Navigating Governance Tensions to Enhance the Impact of Partnerships with the Private Sector for the SDGs

Stella Pfisterer,Rob Van Tulder

doi:10.3390/su13010111

Stella Pfisterer, Rob Van Tulder

Open Access

https://doi.org/10.3390/su13010111

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Journal: Sustainability	Publication Date: Dec 24, 2020
Citations: 9	License type: CC BY 4.0

Affiliation: Erasmus University Rotterdam

Abstract

Partnering with the private sector is a key modality in development cooperation to achieve the Sustainable Development Goals (SDGs). Despite their increasing importance, such Public-Private Partnerships for Development (PPPD) experience major challenges in defining, assessing and reporting on their actual impact. This paper explores why, and how this can be improved. We engage in a qualitative synthesis review of academic, gray literature and evaluation reports of public-private programs of development agencies. We identify challenges, tensions and contradictions that affect a proper understanding and assessment of the impacts of such partnerships. The analysis shows that the main challenge in understanding and assessing impacts is the double governance logic that emerges in PPPD monitoring and evaluation (M&E). While M&E functions as an accountability and risk mitigation approach, it should also support collaborative characteristics of PPPDs such as trust and power-sharing, in order to enhance impactful PPPDs. Enhancing the impact of PPPDs for the SDGs requires bridging the divide between (a) result-based, upward accountability monitoring and evaluation approaches and (b) emerging learning, participatory and complexity-based approaches. The paper provides suggestions on how to navigate these governance tensions by using a paradoxical lens.

Highlights

Partnerships for the Sustainable Development Goals (SDGs) are perceived as important governance tools to deliver a twofold impact for development: principle-based and goal-based
Private Partnerships for Development (PPPD) is an increasingly widespread practical phenomenon which has only been modestly researched for its impact—including possible lessons learned
The effectiveness, not the necessity, of PPPDs remains debated, which points to the importance of effective monitoring and evaluation approaches

Summary

Introduction

Partnerships for the Sustainable Development Goals (SDGs) are perceived as important governance tools to deliver a twofold impact for development: principle-based and goal-based. A principles-based approach was adopted at the launch of the SDGs with the ‘5P’ framework: People, Planet, Profit, Peace and Partnering [1]. These five principles are the guiding foundation for all SDGs. These five principles are the guiding foundation for all SDGs They represent a synthesis of principles as discussed in the global arena for the post-World War-II period: from universal human rights principles and the Organization for Economic Cooperation and Development (OECD) guidelines on multinational enterprises, to principles as defined by the United. ‘Partnering’ can thereby be interpreted as a means to achieve the other four principles [2]

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