Implementation Partner Modelling

7/30/2019 Implementation Partner Modelling

1/1381Select the Right Implementation Model and Partners

Chapter 7: Select the Right ImplementationModel and Partners

Once the key parameters o the CI strategy are established, the next step is guringout how best to deliver the program. This too is a strategic choice guided by distinct

variables, such as the companys objectives, project time horizon, budget, and thecharacteristics o the local operating contextincluding availability o partners. Becausedierent implementation models have dierent advantages and disadvantages (thatmay serve one set o objectives over another), it helps to understand the various optionswhen determining the best t or delivering your CI program.

Beyond the choice o implementation model, there are some common themesrelated to implementation eectiveness that are also worth thinking through up-ront. These pertain to how a company will maintain its involvement and oversight;the sustainability and exit considerations or the model chosen (particularly roma nancial standpoint); how to build capacity to support participatory decisionmaking and governance; and how to select the right partners.

Forming strategic partnerships that can help a company to leverage and maximizeits community investments is good practice. (Company engagement in multi-stakeholder partnerships is increasingly common.) It is driven by the basicunderlying tenet that each partner has something valuable to contributeandthat, by systematically working together, the partners can achieve their goals moreeectively than by working alone.

UNDERSTAND THE DIFFERENT IMPLEMENTATION OPTIONS

An implementation or delivery model is the organizational structure through which

a company carries out its community investment program or supports others indoing so. In practice, many companies use hybrid approachesa combination odierent mechanisms to deliver their programs.

Table 7.1: Common Implementation Models49

Model Description

In-houseImplementation

A company creates an internal department or unit to workdirectly with communities to design and implement CI projects.

CompanyFoundation

A company establishes an independent oundation as aseparate legal entity to carry out its CI program. Foundations

can have grant-making authority (i.e., fnancing o CI programsimplemented by others) or serve an implementing unction(implementing their own projects and programs).

Third-partyImplementation

A company engages a third party, such as a local or internationalNGO, to work with local communities in designing andimplementing CI projects, or it supports an existing initiativebeing implemented by others.

Multi-StakeholderPartnership

A company establishes or joins a voluntary or collaborative alliance,network, or partnership. This implies cooperation between two ormore actors in a manner that shares risks, responsibilities, resources,and competencies, and involves a joint commitment to commontasks and goals.

Hybrid A company utilizes a combination o two or more implementationmodels to deliver various components o its CI program.


2/1382 Select the Right Implementation Model and Partners

CONSIDER TIMEFRAME, BUDGET, AND LOCAL CONTExT

Decision making around how to deliver community investment is driven by bothinternal and external actors and considerations. Some o these actors may imposelimitations on the choice o implementation model in a given setting or haveimplications in terms o eciency and eectiveness. Three important elements orcompanies to consider:

Time Horizon: How long will the company be operating in the area and howquickly does it need its CI program up and running?

Budget: How much will the company spend per year on CI, and how secure isthis unding?

Local Contet: What is the level o local implementation capacity and what isthe potential or partnerships? Are there government or legal requirements orestablishing certain vehicles to receive or channel unds or local development?

Figure 7.1: Examples of Implementation Models50

Cargill relies on its CareCouncils (employee-ledgroups) to implementstrategic communityinvolvement activities onbehalf of their businesses.While councils vary instructure, size, andleadership, their goal is to

ensure that Cargill isinvesting its financial andhuman resources in localcommunities to helpmeet its businessobjectives.

In implementing its communityinvestment programs along theBaku-Tbilisi-Ceyhan pipeline route,BTC chose to partner with local andinternational NGOs. Where

international NGOs were selected,they served as lead partners,implementing projects in collabora-tion with local organizations.

In Ghana, Newmont Mining has setup a community development fund tosupport development activities in tencommunities in the Ahafo area. TheNewmont Ahafo Development

Foundation, established by thecompany in collaboration with localstakeholders, manages the fund with anine-member board of trustees.

ABBs Access to Electricity Initiative is apartnership model with companies,development agencies, financialinstitutions, and regional authorities toelectrify poor rural communities. The

aim is to provide the preconditions formore sustainable development in thesecommunities.

Montana Exploradora deGuatemala has an in-housecommunity investmentprogram and has alsoestablished a local foundation,Fundacin Sierra Madre, tosupport a broader range ofprograms. These includehealth, education, andvocational training, commu-

nity capacity building, andeconomic development.

