Partnering During Crisis: The Shared Value of Partnerships between Mobile Network Operators and Humanitarian Organisations April 2020 Copyright © 2020 GSM Association GSMA Mobile for Humanitarian Innovation Contents The GSMA represents the interests of mobile operators The GSMA Mobile for Humanitarian Innovation programme ................................................................................................................. worldwide, uniting more than 750 operators with almost works to accelerate the delivery and impact of digital 1 Executive summary 2 400 companies in the broader mobile ecosystem, including humanitarian assistance. This will be achieved by building 2 Introduction ...................................................................................................................................8 handset and device makers, software companies, equipment a learning and research agenda to inform the future of 2.1 Context ...................................................................................................................................................8 providers and internet companies, as well as organisations digital humanitarian response, catalysing partnerships in adjacent industry sectors. The GSMA also produces the and innovation for new digital humanitarian services, 2.2 Objectives..............................................................................................................................................9 industry-leading MWC events held annually in Barcelona, advocating for enabling policy environments, monitoring 2.3 Methodology ........................................................................................................................................9 Los Angeles and Shanghai, as well as the Mobile 360 Series and evaluating performance, disseminating insights and 3 Core competencies and capabilities .........................................................................10 of regional conferences. profiling achievements. The programme is supported by the UK Department for International Development. 3.1 Amplifying impact .............................................................................................................................10 For more information, please visit the GSMA corporate 3.2 Core competencies and expertise of humanitarian organisations and MNOs ..........11 website at www.gsma.com Learn more at www.gsma.com/m4h or contact us at [email protected] 3.3 Combining strengths ........................................................................................................................17 Follow the GSMA on Twitter: @GSMA Follow GSMA Mobile for Development on 4 Creating successful partnerships ................................................................................20 Twitter: @GSMAm4d 4.1 For all partners ....................................................................................................................................21 4.2 For MNOs ...............................................................................................................................................22 4.3 For humanitarian organisations ...................................................................................................23 5 The value proposition for MNOs ...................................................................................24 5.1 Decisions about value ......................................................................................................................25 5.2 Value for MNOs ...................................................................................................................................28 6 MNO case studies ......................................................................................................................30 Authors Belinda Baah, Insights Manager, GSMA Mobile for Humanitarian Innovation 6.1 Iraq: Zain Cash ................................................................................................................................32 Matthew Downer, Insights Manager, GSMA Mobile for Humanitarian Innovation 6.2 Mozambique: Vodacom ..............................................................................................................36 ........................................................................................................ The authors would like to thank the participants for sharing their 6.3 Pakistan: Jazz & Jazz Cash 42 immense experience. Notably colleagues from: 6.4 Palestine: Jawwal/Paltel Group ...............................................................................................46 Jawwal, Palestine ................................................................................................................ Jazz Cash, Pakistan 7 Concluding remarks 52 Vodacom, Mozambique 8 Resources .........................................................................................................................................54 Zain Cash, Iraq Acronyms CVA Cash and Voucher Assistance DFID UK Department for International Development M4D GSMA Mobile for Development Foundation This document is an output of a project funded by UK GSMA Mobile for Humanitarian Innovation aid from the Department for International Development M4H (DFID), for the benefit of developing countries. The views MNO Mobile network operator expressed are not necessarily those of DFID. ETC Emergency Telecommunications Cluster CSR Corporate Social Responsibility This research aims to provide evidence to help MNOs make informed decisions about engaging in partnerships with humanitarian organisations, and to help humanitarian actors better understand their MNO partners and build successful long-term partnerships. This report examines the motivations and benefits for MNOs to work in partnership with the humanitarian sector. In recent years, there has been much discussion about the value of such partnerships, primarily from the perspective of humanitarian organisations. This report aims to 1 complement these discussions with the perspectives of MNOs. Combining strengths Executive summary In proper combination, the unique core • Country, crisis and context: MNOs and competencies and expertise of MNOs and humanitarian organisations have unique and humanitarian organisations can improve the complementary knowledge in a crisis situation coordination, effectiveness and outcomes of joint and the context in which it is occurring. This response and recovery efforts. For MNOs, these can make it possible to design context-specific include (but are not limited to) technical expertise, digital interventions. agent networks and brand recognition, while • Reach and scale: MNOs and humanitarian for humanitarians it is an understanding of the It is generally accepted that mobile technology can provide a lifeline organisations have unique abilities to deliver landscape of need, sectoral specialists and trusted services across wide geographic areas and to populations affected by disaster. Increasingly, however, it is being relationships with those affected by crisis. engage with those in need in a range of recognised for its ability to facilitate more dignified and self-reliant These complementary strengths can foster settings. This means services can be delivered in approaches to the provision of humanitarian aid. The ubiquity and scale successful partnerships in a number of areas, hard-to-reach locations. including: of mobile networks has made mobile an attractive delivery channels for • User understanding: MNOs and humanitarian many types of humanitarian assistance, and recent evidence shows that organisations are likely to have different humanitarian stakeholders and the private sector are recognising the but complementary understandings of end users. This can support the development of potential to offer essential products and services in an emerging digital appropriate products and services that do not humanitarian ecosystem.1 However, there is little available evidence of exacerbate protection issues or act as a barrier the value of these partnerships for MNOs and what motivates them to to digital inclusion. engage in humanitarian action. 1. GSMA (2018), Landscaping the digital humanitarian ecosystem. 2 Partnering During Crisis Partnering During Crisis 3 Building partnerships In interviews with MNOs and humanitarian Align expectations: ensure that both sides align organisations, several common features of their expectations on what they are accountable successful partnerships emerged. Participants for, and are clear and honest about the details of reflected on what they could have done better, the project. as well as what they would like to see from their Use shared language: eliminating jargon and partners. This report outlines four key features of sector-specific acronyms will make working successful partnerships that all parties should keep relationships easier. in mind: Allow time: the strongest partnerships are those structure partnerships so Identify shared value: that are developed over time. that they are beneficial for everyone. Value proposition for MNOs For any partnership to succeed, there must be a be seeking revenue or will it be driven by CSR?) clear motivation to participate. An MNO must not Does the project comply with prevailing legislation only consider the value of potential engagements and regulation? Is there a valuable business case to with humanitarian organisations, but will also need pursue? It is important to bear in mind that, for to make