I’m in New York this week, volunteering with the fourth Clinton Global Initiative annual meeting. About 650 “members” — CEOs, current and former heads of state, entrepreneurs, foundation directors, celebrities — gather to talk about and commit to large development projects. This year they’re talking about health, education, climate change, and poverty alleviation. It’s an incredible, star-studded show. The number of people in the building is many times that of the members — with their handlers and staffers, the army of volunteers and CGI event staff, speakers, security and hotel personnel all congregating, talking, working and doing deals in every corner of the event.
Two days ago, the hotel was a construction site, with temporary walls being erected, wall hangings and lighting being hung, and a veritable florist’s shop being set up in the executive center.
So far it seems like everyone is having a good time (except for one older member who remarked to me that he found the panels boring). It’s certainly been a good show, and a great place for people to meet and share ideas. It’s also a platform for people to get publicity for the good work they’re doing, and the partnerships they’ve formed.
Development projects, though, remain incredibly difficult. Once the money and the plan is committed and announced, perhaps 0.5% of the work has been done. Implementing a project effectively is a huge next step. Beyond that, measuring and reporting on its successes and failures is an essential — and far too often overlooked — step. Perhaps next year CGI could have a session of accountability reports and discussion, and a session on how to do accountability and measurement. Then we might know better if we’re actually doing a good job.



