliances to expand that impact. We now have the tools the technologies and approaches to end extreme poverty and its most devastating consequences including widespread hunger and preventable child death within the next two decades and we take this seriously for us this is a unique moment in history. We have the potential to combat HIV AIDS achieve universal education and ensure environmental sustainability. We can achieve the post 2015 development agenda particularly through technology and innovation and science and partnerships of all types. So for example we're currently working with Duke University. Duke we're working with them to help test and scale a new technology that actually has the potential to save hundreds and thousands of lives of children. When we think about HIV AIDS transmission we know that most 90 percent of new HIV infections are due to mother-to-child transmission. However when newborns receive antiretroviral drugs within the first 24 hours their ability or the the probability of their catching HIV AIDS is reduced from over 40 to 50 percent down to less than 5 percent. So with Duke we've through their program that we're sponsoring with them students actually invented what's called the Pratt pouch. The Pratt pouch is a ketchup packet foil type pouch which actually holds one dose of antiretroviral drugs but the innovation here is it preserves it for over a year without the use of refrigeration. So we're actually now working with them to conduct clinical trials in Zambia it's it's expanding to other countries and we hope to be in a position where this is something that we scale and you can imagine the impact this will have in the rural communities without access to power etc etc. In fact the World Health Organization named the Pratt pouch one of the 10 most innovative products in 2012. That aside we do also realize and recognize that there's a changing landscape in terms of development. Private sector resource flows into a lot of the countries where we were has dwindled or I should say have outpaced our development assistance. The statistics we've seen it's it's close down to 90 percent where we're less than 10 percent of these resource flows. So this is a significant difference from 20 years ago. We are not the 800 pound gorilla it's not our resources that's going to move the meter therefore we have to partner and influence those private sector flows. So the boundaries of development sectors we know it are disappearing. Public private and non-profit sectors globally and locally are all part of the development equation and solutions for tomorrow. All segments of American society also are demonstrating desire to engage in global challenges. We work with youth we work at universities faith faith organizations startups and corporations. So these trends not only demonstrate the changing development landscape but also imply the need for more integrated approaches and we've taken this seriously. Most development challenges require capabilities that no one actor alone possesses. We recognize the need for these integrated approaches and are working with the private sector to expand the use of strategic alliances to help achieve shared development objectives. Working with the private sector in our eyes is actually no longer a luxury it's a necessity. Today more than half or as you say more than yeah more than half of the 100 largest economies of the world are actually corporations. So as a result of this landscape U.S. companies are increasingly looking at development as a core strategic issue rather than a matter of corporate philanthropy. A recent UN global compact survey of over 750 CEOs found that more than three quarters of them believe that companies should engage in industry collaborations and multi stakeholder partnerships to address sustainability and development goals. So over the past decade at USAID we've built over 1500 partnerships. We've worked with over 3,500 unique partner organizations. This has allowed us on a combined basis to leverage close to 20 billion dollars all in the advancement of development goals and on average this is about three raising three dollars to every one dollar of USAID foreign assistance. So this effort has really put us at the forefront of a new era of development. We talk about a new model of development. This is one this is one that seeks to leverage the creativity the technology and the resources of the private sector to promote sustainable and scalable global development. However PPPs aren't just about leveraging money. They're about building relationships between the private sector public organizations and local populations. They're also about collaboration to develop sustainable programs to implement long lasting solutions to poverty, alleviation and food security and they're about achieving the millennium development goals together providing a model for us to achieve the post-2015 development agenda. By partnering with the private sector we hope to stimulate private sector led development and exponentially increase the impact of our foreign assistance investments. As I mentioned earlier the agency recently unveiled the U.S. Global Development Lab which will lead a more comprehensive approach to achieving these post-2015 development agenda through the integration of science technology innovation and of course partnerships. Our partnerships model also will evolve to accommodate this new approach. The creation of our lab will allow a diverse set of partners to join USAID efforts to discover incubating scale development innovations in sectors like water, health, food security and nutrition which can reach hundreds of million new peoples. We're looking for breakthroughs in the order of the magnitude of the Green Revolution quite honestly. But in conclusion I just want to note that through the lab we can harness the power of applied science research technologies while forging innovative partnerships with the private sector and academia to leverage our talent take risks and use them and use our American creativity and ingenuity to transform lives more than ever before. The big picture I have at this time is our vision is to collaborate globally with stakeholders all types together defining our strategy to achieve the post-2015 development agenda through partnerships in a way that build on the knowledge that we already have and bring to the table innovative ideas so that we can invest in interventions that really work to solve our development challenges more cost efficiently and cost effectively. And we will continue to evolve our development approach to expand our impact, increase our scale effectiveness and sustainability to achieve the post-2015 development agenda. So thank you, Dan. Thanks Ricardo. That's fantastic and it's very encouraging to hear about the launch of the new development lab and I know many people are going to be looking forward to connecting with you afterwards about that. That's very exciting. Is there a website for it? Yes, it's actually www.usglobaldevelopmentlab.gov. Okay, great. Sarah, thank you for being with us here with Oracle and Oracle thinks a lot about the issue of education and development and and it works on using leveraging technology to for that purpose. I suspect Oracle's gone on an intellectual journey over time as it thinks about development as it thinks about education and it thinks about how what Oracle contributes to the development conversation. Thanks for being with us. Hello everybody. Dan thanks again for having me and I think we met originally when you were at GDA a long time ago and I've been with Oracle for 10 years. And we're both still very young so it's good. We're very young. We started our careers very young. We're just actually true. Oracle takes you know we're for those of you who aren't familiar with Oracle that's normal and I always tell everybody I quiz people like well what do you know about Oracle? And they said they read my website and I'm like well that means you know nothing. We're a Fortune 70 company. We have 122,000 employees around the world and we're one of the largest software companies on the planet. We're the largest business software company. We're headquartered in California. We're a Silicon Valley dream company. Come up we're dot com 38 years I think old we are. And we operate in 154 countries around the world. We operate pretty much in every country we sell our products with the exception of you know North Korea and South Korea and things like that. And what the way that Oracle business model functions is similar to how our philanthropic and our education partnerships function. We don't play well by ourselves. We play better with partners and we play better with local partners. So when we're looking at a country like Laos we're looking at a country like Nigeria. We might we will have Oracle employees who live there and work there and have at oracle.com as their email address but we find local partners. And one of our things we do I think that kind of gets overlooked when we talk about philanthropy is our partnership network. All of our partners globally have to follow basically US SEC guidelines. That means they do their books properly. The ethics on their sales are are done in accordance with our culture and that I think breeds maybe a better business culture that ends certain negative behaviors. But when we look at education globally especially in the US and all over the world you see a huge skills gap and everybody always hears about the skills gap. And I have very sophisticated people who sometimes ask me why does Oracle care so much about education? We pump about two billion dollars in in kind and direct dollars into philanthropic endeavors all over the world. They're all done through partnerships. And why do you do it? And it depends on who's asking me and why and I will say well because stupid people don't make software and stupid people don't buy it or smart people don't make smart people make software and smart people buy it and we just need more smart people. You need an educated government, you need educated businesses and etc to build these things or to be buying these things. So we run our largest program is the Oracle Academy. We have a couple things around the world that are a little bit smaller but Oracle Academy is kind of our signature program and what we do is we do and educate the teacher model because we don't talk to students. We're a big corporation. The teachers talk to the students and if you think about in the US context it's high school or community college. It's a workforce development program and it's it's purely altruistic. You know like I said most of you will never know who Oracle is. Most people never buy Oracle products, committees of people buy Oracle products, governments buy Oracle products. It's not something you just go to Staples and buy off the shelf or go online or blow up your laptop. So you know we we it's it's coming from a very altruistic endeavor and we like to scale and I always give the good example of a great partnership we had and we actually have a good one in Egypt too despite the Arab Spring started in Romania about eight or nine years ago. The president of Romania met our president who happens to have some Romanian heritage that's very directly connected to him just pure coincidence and he contacted the minister of education said can you take a look at this? We trained 15 teachers, Oracle pays for the trainer, trained 15 teachers. They went out and and trained as many students as they could. It was their computer science class and the following year they we trained 30 teachers and the following year a little bit more and then eventually we were able to hire out of that teacher cadre those teachers to be the teacher trainer. So we're not flying in Americans or Europeans to do it we're hiring local Romanians and very soon the government started hiring them directly and at this point years and years later it's it's actually the best country we have in I use it to shame Americans all the