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CHAPTER 3: ESTABLISH NETWORK MODEL

After establishing that a private sector network has opportunities to create value and fill unmet needs in your country, there are two next steps: establishing the network itself and determining what its initial activities should be. This chapter focuses on establishing the network model, including considerations like hosting arrangements, legal requirements, and initial funding.  While there is no one best model for all networks, there is a standard set of questions to address and the experience of other networks can be informative. The questions in this chapter will help set up a private sector network for success, ensuring it has the required structure and support for long-term sustainability and scale. This chapter and its associated resources can also be used to support the ongoing work of your network as it grows and evolves.

 

The resources in this chapter will help you answer the following questions:

  1. What are the mission and objectives of the network?

  2. What kind of initial organizational bodies can help launch my network?

  3. What are the key considerations to determine an appropriate hosting arrangement?

  4. What role can key private sector actors play in championing a network?

  5. What formal organizational structures should my network include?

  6. How do I formalize a governance structure and what are the key success factors and components?

  7. What are the different ways networks generate funding to support their activities?

  8. What partnerships should a private sector network form?

  9. How do I grow my membership base?

  10. How do I organize my membership base?

4. What role can key private sector actors play in championing a network?
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<<KEY CHARACTERISTICS OF CHAMPIONS>>

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One of the most important roles key private sector actors can play in the initial launch of a private sector network is to play the role of a Private Sector Champion.  Private Sector Champions are companies or private sector associations who become early members or partners of the network, contributing to its establishment and growth. These champions use their reputation, relationships, and financial resources to advocate for the network and ensure its success.

 

Private sector champions could be major national or multinational companies.  Some examples from existing networks include:

For Saglam Kobi in Turkey, the UPS Foundation was (and continues to be) a critical early founder that helped open the door to other major global companies that joined the network, including Google, which now sits on the Board.

For Madagascar's Private Sector Humanitarian Platform, the foundation branch of a major national telecommunications company, Telma, helped launch the initial network, and the organization remains a key funder and champion, helping it grow its membership base to over 100 members.

The Union of Myanmar Federation of Chambers of Commerce and Industry is being launched in partnership with the local Chambers of Commerce, which serves as both a key link to government and entry point to local businesses.

 

Companies that serve as effective Private Sector Champions are typically:

  • Large national or multinational corporations

  • Well-known and respected in the country

  • Already committed to corporate social responsibility

  • Eager to use their name and platform to promote the network

  • Committed to actively engaging their organization and its employees in the networks activities, such as by taking part in training opportunities and disaster simulations

  • Ideally also leaders in disaster risk management and able to speak to the value of investing in resilience and preparedness

 

Private Sector Associations that serve as effective Champions typically:

  • Are established and well respected

  • Have a large membership base they are committed to working with to increase participation in the network

  • Will commit to a formal partnership with the network, establishing a cooperative agreement/framework

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<<EXAMPLE FROM EXISTING NETWORK>>

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