ideal donorship and undp capacity development assets draft for internal discussions, wandel/hanspach
TRANSCRIPT
IDEAL DONORSHIP AND UNDP CAPACITY
DEVELOPMENT ASSETS
Draft for Internal Discussions,
Wandel/Hanspach
Our Interest
• The outcome we seek is that each country we work with achieve a high level of human development and become a responsible multilateral actor and donor
• Leverage our capacity development expertise, country knowledge and relationships to effectively support countries along this path.
Triangulation with UNDP as Facilitator & Build Capacity for Learning/Action
Recipient/knowledge
provider
UNDP providing
Platform & knowledge
Donor/Knowledge
provider
Donor
Recepient
Path to Multilateral Donor
Maturity Model on DonorsMaturity
Dimensions
Tied Untied
Project based Programme Based
Multiple National Agencies
Prominence of one National Aid Agency
No Comprehensive Reporting
One focal point for aid reporting
Weak Monitoring Strong Monitoring
National partners (private, ngo, public) few and ad hoc selected
Organized partnerships: i) civil society; ii) CSR; iii) regions; iv) cities.
No DOHA DOHA - Aid Effectiveness
Weak Policy Case Internalized ODA Commitment
PHASES
RBx Capacity Dev. Capacity Dev. For both functions
Seeking co-financing
Partnership Bureau
Advisory Function Contribution/ partnering Management
Aid Effectiveness Global Project
Aid Management Donorship Practice Aid Effectiveness
ReceipientReceipient/ Emerging
Donor
Donor
• How should donors relate to global funds related to environment?
Untied aid
Tied aid
Path to Effective Aid
Partnership Benefits
• Visibility• Executive Board Membership• Multilateral Reach• Crisis• Climate Change• Invite donor to participate in solving global
multi-lateral issues.
UNDP Operational Value Proposition
• Direct capacity development assistance (substantive)• UNDP would welcome increased involvement in UN
activities through an active JPO programme• Central Trust Fund that access the UN Agency family• Trust fund that can co-develop interventions in multiple
countries (listed above)• Project level collaboration• Establishing pipeline world wide• [Expand the list based on country experience….]
Typology of Donors/Partners
• OECD/DAC donors • Non-DAC donors - Emerging donors (new or re-
emerging donors such as new EU members states becoming by definition “donors”)- Range of middle income countries (calling themselves partners, not donors) that are active in establishment of development cooperation partnerships with recipient countries, mostly under South-South cooperation label
Approach
• Visible Broad Framework Approach (South Korea – and now Russia/Turkey)– Inquire about their interests– UNDP assets– Political attention– Outcome: i) core funding up; ii) co-financing to show
results along the way; iii) substantive collaboration
Experience: very time consuming but start paying off.
New partnership: i) first activities needs to be well managed; and ii)
Current Role of UNDP vis-à-vis Different Categories of Donors
• Partly big traditional donors dependent• South-South cooperation agenda, rhetoric
and cooperation activities pursued and implemented (the extent to be exactly determined)
• New innovative and business model partnerships established with new donors in RBEC (Emerging Donors Initiative and “East-East” cooperation)
New Roles for UNDP Globally
• Major “development cooperation partner” to non-DAC donors as well as those donors, who consider themselves as partners under S-S cooperation paradigm
• Partner role of UNDP may read as- facilitator of capacity building for development cooperation and of establishing ODA delivery mechanisms- regional enabler and provider of structures and framework for S-S and E-E cooperation- knowledge and best practice transferer
UNDP as a Partner for Emerging Donors – Comparative Advantages• Promotion of the transitional experience,
national best practices, specialists and young professionals – logical next step in the partnership with the governments of graduating countries, especially during the grace period
• Quality assurance, transparency, management, administration, sound programming and reporting
• Assistance in establishing appropriate institutional infrastructure for ODA
• Public awareness raising and MDG advocate• Network of UNDP Country Offices and RP
UNDP as a Partner for Emerging Donors - Challenges
• Get the profile right for new type of partnerships• More engagement with partner governments to
find out their demands as “new” donors• Less pre-occupation with ourselves• More strategic and pro-active approach• Reaching out and not loosing partnership
opportunities• From databases to action• Capitalizing on Aid Effectiveness and Donor
Coordination agenda (Accra Agenda for Action) with a clear focus on the role of new donors
Keys to Success for UNDP
• Reflecting changing realities by own pro-active action
• Long-term strategic partnerships with MFAs• National capacity building projects for ODA as
the first step and basis for day to day working contacts and mutual trust building
• Involvement in programming the first ODA budgets/UN contributions
• Get UNDP profile right (enabler, facilitator)• Ensuring synergies among multiple national
ODA stakeholders who tend to be in conflict• Respecting individuality of each partner country
Remaining Challenges for the Emerging Donors in RBEC
• Setting up national institutions dealing specifically with development cooperation issues in a coordinated and efficient way
• Human resources for development cooperation• Programme based and demand driven approach• Partnership agreements with the target countries• Effective use of multi-lateral channels• Monitoring and evaluation mechanisms• Coordination with other donors• ODA budgets (0,1% of GNI at the moment, EC
targets for EDs 0,17 by 2010 and 0,33 by 2015)
Generic Qualities of a Donor
• Engagement (issues of conditionality may arise)• Demand driven programme approach• Relevance, effectiveness, efficiency,
sustainability and responsiveness• Public and political support to ODA• Monitoring and evaluation capacities • Professional capacities for ODA management
and donor coordination• Scaling up financial resources adequately to the
ODA programme in terms of geographic and sectoral priorities
Building Blocks of a Donor’s Portfolio
• Country specific policy, legal and management frameworks
• ODA as an expression of a foreign policy translated into concrete forms of:– Bilateral aid (target countries and sectors)– Multilateral aid (strategy and priorities)– Emergency/crisis response/humanitarian aid
Human Resources for ODA
• Cadre of ODA professionals available at the national level
• Promotion of nationals in international donor institutions and UN system
• National volunteer systems (UNV, Peace corps, NGO based, others)
• Junior Professional System with UN• UN Assosiations/UN Models
National ODA Constituency
• Political support to ODA translated into increasing and predictable ODA multiyear funding frameworks
• Parliamentary support to ODA• Strong NGDO platform• Private sector engagement• Research and academia• Public (development education programmes and
awareness raising activities)
Dilemmas
• Focus on MFA while we work with other institutions
• Close the office – then what?