Lastly from me on Q3 and just to reiterate what also has been said by others already, the key areas for thought are as follows:
Longer term view – any partnership needs to have a minimum of three to five years to develop and embed the key components, relationships, trust and initial impact to be effective to future shocks and build back stronger as I prefer rather than better. It is easier to qualify. This also means the willingness to stay the course and ring-fence the financial requirements.
Plan across the whole Disaster Management Cycle – building into the partnership plans the means and flexible approach to respond to sudden shocks makes it easier and more efficient/VfM from the outset.
Build existing relationships and linkages into the equation – ensure the linkages and relationships developed between private and public parties are mapped out and embedded for future shocks is critical. The response to the COVID pandemic across the VSCF would not have been as effective without these linkages. CARE has been aided by the relationships and trust built by the CARE Bangladesh Urban Health Team, lead by Dr Jewel and his team over the last five year and the trust others have in him, his team and CARE overall.
Bring the best to the table – an effective partnership needs to have best-in class experts who are committed to the project/response. This has been the case with M&S, GSK and CARE that has made the response so positive to the pandemic across the VSCF programme. We now see 95% of all workers are practicing safe hygiene behaviours; that feel safe; that are supported by their management; and have taken their knowledge and practice outside the factories to their homes, families and communities. The provision of expects that we have, especially within CARE to support vulnerable women and young girls, are critical to any future response to shocks, with the support from business partners who recognise and are wanting to partner with CARE.
And lastly, Development co-operation has to balance emergency response and continuity of existing programmes - Development co-operation agencies with their business partners need to continue to show impressive agility in responding to the health and humanitarian aspects of this and future pandemic through bilateral and multilateral channels and partnerships. Future partnerships that pivot to humanitarian assistance will need to adapt or expand to deliver cash, food, water, sanitation and other essential services and to protect populations, including from domestic and gender-based violence going forward. Priorities need to shift or be able to resume or expand to incorporate public health and education programmes, providing longer term income support, investment in information systems and technologies, and protecting jobs and livelihoods. Closing the digital connectivity gap has become even more crucial as a means of providing and accessing public services and assistance during the crisis during this present pandemic and in Bangladesh across these vulnerable supply chains. Digitalisation is a particular challenge in this context.