time. They run it completely autonomously they make a conference call we actually remove their numbers from our data because excuse the entire data set when you talk about how much we're giving or or things of that nature similarly in Egypt because we were also working with the kitchen cabinet of the government not necessarily the top official the Arab Spring happened while we were going to do this marquee 400 teachers sign up training event in Cairo the year of the Arab Spring. I got a lot of calls because people are like why didn't you warn us I would have no idea about it it's not the plan of politics I cover and nobody could communicate with us for about you know for as long as the internet was down when the internet came back online 900 teachers enrolled and that was partially from our partners but also from the teachers who had pre-enrolled who were going around door to door encouraging other teachers to sign up for this training and 720 teachers showed up and our goal for Egypt has always been that you know we train the Egypt Egyptian teachers and then they can go out throughout the rest of the Middle East and do our training in Arabic our courses aren't taught in Arabic but or not the the paperwork and all the stuff online is not done in Arabic but it can be taught in whatever language we do the same in Spanish and Chinese and what we teach is computer science at the high school level we teach intro to computer science sequel PL sequel and Java in the US alone there's 60 000 Java jobs they all of what we teach philanthropically it leads to an industry certification and two of the languages we teach are not oracle languages they're ubiquitous to the entire computer science world and so we what the way we like to structure our partnerships is we take a step then they take a step you take a step we take a step so we're working in lockstep we occasionally in the bad examples of partnerships which we learn from our government officials who want to bribe i've heard a lot of vp scream at government officials for insulting the country by trying to steal from steal from us which means you're stealing from from children as well we had another country where they selected all the teachers this is the sophisticated computer science course you really need to have algebra a college degree to kind of teach it to learn not to learn it but to teach it and we had a specific country which we use a lot to give examples but we don't say their name and it was all the teachers choices were political choices they went to the villages and they picked the wife of the school team you know they they did it that way a lot of these teachers don't have power in their schools so you really can't teach computer science without electricity had never seen a computer and i had the US ambassador come out a couple government officials come out and they really pump these teachers up you're going to save your country from poverty you know you can be a data hub you can you can do all this amazing you can be the next endeared and you know five days later these teachers are in tears and we didn't want to be in tears we're very selfish we we don't like bad feelings either so we we work with with governments to make sure that we're helping them select the teachers not it's not an autonomous thing that there is a threshold to entry and we have better examples always the noise every year when it's like well Christmas can't move neither can our due date to help you know countries understand that you know and we don't have to do this i get baited a lot too with oh your competitor just gave us a hundred million dollars i said well great you don't need my money or some of the times i'm just like you don't really get how this works this is philanthropy this isn't you know you're i don't need you like me i need you need you to help the people you're trying to serve and that's what we're trying to do and we look at in a global capacity um our barrier to entry is a return phone call um it's it's very simple our people are hungry i actually have to call you i'm calling you next by the way i have some people who want to talk to us aid to because we want to help grow these in countries and it's not something we can do because what we do is we build software we don't network educators but we do talk to people who do and that's how we become successful and hopefully our goal is always to make our programs sustainable where we're not involved um and we've done something similar in chicago and i just mentioned it because i saw an article recently chicagos now considered the fifth largest tech employment market in the country about four years ago sisco orclib and microsoft all started pumping in our philanthropy into the high schools in chicago i like to think we had something to do with improving that sarah thank you very much trevor um you all have been thinking about development from a number of perspectives you have clients you have philanthropic clients government clients host country government clients donor clients you are kind enough to support a conversation a conference we did about the future public private partnerships strengthening which we produced a commentary called the future of public right partnerships back in october starting a powerful instrument for global development which built on a couple of things we've done here at csis one is seizing the opportunity in public private partnerships that came out in november of 2011 with my co-author and friend anasai to carcin who's not with us today but one of my colleagues here at csis and we've we've done a lot around this issue of partnerships through our shared opportunity and you helped us further that discussion and i think this builds on all of that work um you just yesterday launched a change readiness initiative you're thinking about multi stakeholder challenges whether it's youth whether it's um whether it's food uh whether it's this ability of a society to improve its ability to react to challenges and capitalize on challenges how is kpmg thinking about multi sector partnerships and um how should we be thinking about this in the context of the post 2015 development agenda thanks dan it's a pleasure to be here it's particularly nice to be up on the stage because i can see the trees i often wondered why people agreed to do this and put themselves through it but now i know you actually get to see the trees um the thanks dan for the introduction i have to say after that i'm not entirely sure whether i'm in the wrong room or you are um you could tell me at the end um i i was thinking back to um some of the things that i was looking at and i can remember when i when i first started working in in international development and that was back in 1989 i i can remember an american friend of mine actually quoting mark twain to me so i i actually had to go away and look this up last night to make sure i got it right because my memory is not what it was um and and and he said um one of the things to remember about being being badged as an expert is an expert is actually just an ordinary person from the next town over so um so i i i think you know i think we would see ourselves very much as ordinary people actually in this debate and trying to engage with it in it as equals uh and i think that's one of the key things in in looking at public private partnerships is for all parties to actually come into this um with a view that they are genuinely going to collaborate so kpmg you you probably know us as auditors but we're more than that and i have to say i'm delighted to announce that i'm not an auditor and and is this like a support group yeah you know it's it's kind of pretty good um we've got a hi trevor right yeah i can sit in the circle and hold hands in a minute right but um we we've got 155 000 people based in 156 countries around the world and and the way in which we operate is wherever we can we use local resource if we can't use local we use regional if we can't use regional we bring in i was going to say global experts but that's terrible after what i've just said um global specialists um for us we recognize and i think exactly the same as sarah was saying um we recognize that that for us to be successful uh as a business we need our people to be successful the communities that we operate in to be successful and our clients to be successful and and that's really why we're engaged in in in the development debate we we have as i said we have offices in in in 156 countries and that includes most of the fun places in the world so we stayed in Sierra Leone throughout the conflict we've got offices in Myanmar you know we're in mongolia and paul and all the rest of the places afghanistan um and and we engage our local staff in those offices so for us it's not an academic thing it's something that affects the lives of our people uh every day in their countries so in terms of in terms of our our business we focused our our engagement in development around the millennium development cause and we've done that really from from from the start of the process and we just to give you one example of some of the engagement we we started back in 2008 and we we looked at our own uh energy footprint um and we thought if we were going to go out and advise clients on it we kind of might be a good idea to do it ourselves so we we had a look at our energy footprints and our global board decided that we should we should reduce our our energy profile by 25 percent by 2015 by 2010 we'd already taken it down by 29 percent and that represented a cash saving to the business of 220 million since then we've reduced it by another nine percent and we're on track to bring it down by over 40 percent by 2015 now that's not just um from a moral perspective it's also good business it's it's actually cost effective it generates reductions and expenses for us so i i wanted to turn now to the to the millennium development goals and sustainable development goals and um i i mean one of the things about it is i think we have it we're starting to have and i think we need to have an honest conversation about where we got to with the millennium development goals and where we've still got to go a lot of the things that you see are very slick they're very shining and they're great presentations um i've resembled that remark but we but we need we need to be clear so i mean if you look at the mdg there's been some great progress i mean it they galvanized the world they got people to actually really focus on the challenges of extreme poverty and to look at the situation so we've got a world today that's more prosperous than it's ever been there's half a billion people fewer fewer people living uh in abject poverty than the where when we started on the mdgs there's been dramatic improvements in basic education in health in water sanitation technology and technological innovation is actually transforming the way in which we interact with each other the demands we place on government both for services for accountability and for transparency and we're in it's enhancing government institutions and helping us to actually think about how we can provide new solutions to the challenges that we face cross-border flows which have been facilitated by this of goods and services of inter internationalized many societies around the world and today as as ricardo said foreign direct investment private aid foreign direct investment is now five times the level of official development assistance to africa so it's pretty clear that that the private sector is a major player it however so there's been some great progress but i think we need to be clear if you look at where we are if you just look at the mdg around around halving extreme poverty great success it was achieved by 2010 you look underneath that that was achieved really as a result of progress mainly in china and india if you look at africa today and you take sub-saharan africa from where it was in 1990 it had 290 million people living in extreme poverty today the figure is 414 