Multi-StakeholderPartnership

In-houseImplementation

Third-partyImplementation

CompanyFoundation

HybridImplementation

Model

ImplementationModels


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KEY qUESTIONS FOR IMPLEMENTATION PLANNING

When thinking about how to implement CI, there are certain undamental questionsthat are applicable regardless o the type o model selected. These include:

Does your implementation model support your objectives?

How will you maintain ownership, visibility, and oversight?

How will participatory decision making and governance be ostered?

Should you pilot beore scaling up?

How will transparency, accountability, and sustainability o undingarrangements be ensured?

What capacity building is needed to support the chosen model/encouragelocal delivery?

What is the exit or handover strategy or the chosen model?

Does Your Implementation Model Support Your Obectives?

The chosen implementation model(s) should help a company meet its CI strategyobjectives. I a company wants to engage partners and attract external unding, orexample, a multi-stakeholder partnership model or a well-structured independentoundation is more likely to acilitate external support than a company-run CIprogram. Similarly, i a company wants to support existing local institutions andorganizations, engaging NGOs as third-party implementers or piggybacking onexisting programs might be preerable to setting up a new structure. Where quickimpact projects are required in the short term to meet high expectations or gaingovernment approval, a company may choose to implement CI projects itsel while

longer-term arrangements or CI delivery are developed.

How Will You Maintain Ownership, Visibility, and Oversight?

Irrespective o the model chosen, maintaining ownership, visibility, and qualityoversight o any company-supported CI initiatives is neededboth or risk andreputation management and to account to shareholders on how company resourcesare being managed and spent. Visibility ensures that stakeholders associate the CIprogram with the company so that the business derives the benets it seeks in termso positive perceptions and relations. However, the amount o in-house capacity(sta and expertise) and resources (time and money) required to eectively set upand monitor CI programseven when the company is not directly involved with

implementationis commonly underestimated. Experience in emerging marketcontexts shows that companies nd themselves having to provide a much moreintensive level o support and oversight than originally anticipated.

How Will Participatory Decision Making and Governance be Fostered?

A key eature o strategic CI is building representative and participatory decision-making and governance structures as a means to empower local communitiesand develop capacity. Companies do this by involving representatives rom localcommunities, government, and civil society on governing boards, committees,councils, orums, and other multi-stakeholder decision-making bodies. Meaningulparticipation oten requires capacity building, training, and mentoring over time so

that imbalances in power and access to inormation among stakeholders can beaddressed. (See Chapter 5 or details on capacity building). Where there are already

Irrespective o themodel chosen,maintainingownership,visibility, and qualityoversight o anycompany-supportedCI initiatives isneeded.



local structures or processes around local development planning, these should beexplored as potential channels or participation.

Should You Pilot beore Scaling Up?

A pilot is an opportunity to learn on the job, and it can contribute signicantly tocapacity building. Oten, a pilot project provides valuable learning about what works,what doesnt, and the actions required beore scaling up activities. Depending on

the context, it can be worth starting out small, testing ideas, and building trust andcondence among partners beore commencing ull-scale program implementation.

CHEVRON (NIGERIA) - A REGIONAL DEVELOPMENT GOVERNANCESTRUCTURE52

There are over 425 individual communities located near Chevrons operationsin the Niger Delta. Because the company ound it dicult to work with somany villages on a one-on-one basis, it asked them to group themselves intoeight clusters. Chevron Nigeria then signed GMOUs with all eight clusters.

The GMOUs are nonbinding, multi-year agreements that have become acentral component o Chevrons engagement with Niger Delta residents.State governments participated in the agreements, which created a RegionalDevelopment Council (RDC) governance structure in each cluster to redistributeunds rom Chevron Nigerias joint venture with the Nigerian National PetroleumCorporation. Functioning as early-stage, community-run oundations, the RDCswork closely with state and local government and the Niger Delta DevelopmentCommission to plan and manage development projects in their geographic areas.In addition to the direct nancial support provided by Chevron to implement CIprojects, each RDC receives support and oversight rom several NGOs.

The RDCs are comprised o several subcommittees:

Cmmy egagm Maagm Bar: Includes representativesrom the communities, state and local government, Chevron, andNGOs. The board provides general oversight and nancial control overRDC activities, and must approve all proposed community developmentplans and disbursement requests.

