UNITED NATIONS DEVELOPMENT PROGRAMME

PROJECT DOCUMENT

Global Project

1

Project Title: SSC Global Thinkers -- A Global Coalition of Think Tank Networks for SSC (GCTTN)

Project Number: Project proposal ID (00095852)/ Output ID (00099936)

Implementing Partner: UNDP

Start Date: January 2017 End Date: December 2021 PAC Meeting date:

Brief Description

The past two decades have seen South-South and Triangular cooperation (SSC and TrC) grow

rapidly in scale, intensity, and modalities. Yet, the availability of information and quality of research

on the scale and impact of SSC has not kept pace with the growing demand among Southern

partners for peer learning to further improve results. Knowledge gaps and uneven access to

solutions are currently major obstacles hindering the scaling-up of SSC and the maximization of its

impact on sustainable development. Thus, UNDP, jointly with the UNOSSC, will support the

establishment of a Global Coalition of Think Tank Networks for SSC (GCTTN) in order to:

1) Build partnership with major think tank networks to deepen the understanding of SSC and TrC, including its concepts, methodologies, policy issues and solutions for sustainable development;

2) Establish a global online platform that connects and enable various networks of Think Tanks and centres of excellence, to exchange knowledge, pool multidisciplinary expertise, and collaboratively conduct research and policy dialogues on scaling up SSC and TrC for sustainable development.

3) Support capacity development of think tank networks to provide data informed analysis and advisory services to inform policy making and practice in SSC and TrC to accelerate progress in the implementation of the 2030 Agenda through SSC and TrC.

With the increasingly important role of SSC in the implementation of the Sustainable Development

Goals (SDGs) and the 2030 Agenda, SSC needs to be better defined, understood, and supported by

all partners through a renewed plan of action. The upcoming 40th anniversary of the Buenos Aries

Plan of Action (BAPA) will provide a historic opportunity to define and further scale-up global support

to SSC in the context of achieving the SDGs. The Coalition, through bringing forward voices and

knowledge from the networks of over 100 think tanks around the world, can inform the BAPA+40

process and global agenda setting, to maximize the potential and impact of SSC and TrC for

sustainable development.

Total resources required:

USD 5,019,840

Total resources allocated:

UNDP 150,000

UNOSSC: 150,000

Partner A: 1,000,000

Partner B:

Partner C:

In-Kind: UNDP and UNOSSC Staff time

Unfunded: USD 3,719,840

Contributing Outcome (UNDAF/CPD, RPD or GPD): Outcome 7.0- Development debates and actions at all levels prioritise poverty, inequality and exclusion, consistent with our engagement principles

Indicative Output(s):

Output 7.5- South-South and Triangular cooperation

partnerships established and/or strengthened for development solutions

Output 7.7- Mechanisms in place to generate and share

knowledge about development solutions

SDG Outcome 17

2

Contents I. List of acronyms ...................................................................................................................... 3

II. Development Challenge .......................................................................................................... 4

III. Strategy ................................................................................................................................... 6

IV. Results and Partnerships ...................................................................................................... 13

V. Project Management ............................................................................................................. 15

VI. Results Framework ............................................................................................................... 17

VII. Monitoring And Evaluation ..................................................................................................... 20

VIII. Multi-Year Work Plan ............................................................................................................ 22

IX. Governance and Management Arrangements ....................................................................... 26

X. Legal Context ........................................................................................................................ 27

XI. Risk Management Standard clauses ..................................................................................... 27

XII. ANNEXES ............................................................................................................................. 28