million and that's a success i don't want to be around when there's failures right um so why why do we engage in this as i've said it's good for our communities it's good for our business we're absolutely clear that for us as our business we will be more successful stable peaceful sustainable world and we're absolutely clear that for that to happen people have to have opportunity to learning to health and to market opportunities and i would add after what you said yesterday dan to democratic processes as well he told me off of that yesterday um in favor of democratic processes that's what you said yeah that's exactly and we believe though that underpinning all this has to be responsible business and that has to be underpinned by long-term ethical behavior that correlates with higher financial returns lower volatility and a lower cost of capital for business so it makes good sense all the way around and we think there are new markets in africa there's new markets in asia if you look at growth and you look at where growth is coming from it's not coming from the traditional markets of europe or or america growth is now coming from africa it's coming from asia so so we engage in all of this agenda and we engage in four ways we engage in the policy dialogue with with our friends at ungc um with the world business council on sustainable development with the global commission on economy and environment and i could go on and on and on we engage in all of these forum forum we engage through our traditional sort of corporate citizenship agenda which is linked back into the center of our business and and we're engaged um really from a global level with global initiatives right the way down to villages so i'll give you some examples there very quickly we we work with the millennium village and also with the millennium cities initiative we're supporting the village of pember in tanzania completely in terms of its development journey we've been working with millennium cities on a whole series of programs across africa and take a look at bamboo bicycles by the way if you're thinking about trying to get healthy and i'm not a good advertisement for that bamboo bikes well worth a look um developed through millennium cities with support from kpmg uh it's sustainable it makes good use of local resources it's cost effective and it creates jobs for young people in africa so go bamboo bikes um but we also involved in things like a live and kicking which is an hiv aides initiative which actually recycles leather collected from the streets in in nirobi and turns them into footballs so it it's great for the kids it gets the message out to the community so you can have to kick me if i because i could go on for ages but i'm gonna just just turn very quickly to something that dan mentioned which is a change readiness index that we've produced that looks at 90 countries around the world and looks at their ability to actually respond both to shocks and opportunities and there's some interesting findings there in terms of sort of trade um we found that the more open the market the broader the macroeconomic policies and the greater clarity the more active the labor market policies and the better access to human capital the greater the trade however it's it's it's it's not a perfect storm we've also found countries at the bottom where a lot of those things don't apply such as venezuela where they're still getting 50 percent of their GDP from oil because obviously because of the the extractives i just wanted very quickly turn to trade and i wanted to pick up the case of africa and just develop that a little bit more i've been attending the world bank um imf meetings this week and i've been listening to sessions on africa rising which which were great and really interesting but just just to get to the bottom at that africa's share of global trade which is growing rapidly is three percent okay so it's growing from a very very small base it's got a three percent share of global trade despite having 15 percent of the global population it's a continent of 55 countries it's got a large number of economic jurisdictions which make it very difficult to do business and many of those markets lack scale 15 of those countries are landlocked which gives them real problems in terms of access to market and the ability to actually take whether it be agricultural produce or other things and get them to market quickly there's a higher cost as a result of that and i was looking at um last week there was a summit in brussels 70 european african countries actually met to talk about how they can improve the political and the economic environment between europe and africa the big issue was trade and i just want to look at that just very quickly when i looked when i actually looked into the community you communicate and then followed up with some of the details i was rather surprised and i maybe this is just me you probably won't be 65 percent of the exports to europe from africa come from five countries five countries algeria nigeria south africa libya and morocco 65 percent okay um if you look at um china the figure goes up to 90 percent comes from five countries so yes there's a tremendous improvement in trade there's a lot of opportunity for africa to grow there's a lot of opportunity for africa to develop its markets but there's a long long way to go i'll stop there but i can in questions i've got some comments i've picked up brilliant great so thank you i think you've heard that there's a consent the there are challenges in opportunities in development we're in a different place from 15 years ago i think there's a consensus we need multi-sector collaboration to make to confront these challenges i think there's a much deeper consensus that's baked in about the role of the private sector and i think you've heard across this panel that those themes i want to put a question to trevor and sarah about what do you need from governments and multilateral agencies like unido to be better partners and then i want to hear from micarta about what do you need from the private sector or the third sector from them to be better partners and i'll just make one additional point that sort of someone was talking in the green room about and we see this in the u.s system too the good news is is that public private partnerships have become a lot more accepted as an approach the tricky thing has been when you're a company and you've received you hear from five or six different u.s government agencies or in the case of someone in the green room saying they've heard from 20 or 30 un agencies if they're a particular company so i think the good news is is we've got the public sector thinking about this but i think we're starting to create there's some interesting challenges around how how we talk about this etc but i think that i suspect that's something i know that's in one of the issues that wasn't a problem if i can pull it a problem maybe a challenge maybe an opportunity 10 years ago because it was just even hard getting this conversation off the ground and i think we're in a much better place than we are 10 years ago so but i'm gonna start with trevor then sarah then rickardo trevor okay thanks um and i'll be brief compared to what i just said okay i suppose first thing shared language i think we need to be clear what we're talking about there's a there's a lot of confusion about public private partnerships i was at a meeting the other day and it was about building dams um i was at a meeting the following day uh and it was really about fundraising it was trying to tap up the private sector for some contributions um it's all described as public private partnerships so we need to be very clear about what we're talking about we need to be very clear what the rules of engagement are we need to be very clear um what it is we're actually trying to achieve in a particular initiative how we'll know whether we've done it and what what good looks like really as a result of that i think the other thing is i think from certainly from our perspective we need to scale one of the things that we've done with our own global development initiative is we focused our engagement globally on fewer larger partners um in the sense that we're spending far more but we're doing it with fewer initiatives because we felt that what we were doing was just scatter gunning so many things that it was just so difficult to manage all those all the interrelated processes we needed to focus and we needed to get scale um and i think finally i would say be clear about the results be absolutely open about what's not working and what's not what's working what's not working and what lessons can be learned to improve future collaboration and future programming that's great Sarah um i would definitely agree on definition i had a one-year meeting with a a multilateral development bank where they still could not define public private partnership for me and they really just won a 20 million dollars in cash um and that's not what we do when you're talking to our philanthropy and you're not going to take our curriculum and change it and somehow then say it's better after we spend a billion dollars to make it what it is um so definitely definitions i think also having different avenues um and understanding the way our public our public private partnership program has been described to me as it's a ruler we can bend it a little bit this way we can bend it a little bit this way for the local flavor etc but we cannot do this we cannot completely you know we teach software so if your schools don't have computers if you don't have broadband then we're not the right people for you to partner with doesn't mean you shouldn't have a conversation with us because maybe one day in two or three years um and we also in turn follow where that goes but understanding what we're offering and knowing that we're not going to reinvent it because you are you know USAID and you're so important and and we need we're beholden to you um we're more we're we're beholden to our shareholders really but when it comes to this we want to make sure we have a positive result we don't do it for PR we should probably tell more people about what we do but um it's actually on purpose our sales people don't talk about this on purpose um but making sure that there's an avenue so if we went to USAID which i haven't gone in a while so i'm not gonna i'm just putting you on the spot but if we went to x organization we could see uh here's public private partnership and maybe a definition but contact click here and somebody can get back to you so we can have that access i think the beauty of partnerships is uh it's a two-way street and i have to echo the sentiments that i've heard here in terms of what we need from the private sector the shared language i couldn't say more as a former banker to trevor's point public private partnerships to me before coming into development space meant massive infrastructure programs not working with host country governments to implement small programs that said i also have the pleasure of working with trevor on a partnership that we're we've developed through devx and specifically thinking about how do we bring these two together to establish that common platform of the language i would say that um we also need um patients as multilaterals as bilateral as we can't move at the speed of business however i think that uh to the extent we can be patient with those processes and keep the longer term goals in line it allows us more room a lot of times when we engage we may be engaging later on in the process or with a shorter time frame and for us because of those processes and moving that aircraft carrier we can't keep up if you will with how business would like to be on the ground and implementing right away so we'll have to meet at the middle but i think uh if we're charting towards that same north star again echoing what trevor said having those goals identified what are we trying to achieve and then being willing