UNDP-危机和危机后环境中的私营部门复苏与发展（英）-2023-74页-WN6.pdf

《UNDP-危机和危机后环境中的私营部门复苏与发展（英）-2023-74页-WN6.pdf》由会员分享，可在线阅读，更多相关《UNDP-危机和危机后环境中的私营部门复苏与发展（英）-2023-74页-WN6.pdf（72页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、UNITED NATIONS DEVELOPMENT PROGRAMMEUNDP GUIDANCE NOTE Private sector recovery and development in crisis and post-crisis settingsUNDP GUIDANCE NOTE:PRIVATE SECTOR RECOVERY AND DEVELOPMENT IN CRISIS AND POST-CRISIS SETTINGS 2Private sector recovery and development in crisis and post-crisis settingsCo

2、mmunity infrastructure worksin crisis settingsWomens economic empowerment in crisis settingsBuilding resilience throughlivelihoods and economic recoveryUNDP GUIDANCE NOTES FOR RECOVERY SOLUTIONSPhotographsCover(left),page 8:Casimira Sanchez prepares pieces of gym equipment at the Gimpack plant in Me

3、xico City.AFP for UNDP/Luis AcostaCover(centre),page 20:Former combatants at work in new jobs.UNDP/Aude RossignolCover(right),page 36:Fishermen bring in the daily catch in southeastern VietNam.Tran Vinh NghiaCopyright UNDP 2022.All rights reserved.One United Nations Plaza,NEW YORK,NY10017,USAUNDP is

4、 the leading United Nations organization fighting to end the injustice of poverty,inequality,and climate change.Working with our broad network of experts and partners in 170 countries,wehelp nations to build integrated,lasting solutions for people and planet.Learn more at undp.org or follow at UNDP.

5、The views expressed in this publication are those of the author(s)and do not necessarily represent those of the United Nations,including UNDP,or the UN Member States.This guide was developed by the United Nations Development Programme Global Policy Network through extensive consultations with intern

6、al and external experts and colleagues between 2021 and 2022.The Recovery Solutions and Human Mobility team at UNDP Crisis Bureau and Istanbul International Centre for Private Sector in Development wishes to thank all contributors who engaged throughout the drafting process with their expert feedbac

7、k and technical advice.UNDP GUIDANCE NOTE:PRIVATE SECTOR RECOVERY AND DEVELOPMENT IN CRISIS AND POST-CRISIS SETTINGS 3Acronyms and abbreviations Introduction 1 Background 1.1 UNDPs private sector engagement 1.2 Private sectors role in recovery 1.3 Economic recovery and livelihoods 1.4 Private econom

8、ic actors and trickle-down effects 1.5 Challenges of crisis and post-crisis settings 2 Entry points to private sector recovery and development in crisis and post-crisis settings 2.1 Private sector engagement 2.2 Micro and small businesses 2.3 Formalization of the informal economy 2.4 Digital transfo

9、rmation 2.5 Access to finance UNDP GUIDANCE NOTE:PRIVATE SECTOR RECOVERY AND DEVELOPMENT IN CRISIS AND POST-CRISIS SETTINGS 43.2 Framework for implementation 3.3 Supporting the ecosystem for recovery 3.4 Programming for private sector developmentin crisis and post-crisis settings 3.5 Checklist to en

10、sure private sector development programming isinclusive,transformative,sustainable,and greener Bibliography Annex A.Resources Annex B.Additional Resources for Private Sector Development 2.6 Business relocations 2.7 Womens economic empowerment as an accelerator of private sector recovery and developm

11、ent 2.8 Greener businesses 2.9 Collective action 3 Resilience in recovery 3.1 Partnerships Glossary UNDP GUIDANCE NOTE:PRIVATE SECTOR RECOVERY AND DEVELOPMENT IN CRISIS AND POST-CRISIS SETTINGS 5Acronyms and abbreviationsADB Asian Development BankBMO Business Membership OrganizationCBi Connecting Bu

12、siness initiativeEBRD European Bank for Reconstruction and DevelopmentGBV GenderBased ViolenceIsDB Islamic Development BankIDP Internally Displaced PersonIFI International Finance InstitutionIMF International Monetary FundILO International Labour OrganizationKPI Key Performance IndicatorLER Liveliho

13、ods and Economic RecoveryLNOB Leave No One BehindMSME Micro,Small,and Medium EnterpriseM4P Making Markets Work for the PoorNGO NonGovernmental OrganisationOECD Organisation for Economic Cooperation and DevelopmentOCHA Office for the Coordination of Humanitarian AffairsPPP PublicPrivate PartnershipPS