3

I. LIST OF ACRONYMS

AIIB Asian Infrastructure Investment Bank

BAPA Buenos Aries Plan of Action

CSO Civil Society Organization

DIG Development Impact Group

FDI Foreign Direct Investment

GReCEST Global Research Consortium on Economic Structural Transformation

IFIs International Financial institutes

MoU Memorandum of Understanding

M&E Monitoring and Evaluation

NDB National Development Bank

NeST Network of Southern Think Tanks

LDC Least Developed Country

LLDC Landlocked Developing Countries

ODA Official Development Assistance

SIDS Small Island Developing States

SiLKS Silk Road Think Tank Network

SDGs Sustainable Development Goals

SSC South-South Cooperation

TrC Triangular Cooperation

UNCTAD United Nations Conference on Trade and Development

UNDP United Nations Development Programme

UNOSSC United Nations Office for South-South Cooperation

4

II. DEVELOPMENT CHALLENGE

One of the major trends of the past two decades has been the transformation of growth, and development performance and prospects in the South. Increases in economic output, major improvements in key human development indicators as well as the rapid expansion of trade, investment, financial, technological and other flows between developing countries have been remarkable. Exchanges within the South have been a key part of this picture. South-South and triangular cooperation (SSC and TrC) has increasingly demonstrated its contribution to development results through a variety of flexible cooperation modalities, including knowledge exchanges, technology transfers, financing, peer support, and neighbourhood initiatives, as well as countries forming common development agendas and seeking collective solutions.

The world has adopted the Sustainable Development Goals (SDGs), an agenda calling for a new and inclusive global partnership, of which SSC and TrC forms an integral part. Goal 17 “Revitalize the global partnership for sustainable development”, in particular, places emphasis on the critical role of SSC and TrC in achieving this ambitious development agenda. It places emphasis on the need to enhance knowledge sharing through improved coordination among existing mechanisms.1 The Addis Ababa Action Agenda further noted the importance of strengthening SSC and TrC all in the context of poverty eradication and sustainable development. The Paris Agreement on Climate Change also emphasized the importance on SSC and TrC. Yet, the potential of SSC and TrC to contribute towards sustainable development and poverty eradication has not been fully leveraged. Knowledge gap and uneven access to solutions and resources are major obstacles hindering progress and the full realization of the SSC potential and its impact on sustainable development.

The availability of information and quality of research on the scale and impact of SSC and TrC have not kept pace with the growing demand among Southern partners for peer learning to further improve results. This arises from the following factors:

(a) There are many different kinds of relationships and transactions that are happening under the broad umbrella of SSC that may not be fully acknowledged or understood. The heterogeneity of emerging new development actors from the Global South, their different choices of development tools and forms of institutional relationships presents multiplicity in our understanding of SSC.

(b) Information on trends, patterns and levels of cooperation is patchy or incomplete, and not easily available or accessible. Countries and non-state actors have asymmetric abilities to manage and participate in SSC and TrC mostly because of their varied or limited capacities to access information, share knowledge, as well as monitor and evaluate programmes.

(c) As a complement to North-South cooperation, SSC has its own principles and practices, which are distinct from the traditional development assistance. It can offer new knowledge and evidences to inform the development cooperation discourse and global governance architecture. However, the current analytical frameworks, which draw on those used for traditional development cooperation, are inadequate for capturing such knowledge and evidences provided by the fast-increasing momentum of SSC. Analyses based on SSC principles with new evidences are needed to inform the dialogue between SSC and traditional development assistance frameworks. Clear evaluative bases, tailored to the principles of SSC, are yet to be prepared by developing countries themselves for their own use to assess performance and identify strengths, weaknesses and opportunities.

In addition, policy incoherence, together with a lack of understanding of the respective legal and policy environments for cooperation, can create ‘thick borders’ between countries and hinder the expansion of SSC and TrC. Lacking understanding of the linkage between South-South trade, investment in basic infrastructure or productive capacity cooperation, and development outcomes also constrains the range and value of development benefits that can be realized through those SSC modalities.