Prjc Rvw Cmm: Includes RDC members and representativesrom state and local government, the Niger Delta DevelopmentCommission, Chevron, and a local NGO. Each Project ReviewCommittee reviews annual work plans and budgets, validates projectexecution, and monitors outcomes.

Accs A Cmm: Includes at least one RDC member and one stategovernment representative, as well as representatives rom Chevron, oneNGO, and a donor agency. The committee aims to ensure transparency andaccountability by advising the RDC on accounts and budget preparation.

Cfc Rsl Cmm: A dispute resolution body includingRDC members and representatives rom Chevron, the Niger DeltaDevelopment Commission, state government, and NGOs.

A Community Engagement Management Board sits atop the entire process andmakes nal decisions. The board includes RDC members and representativesrom Chevron, state and local government, and NGOs.



How Will Transparency, Accountability, and Sustainability oFunding Arrangements be Ensured?

Corruption, lack o transparency, and misuse o CI unds pose a major challenge orcompanies. One way companies tackle these issues is to make public all nances,

contracts, payments, and expenditures related to CI. Another way is to make specicindividuals or bodies accountable, and to build checks and balances into the system.

I a companys contribution is not sucient to meet the programs goals, there maybe an opportunity to attract external unding. It is important to think through howexternal unds will be raised as this can have implications or other aspects o thestrategy, including choice o implementation model. Establishing multi-stakeholderpartnerships, seeking employee contributions (cash or in-kind), or establishingstructured employee volunteering programs can be used as potential strategies orleveraging company unds.

Lack o nancial viability once a company reduces or withdraws unding support

can also pose a challenge. This can be addressed through measures to ensure theadequacy and continuity o unding, particularly in dicult economic times orunoreseen circumstances. Questions to consider at this phase include:

How does the company intend to und the program? Over what timerame?

Will the company be the only contributor, or will it also try to attractexternal unds?

How much unding will the program need?

In what orm can it receive unding contributions (e.g., cash, stock, and/or in-kind)?

BAKU-TBILISI-CEYHAN (BTC) PIPELINE (AZERBAIjAN) - PILOTING ASTAR COMMUNITY APPROACH53

The BTC Community Investment Programs implementing partner inAzerbaijan, Save the Children, used a star community approach to incentivizecommunity participation, build capacity, and direct community investmentresources toward communities with the greatest capacity to eectively utilize

them. Initially, Save the Children worked with all communities covered bythe program to develop quick impact projects. Communities were giventraining on how to identiy projects through participatory assessment, how todevelop budgets and implementation plans, and how to manage the projects.Communities could then apply to Save the Children to und up to 75 percento the total cost to implement the projects they had designed.

Based on the success o these projects, a subset o communities were identiedas star communities and invited to apply or additional unding to implementa second round o projects. In addition, these communities were encouraged totrain and mentor less successul, neighboring nascent communities.

The success o the star communities serves as an example o how piloting helpsto identiy and incentivize the best perorming communities and create a platormto assist other local communities by transerring these skills and experience.



How long will the companys nancial contributions last? I an endowment isprovided, or example, is it expected to be permanent or time limited?

What contingencies are in place or unoreseen events or expenditures?

What is the companys exit strategy and how will the program transition toalternative sources o nancing?

What Capacity Building is Needed to Support the Chosen Model?

Regardless o the model chosen, capacity building to support local delivery will bea key consideration. (See Chapter 5 or urther guidance on capacity investmentsand strategies.)

What is the Eit or Handover Strategy or the Chosen Model?

All the key questions or implementation planning should be addressed in acompanys exit or handover strategy in order to ensure long-term sustainability othe implementing model. In addition, its a good idea to consult stakeholders andget their agreement on the exit strategy upront. (See Chapter 6 and Tool 8 or

urther guidance on exit strategies.)

The Foundation or Environment and Development inCameroon (FEDEC) was created in 2001 contingenton the approval o the Chad Export Project. It wasestablished as an independent entity designed toprovide long-term nancial support to environmental

enhancement and indigenous people developmentactivities.

FEDEC programs are ocused on three maincomponents: two environmental osets in NationalParks and a third one to support the developmentactivities o the Bakola/Bagyeli indigenous communitieslocated near the pipeline corridor in Cameroon.