to have those mature dialogues some of our learnings have been from partnerships that have not worked but what's worked within the partnerships that hadn't worked is that we talked about those issues what are you really trying to get out of this relationship and where are where are we not meeting those needs and being willing to reevaluate and recalibrate those and for us that's not an easy task as we plan and contract etc but without those discussions we know that the next partnership won't be as fruitful so um so you know that kind of dialogue is critical and the last thing i would say is that we have to as sarah and i are going to do after this begin to engage early and often because of the processes because of the plumbing and how it works again trying to keep up with the speed of business becomes tricky so for us if we have a broader dialogue we engaging earlier not just once we think we have a solution to see if it works but actually one of the things we're trying to do in the lab is actually co-identify what are those constraints that we can address through the private sector co-collaborate around what are some of the solutions and ultimately when we find that solution it's a lot easier for us to scale it together okay time for two questions i'm hoping to hear from my friend michael levitt and i'm also hoping to hear from my friend tom ward in the back so we're going to take that's exact soupy very open dialogue for that gdhx seven years ago my former friend dan randy um well i guess i'm going to sleep really well at night because things are so great um and they i mean as compared to past conversations absolutely but um first i just have to point out the fact that there's four times as much foreign direct investment money going to these countries doesn't have much to do with making those countries better places it's going to make those companies that are investing richer it may make the countries better but it's not the same as development money it's potentially the same but my question is i bet i could go through the list of companies that we're talking about and write 50 of them down for memory they're the same companies and they're really big and they're in 150 or they're coke in 200 more countries than there are countries and um it's the same really small number of wonderful companies trying to do the same thing how do we significantly expand the number both of the big guys and big companies us and so two questions how do we expand the number how do we expand to more medium-sized companies and how do we get more non-us companies to think that way let's do this in a bunch we'll get toms and then i'll give the panel a chance to hi i'm tom word i'm uh economist uh was at the world bank for quite a while following up with what trevor and sarah said i think is what's key here is um we got to get past lofty ideas to down to the contracts you know so we get commonality contracts and so forth i've been working with the world bank a lot they've got links where you can go common contracts where you can get those so it's inset how you have a two-way accountability and that's again goes back to the contract basis and then understanding what the drivers are so then we're all clear on what are we getting from the beginning okay folks just to give each you a chance to respond to sure why don't you we'll just start with you we'll go down okay okay um absolutely the points that you made it does tend to be the same large of companies and part of that is is the cost of being involved the cost of engaging is is actually relatively high you know to actually take something through the contracting process whether it be the world bank or a id df id or e you if you're a small company that's very difficult to do and expensive just just because of the actual transaction cost involved in doing it so that in itself tends to be self-limiting i think the other thing i would say is i think what we need to look at is building much more of an alliance for entrepreneurship yeah because if you look at where jobs are going to be oh sorry we need to look much more about oh you missed the best part that's why you were all nodding nodding god see it you were just thinking you were just thinking thank god we can't hear him right okay no the second the second thing i would say is entrepreneurship i think if you if you look at where you're going to create jobs in africa you're not going to create jobs through through through the big extractive companies you're going to create wealth you're going to drive gdp growth you're going to drive exports you're going to drive trade you're not necessarily going to drive large numbers of jobs on the ground you're going to do that through entrepreneurship you're going to do that through sms and you're going to do that through through building up that sort of well i suppose it's probably critical middle class really in a sense isn't it it's the sense of people who are actually going to create growth in an economy so i would urge development agencies to actually look at how they can actually develop entrepreneurship in in in these countries is sierra and i would agree with that and i think you know if you're a medium-sized american company you tend to keep your philanthropy local to whatever states you're doing business in because it might not even be all 50 and the transaction costs are quite high we can scale it's when the egypt project failed or was because we weren't sure what was going to happen with the government if internet was ever really it turned on etc you know it didn't cost us any money not to do something it was just a missed opportunity well we could have done something in gana instead of egypt all that work we had done but it didn't cost us it didn't affect our bottom line but for a small medium-sized company it could and i think and i and i always wish i could say this about my foreign competitors because i do praise microsoft and cisco and hp and all of my us competitors for doing great philanthropy in the us and abroad i think it's something that's kind of in our dna as an american as an american you know we've we've brought people over to show them how to volunteer because that's not part of you know in the formal capacity of how we think about it as americans and exporting that and showing off i think you're seeing it more when you have bigger non-us companies that we're competing with going well wait with oracles going over there to paint the school why aren't we going over to paint our own school and some of that it's not a shame thing but it's more of a lead by example i think that could help a bit well i'd like to definitely associate myself with all the comments made by my colleagues here and i couldn't agree more now i'd i'd like to take another lens on it though i mean we will continue to work with those uh larger companies because the asset we have of them is a little different than what i think you're getting at the ask is the ability to leverage their resources already going in which i think is different than when you're talking about the medium size in companies where we're actually trying to grow the economies from the bottom so i think our role in the next evolution is really how do we use our footprint across the world to replicate that within these local economies when i think about the sea change that needs to happen particularly when it comes to policy reform and the political will the drivers are not necessarily going to be the multinationals in country it's those local and regional powerhouses that we need to begin engaging as well so that's a critical part of the dialogue and then what we are doing on the entrepreneurship is really focusing on social entrepreneurship so we've created mechanisms like our development innovation ventures our grand challenges which really speaks to a new cadre of people and most of these are entrepreneurs that are coming up with these innovations and ideas and in the last three years where we've had the dibs and the global challenges we've had over six thousand people apply and of those six thousand over sixty five percent are people who've never worked with us a id before so we're doing it in a bite-sized chunk so that the issues that are barriers to entry aren't realized by them and this is supporting them directly in those countries to become those engines of growth so i think it is a valid point we need to become more flexible in terms of how we engage along the entire spectrum building on what we've learned from the bigger usual suspects but actually applying them more nimbly to speak to the local needs and bring new ideas and thoughts and players to drive those economies okay thank you can i just add one more sir you get the last word sorry about local economies you know companies of my size we make money off wealth i mean we make money in korea and japan and singapore we don't make money in places like berma and laos because they don't have the economy so when you don't have this the vibrant middle class you're spending money on food age you're not spending money on an it system for healthcare you're buying an inoculation pack you're not buying you know an inventory management system and that's where we want to see these countries grow it's not to our benefit to keep them you know to to keep that lower to keep things down we want to see people prosper and grow because it's in everybody's interest and i think yeah and you know lee quany said you know the three things you need to do for wealth when he was prime minister um his first year was emancipate women create foreign direct investment and and improve education and you do those three things and things will flourish on their own i singapore is a special thing man we have our 40 percent of oracle our female the person who ran malaysia was female the person who ran pakasam's female up until a few years ago those types of things also to bring up that you know the kitchen cabinet of women in tech and women in business um we try to lead by example all right we're going to do we're going to set change now we're going to go up to this to the second panel i hope everyone at those who folks standing in the back if you were standing because you couldn't find a seat there's some seats up front and we're going to we're going to be up here there's some seats up front here and we're going to do a quick set change thanks panel thank you can i make one our cards are still new i mentioned we launched last week the website is www usa.gov forward slash global dev lab for those interested thank you okay set change all right okay folks thank you thank you i'm fairly appreciative that we've got some really thoughtful people that we're going to take it now to a slightly different optic which is we're going to talk about livelihoods and and the post 2015 goals we've got uh some really great speakers uh my friend barbara christler i'm going to ask her to speak first i don't think i need to go into the same level detail given that you've all been here for the first panel but i think what we're doing is is we're going to take this conversation a little bit further about the power of partnerships but i'm going to come back to the question at the end for my colleagues on okay what do you guys need from governments and multilateral organizations and a little bit let's i want a little bit direct the question for my my non private sector folks to my friend from unido and then i'm going to have put to barbara what do you need from the private sector and at the end but after you've presented that'll be my one question then we'll go out okay so barbara the floor is yours thank you very much then thank you very much ladies and gentlemen it's really a pleasure to be here today and thanks a lot for the CSIS for supporting us in this endeavor as my colleague as suki said just an hour ago we are actually kick starting today in collaboration with the CSIS our consultations with on the partnership with the private sector within the post 2015 development framework and we're