In order to organize the work of the Global Compact in Pakistan, a number of issues and challenges have to be factored in. These include enhancing the level of awareness and depth of understanding amongst stakeholders of the issues surrounding the Global Compact; creating ownership of the principles of the Global Compact amongst stakeholders leading to integration of the Global Compact principles in their business plans; establishing public-private networks for action, learning and sharing; mobilization of business, governmental and civil society resources at the district level to achieve enhanced outreach for the Global Compact to local communities and SMEs; creating a positive image for the Global Compact in Pakistan by focusing on the opportunities it creates for increased integration within the global economy; and ensuring that the Global Compact initiative consciously addresses issues related to gender and other marginalized segments of society in a way that leads to the achievement of the Millennium Development Goals.

Proposed Strategy

In view of these challenges and based on the interaction with the stakeholders, a four-pronged strategic framework is proposed:

1. Development of institutional frameworks and embedding the Global Compact within existing partnership platforms/networks Most initiatives in Pakistan fritter away not because of lack of good intent or ideas but for the inability to institutionalize the work undertaken, resulting in either spurts and starts of action or a quiet recession into inactivity—there is thus a need to organize the work of the Global Compact on sustainable footing; Institutionalization will ensure that the diversity of actions falling within the ambit of the Global Compact and the different stakeholder needs are handled in an organized, systematic manner; in addition, because funds have to be mobilized and used to carry the Global Compact agenda forward, there is a need to ensure that a formal, accountable and transparent framework exists which enables such mobilization/utilization. In this respect, the following institutional frameworks are proposed:
   
   1. Global Compact Foundation : this will serve as the main institutional platform and provide a common platform for action, learning and sharing amongst diverse stakeholders and also enable matching of partners, skills, ideas, proposals and resources could be matched, while giving the necessary gains, opportunities and expertise to all participating stakeholders.
      
   2. Embedding with existing networks/platforms : this would allow the Global Compact to benefit from established systems of interaction and partnership to promote concrete action, quickly, on the Global Compact principles.
      
2. Employing a bottom up approach to root the Global Compact at local levels Too often initiatives tend to be top-down and based at the Federal levels, whereas the need is greater at the local levels, as may be the opportunities. In order to build ownership and to address specific gaps at the local level, the following immediate initiatives are proposed:
   
   1. Global Compact City Initiative : This will provide an umbrella brand for a number of public-private partnerships such as Business Improvement Districts, Education Partnership, Healthy City Network, Cleaner City Campaign and will also enable more targeted approaches for SMEs and local chambers of commerce.
      
   2. TimeBanks: This could be the prime vehicle for mobilizing and putting in place community engagement, especially amongst youth, to increase awareness of the Global Compact principles. Working as a platform for volunteers, including employee volunteering, the TimeBanks would be formed at local levels to address local needs through sourcing of resources (for e.g. Shell employees volunteering to teach for one hour at a local Government college/school on environment, business, economics etc.)
      
3. Focus on advocacy, outreach, learning and research This is a priority area if the Global Compact is to establish itself and lead to meaningful results. Given the diversity of the stakeholders and the many knowledge and awareness gaps, various frameworks, instruments and platforms would need to be used, including:
   
   1. Establishment of Global Compact Chairs at leading universities to carry out Global Compact specific research and develop a body of knowledge
      
   2. Establishment of Learning Centers at Chambers of Commerce, offices of trade and industry associations, business schools and a strong online presence to offer documents, information, toolkits and guidance to stakeholders
      
   3. Establish an Institute of Corporate Governance: to act as a central resource for improving corporate governance practices in Pakistan through capacity building, research and advisory services
      
   4. Carry out research: initially proposed that research be undertaken in following areas:
      
      • i. Case studies in good corporate governance practices in Pakistan
      • ii. Study on CSR in Pakistan with reference to impact on export industry
      • iii. Cross industry study on employment and remuneration practices
      • iv. Scope for Socially Responsible Investment in Pakistan
        
4. Development of positive incentives and for strengthening self-regulatory frameworks. In order to recognize and reward good practices and to provide incentives for continued purposeful action, a number of awards are proposed:
   
   • Corporate Citizenship Award
   • Women Leaders in Business Award
   • Global Compact Partnership Award
   • Award for Cause Marketing
   • Award for Best Media Reporting on Sustainable Development
   • Pakistan Environmental Reporting Awards
   • Award for Social Entrepreneurship
   • Award for Youth Initiative Furthermore, the Global Compact would work closely with the Associations and Chambers to engage in capacity building for strengthening of self-regulation systems.

Resource Mobilization Resources required for undertaking these activities would be mobilized through the corporate sector, donor agencies and through a number of fund-raising instruments. However, by leveraging existing resources and tapping into existing networks/platforms as a strategy, an attempt would be made to minimize focus on fund raising and look for opportunities for partnership that creates win-win situations without necessarily requiring large amounts of funds.