Financial Sustainability: The oundation was setup with a capital contribution o USD $3.5 millionrom COTCO, the pipeline operator (constituted by

a consortium o ExxonMobil, Petronas and Chevron,and the Governments o Chad and Cameroon), to beused as an expendable endowment over the 28-yearlietime o the project. In addition, FEDEC would beopen to investment by any legitimate donors.

However, due to several actors including much largerthan expected administrative costs and an unavorableexchange rate (the endowment was in US Dollars butprogram expenses were in Cameroonian Francs, which

are pegged to the Euro), the endowment is estimatedto be depleted much sooner than originally planned.

The way in which FEDEC was designed aectedits ability to attract external unds and partners.

Key lessons include:

The perception o FEDEC as Exxonsoundation and the company being seenas resource rich has aected the ability toattract other potential donors.

FEDEC was established to support specic,narrowly-dened program areas (e.g.,specic national parks and indigenouscommunities) rather than working towardbroader development objectives (suchas environmental protection or poverty

alleviation) that might have held wider appealto other potential partners.

FEDEC did not have a long-term developmentplan, which could have served as a valuableundraising tool among donors who are morelikely to support projects that demonstrate aclear strategic plan or the use o their unds.

Continued

FOUNDATION FOR ENVIRONMENT AND DEVELOPMENT (CAMEROON) - ADDRESSING THECHALLENGES OF FINANCIAL SUSTAINABILITY54



Finding partner

organizations thatcan maximizecorporateinvestment isan importantcomponentto strategiccommunitydevelopment.

General Electric55

While lack o capacity among localcommunity organizations and NGOs todevelop grant proposals was acknowledged,the capacity-building needs o this groupwere not suciently budgeted or. Eventhough a community development acilitatorwas part o FEDECs sta, capacity buildingtook longer than expected and causednancial strain (as no salary provisions orthis role were budgeted beyond the rstthree years).

Lack o buy-in and ollow through rom keylocal public stakeholders orced FEDEC tound some additional commitments (suchas paying salaries o eco guards and

provisioning them with basic equipment).These expenses were not budgeted or,nor were they FEDECs responsibility, butthey contributed to the depletion o theendowment more quickly.

Moving Forward: In order to address theunoreseen challenges that arose, FEDEC is takingthe ollowing steps to:

Develop a community investment strategywith nancial and technical support romCOTCO and IFC to provide longer-termdevelopment support in a more coordinatedmanner to the Bakola/Bagyeli through a long-term Indigenous Peoples Plan.

Complete a SWOT analysis or FEDECand take actions to address institutionalstrengthening and capacity-building needs.

Create a undraising plan to reinvigorate theendowment and seek partnerships with other

national and international organizations.

FOUNDATION FOR ENVIRONMENT AND DEVELOPMENT (CAMEROON) - ADDRESSING THECHALLENGES OF FINANCIAL SUSTAINABILITY54Continued

STRATEGIES FOR SUCCESSFUL PARTNERING

The search or more cost-eective ways to deliver community programs, share

related risks, reach more people, and improve the sustainability o outcomes hasled a growing number o companies to consider multi-stakeholder partnerships

as an integral part o their corporate community investment strategies. With the

new emphasis on being strategic, the partnerships too are evolving into more in-

depth, mutually benecially alliances that utilize comparative advantage and the

unique competencies o various partners to achieve shared objectives and enhance

community investment outcomes.

Although there is no set denition o a multi-stakeholder partnership, the ollowing

eatures are commonly cited:56

a voluntary alliance bringing together stakeholders rom dierent sectors, such

as the public sector, businesses, civil society, and international organizations

complementarity o resources and skills to address a common issue

ms prathat saeguards interests and levels the playing eld or those

involved



Five Strategic Reasons to Partner

Companies know that partnering is not always easyit can have its advantagesand disadvantages. When deciding i and with whom to partner in undertaking CIinitiatives, it is worth considering whether the partnership oers one or more o theollowing benets:

Risk sharing

Ability to leverage expertise, skills, and resources

Extended reach

Scalability

Enhanced likelihood o successul outcomes (e.g., shared ownership,sustainability)

Risk Sharing

While partnering requires giving up a certain degree o control over decisionmaking and outcomes, shared control also brings with it the benet o shared risk.In this sense, partnerships can be an eective means to tackle local developmentissues that pose risks to various parties but cannot be eectively addressed by anysingle party. When others have a stake in the success o a development interventionit spreads the risks (and oten the costs), enabling a company to take actionwithout having to bear sole responsibility.