doing that together with the UN global compact because both organizations unido and the UN global compact have been nominated to lead these agendas so we're very excited about the opportunity today i would like to before i start talking about the importance of sustainable livelihoods and poverty eradication i would like to as trevor was actually doing just to take us a little step back and to look at the millennium development goals and their achievements and i think there have been some impressive results after all first of all the last 13 years have seen the fastest reduction in poverty in human history and we have seen for instance a fall in 30 percent of child motel mortality and also the death from malaria have been have fallen by a quarter these are just three examples but i think they do show that there have been some impressive results nevertheless we also have to acknowledge that there have been some serious shortcomings with the millennium development goals first of all they did not manage to integrate social environmental and economic aspects of sustainable development second neither did they address the economic growth as a critical driver to generate the income in order to address the other two dimensions namely social and environmental priorities and thirdly they also did not have in place an implementation mechanism to achieve these goals now we have the historic opportunity in the development of the new post 2015 development agenda to address these shortcomings and at the same time to also address some of the major changes that have actually been happening since the year 2000 and that are going to happen within the next 15 years we should not forget that by the year 2030 we'll probably have another billion people additional one billion people on this planet most of us are also living in cities today today mobile phone subscriptions have actually risen to more than six billion by now and the internet has virtually is now virtually available in all corners of the world so while the international development community or international community I should say is busily trying to develop the new set of goals one theme that we believe is going to be central in this debate is the eradication of extreme poverty within the next generation and I would like to actually quote the the panel of the high-level panel of eminent persons that the UN secretary general Ban Ki-moon has put in place as one of the consultative groups to work on the post 2015 agenda and that group quoted in their report and I'm quoting here for the first time in history there's a chance to do something that has never been done before and that is to eradicate extreme poverty once and for all to end hunger illiteracy and preventable depth this would be a truly historic achievement so how can this be done obviously poverty eradication is a multi-dimensional challenge and it will go far beyond my presentation today to look into all these dimensions what I would like to argue today in my presentation is that industry if we are serious about eradicating extreme poverty by the year 2030 industry has to be at the key of this endeavor let's look at some of the dimensions of poverty eradication and the creations of sustainable livelihoods for instance job creation jobs are a principal way out of poverty they boost living standards race productivity and foster social cohesion at this very moment the world has to tackle a double challenge first of all we need to find jobs for the 200 million people out there that currently are without a job and according to world bank estimates another 600 million jobs will have to be created by the year 2020 and secondly these jobs need to be good and decent jobs because a third of all workers worldwide are still poor and out of that more than half are actually still in the informal sector mostly of them women however jobs do not fall from heaven like mana and job creation is a very difficult and challenging thing to do that most governments of the world are struggling with job and employment opportunities arise as we've heard already in the first panel from enterprise creation from smart government policies and from economic development and I agree about 90 percent of all enterprises worldwide are SMEs so SMEs have a very important function in that with more than half a billion jobs globally manufacturing is absolutely crucial for employment generation but sustained job creation also requires structural change that means the ability of economies to constantly innovate and to constantly generate fast-growing activities that are characterized by higher value added higher productivity and increasing returns to scale in this day the industry since the industrial revolution manufacturing has been at the core of structural change constantly creating higher output employment and leading to unprecedented growth in incomes the second dimension I'd like to look at is food security poverty is the main cause of hunger in fact people go hungry because they cannot afford food and the price volatility and sharp increases in some of basic foods and staple food has not helped food security however is not just about getting people enough food it is also about access it is about managing waste and it is about moving towards sustainable production and consumption patterns producing more food will be absolutely essential by the year 2030 we will need about 50 percent more food than it is currently produced today here again industry is absolutely key the agricultural sector does remain the backbone of economic development and livelihood creation in nearly all developing countries however most small whole of farmers are trapped in a vicious cycle of subsistence and that is mainly because they do not produce enough yield to have enough surplus surpluses that can be marketed and marketable and second because they are missing links and lack of infrastructure between farm level production and processes manufacturing and marketing agricultural and industrial development here are absolutely crucial to help small hold of farmers to move from the subsistence level to increasing and successful businesses that can generate income that can produce nutritious food and that can actually stimulate growth and reduce poverty with these changes we can feed another billion people by the year 2030 the last dimension i would like to look at is actually sustainable management of natural resources industry has a very important role as i just mentioned in food security and job creation but we cannot deny that industry also has a major ecological footprint and causes severe pollution around the planet if we continue the current industrial wasteful model that is built on the scarce natural resources that we have we are definitely bound to for serious ecological social and economic disaster so obviously we need to do something differently and i think the key here is what we call the coupling the coupling of economic growth from unsustainable resource use and negative environmental impact the coupling means to use less material to lose less water and to use less energy for the same economic output it also means to move away from resource intensive production to resource efficient productivity in conclusion i would like to say that industrial development has proven a very effective poverty reduction strategies for the last centuries what is important now in the post 2015 development debate is to acknowledge industry's key role in achieving comprehensive and sustainable development outcomes as such we would argue that industry must have a prominent role in the post 2015 development agenda and feature in the sustainable development goals in order to address the eradication of poverty once and for all thank you thank you very much thank you Barbara Caitlin we're so appreciative you're here with Hilton Worldwide you've been a great partner to CSIS along with IYF and helping us launch the youth well-being index and to help us launch a larger initiative around youth prosperity and security you all think about the issue of employment as it's linked to the travel and hospitality industry and the issues of employment are critical business opportunity and challenge for your industry thank you for being here and the floor is yours great thank you so much for having us i'm really excited to be here and apologize for my froggy voice i'm recovering from a cold so to give you a little bit of an introduction of Hilton Worldwide first of all as many of my colleagues we are a global company we operate 10 different hotel brands so you're probably familiar with our flagship brand which is Hilton Hotels and Resorts we also own Hampton Inns, Embassy Suites, DoubleTree, Waldorf we have a large portfolio we have about 4,000 hotels in 90 countries around the world and we employ in those hotels over 300,000 team members so because of that we're obviously services industry company there's huge opportunity for us we're at a point in our history where we're growing faster than we ever have in our 92 years of operation and so we're looking at needing to hire a lot of people in the coming years we're also really growing most quickly outside of the united states often in a lot of markets where we don't have a lot of familiarity we don't have hotels there and a lot of people in the room have been working there for a long time so for us as we started thinking about you know these issues of growth and being more strategic with our investments we looked at where it made sense to start looking at partnerships to overcome some of these employability issues so some of you might have heard at the world economic forum this year we made a commitment to open doors for a million young people by 2019 and we plan to do that by connecting with them ideally through our supply chain and through other means by preparing them and that's looking at workforce development programs mentoring programs internships with our hotels and just general awareness raising of hospitality as a career opportunity for young people and then finally through employing them and bringing them as team members providing them good jobs providing them opportunity to grow and giving them the skills they need so that if they stay with us they can be successful or if they decide to go elsewhere then they can also be successful and contribute so as you can imagine a multinational company does not come to this position of making a commitment like this lightly it's something we started thinking about about three years ago when my colleague and boss Jennifer Silverman joined us as our vice president of corporate responsibility and we decided to start thinking about corporate responsibility more strategically and looking at you know what are the issues over the long term that are most going to impact our business what are the things that if we aren't paying attention to them we will not be able to operate 50 years from now 100 years from now and one of the things we came up with was our team members obviously we cannot serve our guests without our team members we cannot operate our hotels without our team members so that is a critical critical stakeholder group for us further we looked at our team members inevitably will be aging so how are we looking at the next generation of team members and so we came to young people and youth as an area that was of real importance to us and as we started looking at the issue of youth especially youth in all of the markets where we're expanding so quickly we realized that we're really good at once people come to us and apply for that job bringing them into our system helping to train them helping to give them the skills that they need the knowledge that they need to do really well within our hotels but in some of the markets where we were going they weren't coming to us at that point of being ready you know that they were coming out of university certainly but maybe they weren't coming out with the skills that matched up with our needs or they weren't coming out with