Partnership Development Activities Activities and Results Expected per Intermediate Result IR

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6.1 Partnership Development Activities

Activity Lead: SSG Activity Team: SSG, CRCCoP Conduct Rapid Partnership Appraisal: Rather than take an ad hoc approach to public-private partnerships, SFMP will use SSG’s Rapid Partnership Appraisal RPA methodology to identify potential high-value partnerships. In Quarter 1, a team comprising of the SFMP Partnership Specialist, the Senior Partner Advisor, and an international SSG expert in fisheries sector partnerships will conduct the RPA, consisting of desk analysis, key informant interviews with up to 50 companies and 1-2 focus groups in Accra and at least one regional hub. Priority sectors include ICT, seafood, mining oil gas, finance, and tourism. In addition, the RPA team may confer with other donors, development implementers, foundations, andor additional potential resource partners working on related issues and who may have an interest in collaborating or joining an SFMP partnership. In order to ground opportunities in core project needs, the team will interview implementing partners, government beneficiaries, and other key stakeholders. Through the research and fieldwork, the team will identify 10-15 high value partnership opportunities as core objective of the RPA. Conduct Partnership Prioritization Workshop: Once SFMP management and project partners have reviewed the RPA, SSG will conduct a Partnership Scorecard workshop with SFMP technical teams to prioritize the partnerships and create simple actions plans for each priority opportunity to be developed in the first year of the project. SFMP technical teams will play a central role in ratingranking opportunities and determining which partnership opportunities to move forward with in Year 1, which to table for later years, and which to avoid. Conduct Preliminary Partner Negotiations: Based on the outcome of the Partnership Prioritization process Activity 3, the Senior Partnership Advisor and Partnership Specialist will conduct negotiations with potential partners–public and private–regarding resource contributions, proposed activities, etc., for possible Strategic Partnerships. This is a highly labor intensive process, which will also involve the CoP, the SFMP Fisheries Advisor, technical teams, and possibly USAID representatives at various stages to ensure management and client ‘buy-in.’ Support Communications and Outreach: The SFMP Partnership Specialist will support ongoing project Outreach and Communications efforts by providing information about partnership opportunities for use in newsletters, success stories, TwitterFacebook feeds, website, press releases, etc. Prepare Strategic Partnership Concept Papers: As needed, the Partnership Specialist, with guidance from the Senior Partnership Advisor, will prepare Partnership Concept Papers. These brief documents 3-5 pages serve to develop and refine partnership goals among SFMP, USAID, government, private sector, and other partners. The Concept Papers will begin to define resource contributions–funding, technology, equipment, expertise, etc. that each partner will bring to the SFMP partnership. Conducting Due Diligence on Potential Partners: Once private sector partners are identified for strategic partnerships, the Partnership Specialist, with guidance from the Senior Partnership Advisor, will also conduct due diligence analyses in order to uncover any questionable activities or reputational risks for USAID. SSG will use templates developed as part of its STEP methodology. As needed, SFMP will then present finished due diligence documents 3-5 pages 68 as a key stage in the Strategic Partnership development process. Due diligence reporting is envisioned as a crucial element in particular with any potential partnerships with mining, oil, and gas companies. Stakeholder Consultations: As needed, the Partnership Specialist, with input from the Senior Partnership Advisor and SFMP managers, will conduct brief stakeholder consultations with community leaders regarding the goals of a partnership. By providing prior consultation, SFMP will ensure transparency of its larger partnerships. Prepare and Negotiate Draft MOUs: In cases where partners in agreement with the goals defined in a Strategic Partnership Concept Papers, the Senior Partnership Advisor, Partnership Analyst, and SFMP Partnership Specialist will prepare draft MOUs, which serve as the foundational document for Strategic Partnerships. Using templates prepared by USAIDIDEA and USAIDGC, the Partnership Team will draft MOUs, which define resource contributions, partnership activities, roles, responsibilities, governance, etc. MOUs will then be reviewed and revised by partners prior to signature. Table of Key Activities and Milestones Outputs • SFMP Partnership Specialist hired and trained • Draft RPA report to SFMP management, technical teams, and USAID AOR [PPP001] • Partnership Prioritization workshop report [PPP002] • ICT Partnership Strategy developed • 1 Strategic Partnership Concept Papers drafted and circulated to partners.[PPP003] • 1 due diligence reports drafted and submitted [PPP004] • 1 draft MOU submitted to partners and revised. [PPP005] Who Activity 6.1 Partnership Development Activities Q1 Q2 Q3 Q4 SSG Project Mobilization X X SSG Conduct Rapid Partnership Appraisal X X SSG Conduct Partnership Prioritization Workshop X SSGCoP Conduct Preliminary Partner Negotiations X X X SSGCRC Accra Support Communications and Outreach X X X SSG Prepare Strategic Partnership Concept Papers X X SSG Conducting Due Diligence on Potential Partners X SSG Stakeholder Consultations X X X SSG Prepare and Negotiate Draft MOUs X 69

6.2 Miscellaneous Activities