Ability to Leverage Expertise, Skills, and Resources

A partnership makes sense when it results in greater returns on community investmentthan the company is likely to achieve on its own. For example, much o the skill and

knowledge needed to acilitate community engagement and development is likely to lieoutside the core competencies o most companies. The same can be true o expertisein technical areas, such as health, education, micronance, water and sanitation, ortraining and capacity building. Local knowledge, relationships, and networks are alsovaluable contributions that local partners can bring, while others may be able to oeradditional nancial resources. By relying on the distinct roles and competencies oeach partner, a partnership that is strategic can generate eciencies by allowing thecompany to ocus on the components it is best placed to deliver.

T.P

ollett



Steelpoort Valley Producers Forum (SVPF) is a group o12 platinum and chrome mining companies operatingin the Greater Tubatse Municipality in South Arica. Atthe time o SVPFs creation, the member companies

and their host communities aced a number odevelopment challenges:

A shortage o water in the area, presenting amajor risk or company operations and localcommunities

Lack o local governance capacity and spatialplanning, creating diculties with respect tomanaging inrastructure requirements and landuse, and to providing meaningul support orlocal development

Uncoordinated eorts by individual minesaround their social responsibility mandates,limiting the industrys potential or meaninguldevelopment impact at the municipal andcommunity levels

In addition, the development o mining operationsahead o municipal inrastructure development led tonegative perceptions about the industry.

SVPF was created to address the collective needso the mining companies and to promote theprinciples o cooperative governance to ensuresustainable local economic development. All

projects that are implemented by SVPF supportlocal municipal industrial development plans. Aproject management unit manages the existingagreements between local government andparticipating mines until government capacity issucient to carry out these unctions. To date,SVPF has supported development projects in theollowing areas: (i) spatial development and GIS; (ii)water management; (iii) transport inrastructure;and (iv) capacity building and training o the GreaterTubatse Municipality Technical Department.

As a result o the success o SVPF and other similarinitiatives, the concept o producers orums isnow moving beyond the mining industry in SouthArica to other industry and multi-industry groups(such as, or example, a producers orum involvingboth mining and agricultural companies).

STEELPOORT VALLEY PRODUCERS FORUM (SOUTH AFRICA) - SCALING UP THROUGH INDUSTRY-GOVERNMENT COLLABORATION57

Standard Chartered Banks award winning Livingwith HIV program began as an internal workplaceHIV education campaign. Since then, HIV/AIDShas become a ocus area o the banks communityinvestment program. This decision was based on therecognition o the signicant impact o HIV/AIDS onthe communities where the company does businessand the companys belie that education is key toghting the disease.

Through its program, Standard Chartered sharesresources and tools originally developed or its ownemployees, and raises awareness internally andexternally through a volunteer network o HIVChampions. The companys aim is to reduce thespread o the virus by promoting behavioral changeamong its employees and the one million otherpeople that will be educated through this program.

One o the key success actors o the program has beenits varied partnerships with governments, business,oundations, and local organizations, which haveallowed Standard Chartered to successully roll out theprogram in the communities. In partnership with theWorld Economic Forum, or example, the companyhas already reached out to more than 1,000 small andmedium businesses in Aricamost o which do nothave enough resources o their own to create HIV/AIDS programs or their employees.

Standard Chartered has also leveraged local partners toextend the reach o its program to youth and youngadults (ages 15-24), who account or 45 percent onew HIV inections but to whom the Bank, on its own,has limited access. By partnering with AIESEC (one othe worlds largest student organizations), and throughcollaborations with individual schools and universities inHIV-endemic regions, the company will be able to bringits HIV/AIDS education program to 300,000 youngadults by the end o 2010.

STANDARD CHARTERED BANK - ExTENDING THE REACH OF HIV/AIDS WORKPLACE PROGRAMS58



Extended Reach

The ability to extend the reach o local development benets to a wider population,or to expand the kinds o services delivered to a target population by joiningorces with others, oers other good reasons to partner. Partnering can also helpto enhance the coordination o local or regional programs, taking advantage ocomplementarities among various initiatives while avoiding duplication o eorts.