the you know soft skills even that we really needed for them to be successful and so we realized that we needed to look outside of just our own expertise to other sectors to people who had been operating in these contexts for a long time and find an expert partner that could help advise us along this journey so we developed a partnership with the International Youth Foundation and they've been really instrumental in working with us and and better understanding how to tackle this issue of youth bringing them on board and kind of integrating them into our whole system so we've worked with them really closely we started out doing a lot of research around youth as it relates to hospitality and them coming into our hotels of what are the barriers and where the opportunities when we do bring them in we found out that travel and tourism will need to hire about 73 million people in approximately the next 10 years while simultaneously there are about 75 million unemployed youth so that matches up pretty nicely in our opinion but as with a lot of these things you know the devil is in that last mile of you know what is it that's keeping them from being able to come in and contribute with their company so they've also helped us greatly in some targeted markets where we're growing to create specific programming as those of you who might be familiar with them they have a great network among universities among foreign governments and you know and helped us to look at kind of the whole ecosystem as we're going into these countries you know it's not like here where you can just expect people come out of university and be ready you've got to be thinking about who are the different players involved and so through that work we started to realize that you know we are a global company we can provide this job for these young people which is you know a great position to be in a lot of our colleagues don't have kind of that scale in the need to hire so many people but we also realize that we're only one component of overall youth well-being right so we can give them the job but if they're not healthy if they're not safe at home if they don't have the educational resources they need they're not going to be able to succeed long term with us or otherwise and so um IYF you know started talking to us and saying you know there isn't really a great way to measure this or to assess youth well-being across you know across countries and across different factors like that and so with their advice and then with the leadership of CSIS they developed we supported the development of the youth well-being index which was released last week and was a fantastic job by this team and the index looks at six different areas of youth well-being it's across an international scope so it covers about 70 percent of the world's youth and the thought being was that if we with these partners could develop a tool governments could use it to target their funding more effectively private sector could use it to know where to invest you know in the different countries they're going into the nonprofit sector could use it to better understand you know where they're making their investments foundations same thing so we're really excited about the potential for the tool so I think you can kind of see you know that we've really evolved in our thinking and in our approach and just in our understanding of the issue you know over the last couple years but ultimately what we've realized is that none of us in this room whether you're with government whether you're with private sector whether you're with nonprofit whether you're you know education whatever we don't operate in a vacuum you know all of us are kind of interdependent as it relates to handling any of these kind of larger scaled issues and so we really realize that we can contribute our knowledge and expertise in as much as we have to offer but we really need to look for that expertise coming from everyone who's really affecting these issues um if we're really going to look at kind of this long-term sustainable growth and sustainable change so that's our story I'm excited to get your questions and talk about it. Thank you so much Caitlin. Tom you're at Lando Lakes when I think about Lando Lakes I think about butter but I don't think in this context we're necessary talking about butter but Barbara I think very interestingly talked about both the food and urbanization challenges and how we're going to need to feed folks and at the same time we've still got a lot of rural poverty in the world and how are we going to connect people to global markets including agricultural markets which are global markets so Tom the floor is yours. Thanks very much Dan I really appreciate the invitation from you and from the center to come and speak here today. That's right everybody knows Lando Lakes you probably buy and use our products our dairy products our butter products but we're a little bit more than the dairy company. We are actually the second largest cooperative in the United States we have about 5,000 individual farmer members we have 900 cooperatives that have over 300,000 farmers so we're a multifaceted agribusiness with very very strong roots in the Midwest the land of lakes as everyone knows of course is the state of Minnesota because it has over 10,000 lakes so we're a really solid Midwestern company I came to work for Lando Lakes in 2009 and one of the reasons I really love working at Lando Lakes is one of the number one value at the company is integrity and I really like the remarks heard earlier you know I don't think you can be a successful private business today anywhere in the world if you don't operate with integrity and I was really really pleased when I came to Lando Lakes and I learned that was the number one value they expect in their employees and everything else. We work with a lot of partners in the United States and because of that I tend to think of Lando Lakes as a relationship company and I want to talk about relationships because that's what really these public-private partnerships are all about. Lando Lakes in addition to being a dairy company where the number one animal feed company in the United States Purina is our brand and we've recently gone international with a joint venture in the PRC the People's Republic of China again it's a relationship we've made with a company out of Taiwan and we now have an animal feed investment in the People's Republic of China we've also recently gone international into Mexico we have just invested in a tropical maize or corn seed production plant down there we're interested in expanding into tropical maize seed because as Barbara mentioned the demand for food is only going to increase around the world Lando Lakes is actually the number two seed company in the United States you're not going to see us in Home Depot or in your garden supply stores because we sell wholesale through our cooperatives but we have proprietary rights to hybrid corn hybrid soy and hybrid alfalfa or Lucerne and as you can imagine this complements well our dairy farmers because what do dairy farmers need they need corn they need soy source of protein and they need grasses which is what corn and alfalfa are to feed their dairy cows okay so i don't work in the corporate side though i work in the international development side what Lando Lakes does international development work i didn't know that well we do 32 years ago our CEO decided just like we're good neighbors in the communities we work in the American Midwest and throughout North America now we should be a good neighbor in the world and so he created our division the international development division and we operate mainly on grants and contracts from the US Department of Agriculture and from USAID so i want to talk a little bit about what we bring to the table and why we have a unique value proposition to offer in development work first of all i think there is a really important place for development work to complement private sector investment because i really believe development money helps prime the pump it helps come in and do some of the things that Caitlyn was talking about in terms of education and that Sarah was talking about with the teachers and in the schools and and some of our work and i'm going to talk specifically in a minute or two about Suri Lanka it really starts to prime the pump so that communities are ready for investments that are going to come in by larger companies so again we're a relationship company but we take a market driven approach we're an agribusiness we're a cooperative so when we go in and start a project that's being funded by USDA or USAID we don't go in there and try and you know look for something to do we look at what the market wants and what we try to do again as a relationship company is connect farmers to markets and we move all along that value chain from the farm to the fork okay and we work with companies all along there i want to make this clear right now Land of Lakes does not have any investments or brands that we are selling in any of the less developed countries that we're working in okay so if you go to the Land of Lakes website you will see under the corporate social responsibility of the work that i and my colleagues do okay so we're not out there trying to even develop a market for Land of Lakes that was not what the vision was when our division was established but for example because we're a cooperative when we go into some of these countries what's the first thing that we think about doing we think about organizing farmers why because if you've got five farmers out there nobody who's selling hybrid seed or fertilizer soil fertility products or anything else has a sales force that's going to go and visit all five farmers or 500 farmers but if you join them together in a cooperative or a farmer based organization and you have one person representing them now you have a value proposition maybe i'll come and i'll visit this representative and i'll be able to sell or at the same time buy from them as a dairy company our most successful stories are organizing farmers into dairy cooperatives around milk collection centers hooking them up with processors but one of the areas we're working in i just want to talk briefly about it is Surilanka those of you who watch the news and are aware of international events know that Surilanka was one of the countries hit by the tsunami back in right in oh four um they also had a civil war that was going on there for about 30 years uh between the toml tigers sounds like a soccer team um and the regime in colombo um so when the civil war ended um USAID and the government of Surilanka wanted to go into these areas and start generating economic growth so we have a project called biz plus where we're working to develop grassroots small and medium enterprises in Surilanka so far we've made eight million dollars in direct grants to these small businesses and the way it works is we go out we visit these businesses many of them don't even have a business plan they don't know what a business plan is um many of them aren't keeping books that might be acceptable at banks so we go in we do some training we provide some technical assistance then we cross the street we work with the banks explain to the banks look this looks like a bankable proposition again building those relationships between those small and medium enterprises that need a little capital to hire more people we have a key partnership with the salon chamber of commerce at the national level and they are the ones who are going to sort of carry forward the activities in terms of providing these business development services to the small and medium enterprises we've helped grow in the northern and eastern parts of Surilanka we've given grants to ag cooperatives for the production transformation marketing of dairy and other products we've helped with cattle breeding services and artificial insemination services we've helped businesses in tea packaging core which is