14、D Private Sector DevelopmentSDG Sustainable Development GoalSLF Sustainable Livelihoods FrameworkUNDP United Nations Development ProgrammeWEE Womens Economic EmpowermentUNDP GUIDANCE NOTE:PRIVATE SECTOR RECOVERY AND DEVELOPMENT IN CRISIS AND POST-CRISIS SETTINGS 6Introduction1 And aligned with the S

15、endai Priorities for disaster risk reduction.2 Resolutions 58/114 and 46/182.A growing number of crises around the world spotlight the need for crisis prevention and response mechanisms1 that accelerate the journey towards resilience,ownership,sustainability,and localization.Current crises such as t

16、he COVID19 pandemic and the war in Ukraine highlight the vulnerability as well as the resilience of the private sector.The world was forced to open its eyes to the fragility of global supply chains and their impact on local markets.This is another reminder that systemic thinking is necessary to addr

17、ess the economic repercussion of crises.We must understand market systems to foster systemic change so we can transform them to become more inclusive,dynamic,green,diverse and resilient.Yet,market systems do not follow blueprints.They are influenced by political and economic constraints,cultural nor

18、ms,and many other factors.Market systems are complex and highly contextspecific.To understand them,we need a thorough assessment of who holds power,beyond simply mapping how the business cycle has been impacted by the crisis and what structural constraints exist.Often,addressing these complexities l

19、eads to entry points and opportunities.Catalytic interventions to improve governance,strengthen social cohesion,address inequalities and promote sustainable natural resource management are called for,especially in protracted crisis settings.Appropriate responses to crises through types of recovery p

20、rogramming that do no harm2 and leave no one behind(LNOB)require a forwardthinking approach that tackles the root causes of crisis,structural inequalities,uncertainty,unruliness of markets as well as of market failures that are leaving the poor worse off.The pandemic has produced many collective str

21、ategies based on solidarity to overcome difficulties.Putting greater emphasis on the creative energies of vulnerable people to work collectively in the face of adversity and using collective business models thus produce greater resilience,inclusivity,and social cohesion.Therefore,in crisis and postc

22、risis situations,we need systems thinking and integrated approaches that also tackle social cohesion,gender norms and access to affordable and sustainable energy.In settings where institutions are challenged,security is an issue,liquidity is scarce and supply chains are impaired,business survival is

23、 the main objective.Even in the most conflictridden circumstances,some basic level of exchange will happen,and this is the seed for economic and livelihoods reactivation.These exchanges are born from entrepreneurship efforts from private UNDP GUIDANCE NOTE:PRIVATE SECTOR RECOVERY AND DEVELOPMENT IN

24、CRISIS AND POST-CRISIS SETTINGS 7individuals,which are key to market reactivation.Economic activities are a main foundation for prevention,stabilization and recovery.While the UNDP guidance note on Building Resilience through Livelihoods and Economic Recovery provides the overall framework,this guid

25、ance on Private Sector Recovery and Development offers deeper reflection and specific tools relevant in these contexts.In alignment with UNDPs Private Sector Strategy and the Finance Sector Hubs service offer,this document provides guidance to UNDP Country Offices on the design and implementation of

26、 solutionswithin a recovery frameworkto foster private sector development in crisis and post-crisis settings.It addresses the trends,challenges and opportunities of working in those environments to rebuild with greater social cohesion,gender equality,opportunities for youth,and resilient and greener

27、 markets.In a nutshell,UNDPs role is to:Enable the establishment of an enabling environment/ecosystem for more sustainable and inclusive business and philanthropy.Ensure that the strategies and actions of the private sector and foundations are aligned with the Sustainable Development Goals(SDGs).Imp

28、rove productive capacity,inclusive business,and value chains.Ensure that resilience among micro and small enterprises is improved and the private sector and foundations are engaged in crisis responses.UNDP GUIDANCE NOTE:PRIVATE SECTOR RECOVERY AND DEVELOPMENT IN CRISIS AND POST-CRISIS SETTINGS 81 Ba

29、ckgroundUNDP GUIDANCE NOTE:PRIVATE SECTOR RECOVERY AND DEVELOPMENT IN CRISIS AND POST-CRISIS SETTINGS 91.1 UNDPs private sector engagement UNDPs Private Sector Strategy(20182022)provides an overarching framework for engagement with the private sector.In fragile,crisis and postcrisis settings,UNDP se

30、eks to address the root causes of livelihood and entrepreneurship vulnerability,and ultimately engage in greener and more inclusive ways to transform market systems.The private sector landscape in crisis and postcrisis settings usually includes:3 Companies:Large companies.Micro,Small and Mediumsized

31、 Enterprises(MSMEs).A majority of micro and smallsized enterprises tend to be informal in crisis settings,meaning they are not registered or licensed.4 Cooperatives:production,insurance,purchasing and marketing cooperatives,or those combining a range of purposes.Social enterprises:formed to address