Scalability

Partnerships can also be an eective channel or scaling up successul CI modelsand approaches. Moving rom the localized impact o individual projects to moresystemic interventions can, however, represent a signicant challenge. Manysuccessul local partnerships remain as one o engagements because scalingthem up oten requires dierent types o considerations, governance structures,and partners. Examples o potential channels or scaling up include: 59

Governments that can support scale up through various regulatory instrumentsand incentives (e.g., South Aricas Black Economic Empowerment policy)

Corporate supply chains, distribution networks, and corporate subsidiaries canbe an eective way to leverage the impact o successul CI models

Collective corporate actionoten ormalized through business coalitionscanboth mobilize skills and resources and advance private sector advocacy eorts

Market mechanisms, such as certication and labeling systems, can create newbusiness incentives and/or reinorce the demand side by providing relevantinormation to external stakeholders

Enhanced Likelihood o Successul Outcomes

For all the reasons cited above, partnerships can increase the chances o achievingpositive outcomes. While not a guarantee o success, eective partnerships createa sense o shared ownership among stakeholders, which in turn can generate astronger commitment to the projects sustainability. When done well, knowledgesharing through partnering can result in mutual learning, skills transer, andempowerment o individuals and organizations, not to mention improvementsto the project design itsel (e.g., by more accurately refecting community andgovernment perspectives).

Key Elements o a Partnership Agreement

While every partnership is likely to ollow its own unique trajectory, there are some

common steps in partnering that can help increase the likelihood o success. Thedecisions made at the start o the process are typically refected in a partnershipagreement. The key elements o such an agreement might include:60

Strategic and operational goals and obectives o the partnership (bothshared and individual)

joint work plan encompassing activities, schedules, indicators, and undingcommitments

Level o reuired institutional commitment rom each o the partners

Roles and responsibilities, utilizing the skills and strengths o each partnerand drawing on the concept o core complementary competencies



Specifc commitments based on agreed goals and roles, and appropriate tothe organizational resources and abilities o the respective partners

Initial, easily achievable goals to generate momentum and buildcondence among partners

Decision-making principles and processes established through ormal(e.g., memorandum o understanding) or inormal mechanisms

Capacity-building measures to strengthen participation, governance, andthe ability o the partners to implement their commitments

Mechanisms or accountability in the partnership (e.g., boards, oversightcommittees, adherence to codes o conduct, accounting standards)

Procedures or communicating among partners and a mechanism toresolve dierences

joint defnition o success, expected results, and ways to measure theimpact o the partnership

Appropriate channels or dissemination o results

DIVISION OF ROLES IN THE ADOPT-A-SCHOOL PROjECT

COMPANY APO Cement Provided NNHS with new desktop computers. Provided volunteer employees to teach the students basic computer literacy.

GOVERNMENT Municipal Government o Naga Provided 1 air conditioning unit.

NAGA NATIONALHIGH SCHOOL

Assigned a teacher who possesses basic knowledge o computers to undergotraining on the use o IT or instruction, and to implement the computer trainingcurriculum prescribed by the task orce or Public High Schools.

Provided suitable accommodation or 10 computers and guaranteed the exercise outmost care in using them.

Implemented the curriculum or computer literacy and its use as a tool or theteaching-learning process.

Ensured the maintenance o computer units. Made arrangements with other local and private institutions/organizations and

educational stakeholders or the solicitation o unds and other orms o assistanceor the operation o the project.

Provided the task orce on Public High Schools a quarterly status report, including aguarantee on the maximum utilization o the computers as a tool or the teaching-learning process.

CIVIL SOCIETY NNHS Parent-Teacher Community Association Provided 1 printer, 10 computer tables, 21 chairs, electrical and lighting as required,

and an appropriation or maintenance.Philippine Business or Social Progress Directly implemented the project, including regular monitoring and submission o

photo documentation and mid-year and annual reports.

CEMEx (PHILIPPINES) - ESTABLISHING CLEAR ROLES AND RESPONSIBILITIES IN PARTNERSHIPS61

CEMEX Philippines initiated an Adopt-a-School project as part o its community investment activitiessurrounding its APO cement plant. The process o consultation with local residents, local political leaders, and civilsociety groups culminated in the signing o a memorandum o agreement that assigned roles to each party. Thecreation o a computer center at the Naga National High School (NNHS) illustrates this division o responsibilities.


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Implementation Partner Modelling

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