coconut fiber Surilanka has a lot of coconut trees for processing we've helped establish ice production facilities for fisheries um we've worked with small manufacturers to develop agricultural machinery for smallholder farmers and we've even done some work in shoe garment furniture handicrafts and other small and medium enterprises sounds like you guys do a lot we're doing a lot hey um we've also worked directly with 300 micro enterprise firms so directly we've created 5 000 new jobs and through these micro enterprises that work to support the SMEs we've created another 6200 jobs um in some what we're really doing is trying to facilitate the transfer of knowledge information and skills building up relationships of trust between these small and medium enterprises the customers they're servings the financial institutions that are giving them credit and encouraging the adoption of modern technologies and modern business practices uh and i look forward to taking any questions and my colleague my former colleague Matt Krause who helped develop that program uh is sitting out here in the audience and he's probably better qualified to speak about it than me thanks tom thanks dear dr thanks for being on the panel you're the CEO of pixera global you you bring both volunteers and professionals you've work at the nexus of companies you think about supply chains you've been a leader on international corporate volunteerism uh most of your work some compared to say 10 or 20 years ago is not with the u.s government you work primarily with companies you're a you're a solutions provider for companies often in partnership and connecting them in essence the development solutions provider you work with the u.s government still but you really uh have your your journey i think is i think symbolic of i think some of the cutting edge of international development partners in terms of how they the the forward-leaning ones have thought differently about working with the private sector so i'm really appreciate you being on this panel and i appreciate also having joined your board recently so i was just gonna say not only my client not on my client but i'm a board member right like this yeah that's right exactly so thanks dan and thanks for inviting me to be here today and thank you all for being here and thanks to csis for hosting this really interesting afternoon and uh just even on this panel i heard a lot of very common themes uh starting with relationships which we definitely tend to be a bit of a relationship a relationship organization ourselves i appreciated your comments on business direct business interest in the programming that you're doing katelyn and i think that that's very aligned with what we're doing and then barbara just sort of the what are we doing to move the needle on big global challenges so all of those things play in quite a bit to the work that pixera global does let me tell you a little bit about our history because i think that as dan alluded to it is very much related to the discussion we're having today so we've been around for 25 years we've only been pixera global since october so we're all still getting used to the name uh the gentleman who was sitting up front and is now hiding in the back that asked the cynical question at at the end of the last session is my predecessor as ceo at cdc development solutions he's gonna fill in here at csa so it's all very in the family yes but uh he groomed me in my cynicism for a dozen years so uh that may come come into our business strategy as well so we began 25 years ago as an organization that was started uh after the fall of the berlin wall when american businessmen and women were calling into the white house they wanted to do something to help businesses that were transitioning to working in a market economy in eastern europe and then the countries of the former soviet union and so we really were in the early days a broker of skilled volunteer services that's one real expert area of expertise of our organization over time we shifted to be more of an international development provider that used skilled volunteer resources wherever that that was appropriate to do and we really shifted to being a usa id contractor and grantee uh we were up until a decade ago 100 percent funded by usa id and today we're less than 10 percent funded by usa id and the way that we made that journey was by looking at the areas of expertise we had the placing of skilled volunteers and also understanding uh entrepreneurship understanding sme growth in emerging economies and where all of those pieces intersected so there's three i want to give you three specific examples of projects we do to give you a sense of where the public sector private sector and social sector all come into this we ourselves are a 501c3 we're an NGO uh and one of our key areas of work is in local content development particularly for the extractive industries and what we do in that area is we will work as a contractor usually for an oil and gas company to identify local businesses that have the potential to be suppliers to the industry and then to work with them to build their capacity to meet the very stringent requirements of the industry whether that's in quality management or financial management health safety and environment all of the the things that are not necessarily at the top of an entrepreneur in angola or mozambique's mind when they're thinking about the opportunities in the oil and gas sector so we've done that work since the 1990s in sakhalin in russia but today we have i think the most interesting project we've ever done in this space and that is in mozambique working with anna darko oil company and anna darko is a houston based company and a very american company and they've only just started making a foray into working internationally and all of a sudden they have this massive gas concession off the coast of northern mozambique and there is a lot of talk in the country about upcoming requirements for a procurement of local goods and services and anna darko didn't really know what to do with those requirements and so we came along and we worked with them to do a very intensive gap analysis what does the industry need and what's actually available on the local market and what is going to need to be done in order to bring the local market up to meet the standards now this kind of work has been done in a lot of countries before what's different here is that anna darko is not yet at final investment decision and yet they have invested heavily in understanding and starting to build the capacity of these potential local suppliers and the other thing they've done that's really different and exciting in this space is they have turned to their feed contractors the front-end engineering and design contractors the Bechtels and Floors and Halliburton's of the world and said when you bid for the buildout of this liquefied natural gas facility we need you to build into your proposal how you're going to maximize local content so this has never been done before everywhere else we've ever been working on local content we're retrofitting it in a situation where they've already been producing for years and years so think about the potential of that if you build of if you design a facility so that you can maximize the use of local content it's a really really exciting model and we're hoping that we're going to see some uptick on it as there are so many more new oil and gas producers around the world and so many people that are struggling with their local content policies so many countries that are struggling with their local content policies so that's that's that's one piece the the other area of our work that we're best known for is what Dan spoke about earlier which is international corporate volunteer programs so some of you may have heard of IBM's corporate service corps program it's probably the gold standard in this space because IBM sends 500 people a year their top talent to work on assignments building the capacity of local governments, SMEs, NGOs around the world and we're responsible for finding those host clients for conducting needs assessment and seeing what they could actually use of the skills that we have available from IBM and then matching the right skill sets with the needs of those local organizations and IBM's been doing this for five years now and there are now we just finished our benchmark study this year there are now 39 major companies that have programs akin to the corporate service corps program where companies are sending out their top talent they are looking for leadership development they're looking for insight into emerging markets they're looking for teaming because it's a global corporation they're eventually looking to profit from doing this but at the same time they're delivering real social value social impact okay so what you're saying is this isn't CSR right so i think i think the thing you want to take away is what you're hearing in either case the localization supply chains which are billions and billions of dollars multiples of foreign assistance or even corporate philanthropy plugging small SMEs in local economies into that there's some controversies in this country about that among large companies and it impacts some of our trading relationships etc but it is there's a changing landscape out there and there are increased pressures to do it and so i think in the in the net net you're going to see a lot more companies doing this so Pixar helps them do that but then the international corporate volunteerism when if we if we'd have this conversation 10 years ago or even five years ago the conversation on corporate volunteerism was this is a nice to do maybe it's a staff retention thing now it's the kind of program that IBM is doing with 700 700 they sent 500 a year they've sent 2,500 total over 2,500 total so we're now getting into the thousands of the best people that a large global company has into local markets isn't necessarily about isn't this wonderful from an employee retention standpoint this is about very sophisticated business development work as well as as well as team building and it's so there are there are very specific so linking development challenges with if i can put it this way self-interest or good business practices is is where it's where it's at and i also think it's interesting so Pixar are going from i don't know 100 percent of its resourcing from governments to 95 percent or 90 percent private sector in the last 25 years i think says something about the way the world is going so so let me go back and i'm going to go back to each of you and then i want to put this out to the to the to the audience for questions is okay just very briefly uh diridra tom katlyn what do you need from the unidos of the world for you to do more partnerships and then Barbara briefly what do you need from the private sector or from other sectors for you to scale your partnerships dear do you go first so i think the thing that's been really frustrating for us and that we haven't seen from the public sector and in some cases from our NGO colleagues either is an acceptance of this fact that it's okay for business to profit from doing this kind of work it's okay and in fact we welcome it and that's going to allow them to continue to do it and even though some of us sit here we we you know we not at this table that's not sort of the prevailing that's not the prevailing feeling and we've got to change where we are on that that's good okay yeah um i really appreciated the the comments that we got about the new office and the global development alliance but one of the disconnects uh and my experience has mostly been with usa id is that while we can have these policies in washington the money's not in washington the money's in the field and so as many times as the administrator or other people may say we want public private partnerships um sometimes when you approach a mission with an idea um the idea doesn't get too far or if it gets far and then there's