32、a specific development issue or cause.Intermediary institutions:Chambers of Commerce and industry and business associations.Commercial banks and microfinance institutions as the main investors as well as informal moneylenders.3 Adapted from UNDPs definition of the private sector(see glossary).We wil

33、l not address the case of stateowned enterprises in this document since the focus is around private sector engagements.4 In conflict or postconflict decent informality aggravated,increasing the already severe decent work deficits that are associated with informality.The ILO estimates that in conflic

34、t or postconflict situations informality accounts for 84.3.percent of employment.(ILO(2018):Women and men in the informal economy:A statistical picture.Third edition)5 UNDPs Private Sector Development and Partnership Strategy(20182022),Making Markets Work for the SDGs,p.4.UNDP seeks to advocate and

35、support businesses,especially publicly traded corporations,to adopt models,investments,and business decisions in line with the SDGs,setting aside shortterm thinking.5 For this purpose,it is also important to scan the engagements from other partners and UN agencies to better coordinate and find syner

36、gies based on each mandate.In crisis or postcrisis settings,it is important to work with MSMEs to tap into the opportunity to build better,more resilient,inclusive and greener businesses.Business models built disregarding local needs or benefiting from poor wages or bad employment conditions to take

37、 advantage of a crisis may not survive in the short term as the crisis recedes.Nevertheless,economic recovery based on systemic approaches requires working with larger,possibly foreign,companies or other actors in the system given their intersecting influences on each other.This does not imply that

38、we should hold MSMEs to unreasonable standards.For the most part,MSME owners live and work in the same community,so they care as much about the quality of life it offers as does every other resident.Being part of the social fabric in which they operate,they are often also among the first responders

39、after a disaster.Even though businesses are great allies in building resilient communities or rebuilding after a crisis,they arent always aware of sustainable and inclusive business practices or the UNDP GUIDANCE NOTE:PRIVATE SECTOR RECOVERY AND DEVELOPMENT IN CRISIS AND POST-CRISIS SETTINGS 10value

40、 of implementing them.Therefore,any new programming should seek to demonstrate to businesses the positive impact to their profits and longterm sustainability of adopting a business model in harmony with the SDGs.In a similar vein,the COVID19 pandemic showed that coping mechanisms of local MSMEs ofte

41、n include collective action and are based on solidarity and mutuality.Therefore,programming should also build on such positive coping mechanisms.Systemic interventions are fundamental to support private sector development(PSD)in crisis and postcrisis settings.Without legal frameworks,institutional s

42、trengthening,economic inclusion,and community empowerment shaping the businessenabling environment necessary for doing business,growth is impossible.Ideally,the flourishing economy resulting from a good enabling environment contributes to the stability and social cohesion necessary to overcome a cri

43、sis and resume economic activity.Supporting private sector development contributes to human security,since it is linked to growth,and ensures that the notion of security boosts access to rights,builds connections and strengthens social cohesion.Given its positioning as a neutral broker,its global pr

44、esence and mandate on sustainable development,democratic governance,peacebuilding,and climate and disaster resilience,UNDP can add value,advising and supporting institutions and communities as well as deploying solutions to help individual businesses and livelihoods.6 Based on UNDPs guidance note on

45、 Building Resilience through Livelihoods and Economic Recovery.7 Disaster Recovery:Challenges and Lessons,UNDP 2016.1.2 Private sectors role in recoveryRecovery is an umbrella that requires coordinated interventions in different domains.It offers an opportunity to transform market systems and local

46、economies by reflecting on the root causes of crisis and vulnerabilities and recasting development priorities to improve resilience.Such events are prone to recur,hence the need to strengthen capacities to absorb shocks,learn,adapt and recover faster.6 The private sector is the engine of the economy

47、,and it provides livelihoods.Repairing,adapting and transforming it in such a way that it is more resilient to future shocks,is critical.The private sector therefore has a dual role in recovery:It needs to recover and adapt itself,while also stimulating the recovery of other areas,or even engaging i

48、n humanitarian action.Recovery is also an opportunity for transformative change.Rebuilding markets in a more inclusive and equal fashion could accelerate progress towards the SDGs and generate larger impacts at the economic and societal level,improving resilience over time.Rather than reproducing th

49、e precrisis status,programming should aim to tackle gender disparities and empower women by improving their access to economic,social,and environmental assets.7 Likewise,the economic recovery process should also stimulate greening processes.UNDP GUIDANCE NOTE:PRIVATE SECTOR RECOVERY AND DEVELOPMENT

50、IN CRISIS AND POST-CRISIS SETTINGS 111.3 Economic recovery and livelihoods UNDPs approach builds on the Sustainable Livelihoods Framework(SLF)8 to ensure a systemic understanding of livelihoods and local economies with a specific focus on crisis and postcrisis settings,to help individuals reach 8 Th