a change and who's heading up one office and a new person comes into the office that idea dies and you know that's that's kind of difficult so what i would like to see is everyone on the same page that if aid is going to have a policy in washington that somehow there's a way to ensure that the missions uh follow along with it the second thing is to streamline the paperwork um i like the kpmg remarks about uh the energy footprint um i think the application process the amount of paperwork that's needed the reporting requirements and everything for public private partnerships are far too onerous um and it's uh and it was cited as a reason why small and medium companies can't get into it why a company like oracle or kpmg can bear it so those are my two takeaways thank you kate kate and i'd say from our perspective um you know we're looking like you said for those opportunities that are a win for the business and are a win for society it's a shared value concept and that that's where we really try and target our investments um that being said we want to partner with organizations that are thinking about that and they're thinking about as a hospitality company what unique resources and expertise can we bring to these issues to help move the needle and hopefully that's not only money and hotel rooms which is what we hear from most of the organizations that approach us about partnership but it's really thinking about like we have a army of 300 000 people on the ground in 90 countries we have people in every one of our hotels they're like a little mini business we have accountants we have it marketing people we've got communications people we've got these experts you know that are all over the world we've got you know this whole network of actual infrastructure out there um we've got a supply chain of over three billion dollars worth of you know things coming in so being a little bit more creative about what we can bring to the table um and then once we get some of those ideas providing us some tangible next steps i think that i attend a lot of meetings that are really fantastic around ideating about the issues and how can we come to them and how can we talk about public private partnerships and it is very fantastic but we're ready to go like you know give us some instructions and some tangible next steps we can take and like let's go okay barbara so i think you've got your marching some stuff in your inbox here but what's your what's your response from from you're at a multilateral agency thinks about the private sector what do you need uh what do you need from the private sector for you to scale what what you do in in your day job in vienna right well i think obviously a lot of that has already been said in the first and also here in the second panel is i very much agree i think what i would like to uh stress one more time is that we need to sharpen the business case we need to sharpen the value proposition that each partner can bring to the table and it's absolutely clear at least for the organization i work for unido that the business of business is business you guys will never be a philanthropic outfit and you shouldn't but i think there is a lot that you can bring to the table we certainly and i think the the areas where or the times when the development community was looking at the private sector simply as a cash cow hopefully these times are over we are really looking at the private sector as bringing knowledge and expertise to our technical cooperation programs and then i was uh listening to what tom was saying and the example he gave about shrillanka uh made me smile because the way you were describing the project i mean i wasn't sure now whether you were actually from the private sector or from the development community because it very much shows the overlapping interest and the convergence between the the interest of the the private sector and the development community and so strengthening this business case and making sure we can further align CSR with business interest i think this is really what we need to work for okay got time for one or two questions from the audience this gentleman here Jeremiah actually he's my other colleague will get you the microphone right here it's gentleman and anyone else now's your moment okay uh in this this woman back here so it's going to be the two of you go ahead uh mark brian united nations foundation we've been doing actually a number of private sector and guides with dialogues on the post 2015 agenda with our partners in the global compact so i've read a good bit about what companies are thinking of in sort of general terms of what needs to be built into the post 2015 process i'd like to hear from the panel your thoughts on processes and policies um that you should that you you see as integral to helping you in your work built into the process and feel free to get granular and this this young woman back here Jeremiah's got right behind you thank you good afternoon thank you for a really informative panel session i'm Helen Cho I actually work for Ricardo and i'm with USAID global partnerships team my question is around i wanted to take advantage of this opportunity where we have private sector representatives to really validate this value that we bring to the table as government and part of yeah the USG of the convening power when we're saying that we as representatives of the US government bring to the table the relationships with the ministry officials in country with other bilaterals that's where we can add value because we you know have those relationships is that something that the private sector sees as valuable depending on the country that we're working in and how can we really leverage that value if that is the case so i'm gonna have Deirdre and we're just gonna go on down and we have Barbara Chrysler have the last word but Deirdre you're first so i want to give a really frank answer to the the question that you just posed we work to create a lot of those relationships on the ground because most of the work we do is not within through USAID frankly we find that it is easier to broker those relationships bilaterally sometimes than it is to bring in a whole nother level of formality and process that comes with bringing the US government into the mix i would love i would i would love for it to be otherwise so in that list list of ass but right now we actually we find it easier to go at our own and to bring our clients along on that than to than to triangulate it so i'd love i'd be happy to work with you on that yeah um i i think at the level of the american ambassador there's certainly a convening power in most countries i've worked in and i've worked in over 30 countries in the developing world the US ambassador usually has a round table where he calls in representatives of american businesses or retailers and things like that and certainly there's an advantage for that for networking and other purposes but i absolutely agree with Deirdre i got some funding from our overhead to do a pilot project in Kenya for three years and i did it you know completely you know without you know telling anybody in USAID or the US you know embassy or anything like that i went made the relationships with the Kenyan companies with the representatives of Monsanto, Sinjenta, Bayer and the other crop protection and companies i wanted to work with to you know try this pilot project and see if it would work after the first year of course then i made sure i went to the embassy in a and let him know about it because i did want to get a gda uh and that's another story um but um i i think you know that's about enough said on that in terms of um the post 2015 agenda one of the things we talked about in the green room and and uh i know Dan uh and and brought it up is um not just the private sector and what our role is going to be but what's going to be the role of the developing countries in determining the priorities for the post 2015 development agenda i mean we talked earlier i think there was reference to the fact that there were eight um millennium development goals leading up to 2015 and now there's talk of being 30 talk of being 50 talk of being 100 i mean as uh as Dan said earlier not to uh get too religious on this but christ had 12 disciples there were 10 commandments and i didn't say though yeah yeah i know but you know i agree with that but i'm not you start getting into double digits like that i think you're just going to lose focus so you know the the fewer the numbers um for us as an agricultural company the better okay katelyn great um to follow up on that i think clarity around what exactly we can do to contribute would be really helpful um and i'm talking about specific metrics how are we measuring success um you know and and how can businesses contribute how can government contribute how can nonprofits contribute but how are we measuring it and how will we know because i think we've talked a lot about um whether it's successful whether it's not and so getting clarity on that would be really helpful although i recognize that's very difficult um and then finally to the relationships for going into countries a lot of our um you know when we're going into new countries a lot of that is kind of handled on the ground so the development teams there will be handling it when we're you know working with um the teams to build out our teams will work with local universities and so we come in in areas where we're really struggling but i think i would agree probably with my colleagues that we're moving fast and so adding that additional level of formality would probably be challenging for us um but also agree that you know if it were there in a way that would we could utilize more easily um would certainly be welcome okay barbara you have the last word and if you can also reflect a little bit on this question from our friend from the un foundation sure i mean i i think what uh and in fact we we did talk about this uh already previous to this session uh certainly um we need to ensure that we integrate the social economic and environmental dimension into this discussion because this is something that has not happened in the development of the of the mdgs neither did the private sector at all have a voice in the develop in the development of the eight mdgs so i think just the change that we are seeing now and i think we also need to give some credit to that in the last 15 years there has been a tremendous change because nowadays you have CEOs of the top companies of this world that are actively being engaged in the development of of the new development uh framework so in that sense i i think that is already uh a very important move i also would like to echo what kathleen was saying that i think what would be very important from the private sector is to get a guidance and lead uh on how can we monitor success because that is something how can we actually make sure that we don't see we are doing great things but we can actually build um a framework and we can build a certain um indicators that can actually help us to measure success and that is tremendously challenging and complex and i think we will certainly look at the private sector to to help us in in in guide us in in that because that is certainly something where you guys have a lot of experience and expertise that we can actually use i would like to just um also uh finish by saying that this consultative process on the means of implementation is actually taking place as we speak it is taking place at the national regional and global level and we are inviting the private sector in in all the countries where this consultation process is taking place to to come in and to make their voices heard we have also launched um a website the world we won 2015 where we are publishing some of the key documentations from all stakeholders that have a stake in this process and we very much would invite you also to have a look at it and to contribute to that thanks please join me in thanking the two panels