1 http://www.un.org/sustainabledevelopment/globalpartnerships/

5

Addressing these knowledge gaps will be critical in the context of scaling-up SSC for sustainable development. According to the Nairobi Outcome Document of the High-level United Nations Conference on South-South Cooperation it indicated the importance of filling the knowledge gap on SSC and TrC. It stressed on the importance of supporting South-South centres of excellence by providing them with the necessary knowledge and resources to assists developing countries in their national priorities and strategies, thus it has called on UN agencies to help developing countries to establish or strengthen existing South-South centres of excellence and to enhance closer cooperation and strengthen linkages among them, especially at the regional and interregional levels, with a view to improving South- South knowledge-sharing, networking, mutual capacity-building, information and best practices exchanges, policy analysis and coordinated action among developing countries on major issues of common concern. Such actions will assist in strengthening policy dialogues at the regional and global levels (ie GA, ECOSOC, HLC on SSC and TrC, Development Cooperation Forum, and the Buenos Aries Plan of Action (BAPA)) in order to build consensus on priorities, principles, opportunities, performance of SSC and TrC among member states.

It is the think tanks2 globally, and especially from the Global South, who can best tackle this challenge. As public policy research, analysis and engagement organizations, think tanks can play a vital role in the political and policy arenas at the local, national level, and global levels and assist governments in understanding and making informed choices about issues of domestic and international concerns. Thus, they can strategically champion the thought leadership on SSC and TrC.

However, scale and complexity of SSC require multidisciplinary knowledge and analysis, which can be very difficult to fully master by any individual think tank or a single network of think tanks. It takes a platform to pool knowledge and expertise of multiple think tank networks to work together to tackle the knowledge gaps in SSC. Through such a platform of exchanges among think tank networks on SSC, the diversified perspectives of SSC also can become a strength that can be fully appreciated and leveraged to enrich our understanding and inform better decision-making in SSC.

Thus, global support is needed for those networks to better connect with each other in order to collectively address multi-disciplinary challenges together, and to find channels to inform and influence global development agenda with frontier thinking and knowledge. The Evaluation of UNDP Contribution to South-South and Triangular Cooperation (2008-2011) has called for the need for a stronger knowledge sharing system in support of SSC and TrC in order to respond to the needs of Southern countries. UNDP’s Strategic Plan (2014-2017) also positions UNDP to become a knowledge broker for SSC in advocating and advancing the global development agenda. UNOSSC is also strategically positioned as focal point for global and system wide support to the SSC agenda, serving as secretariat of the UN High Level Committee, and a facilitator of global dialogues on SSC.

UNDP has developed a corporate strategy on SSC, which has emphasised the importance of bridging knowledge gap in SSC. As one of the service packages proposed in the UNDP Corporate Strategy on SSC, UNDP proposes to work together with UNOSSC to support policy dialogue and system coordination through connecting and strengthening Southern Centres of Exellence, supporting research and information sharing, as well as support convening of policy fora for deepened dialogues on SSC policy and practices.

Therefore, the United Nations Development Programme (UNDP) and the United Nations Office for South-South Cooperation (UNOSSC), will jointly support the establishment of the South-South Global Thinkers: Global Coalition of Think Tank Networks (GCTTN) for SSC to address the gaps and needs mentioned above. UNDP will utilize its country and programmatic reach and resources to provide partnership and evidence base as well as operational capacity, while the UNOSSC

2 Think Tanks here refer to a broad category of research institutions and organizations, including centres of excellence, who under-

take public policy research and analysis and intend to influence policy dialogues and advocate policy solutions.

6

through its global coordination role, will enhance the effectiveness of existing global processes (ie UNDESA DCF, GA, HLC, ECOSOC), facilitating policy dialogues with think tank networks. This project will serve as a platform that will link existing think tank networks that are interested in SSC research and policy dialogues, with the aim of sharing knowledge, expertise, and Southern perspectives in addressing challenges in scaling-up SSC and TrC for the SDGs.

Think tank networks will also benefit from joining the Global Coalition. The value addition to any think tank network to join this global coalition would be the following:

1. It will provide each think tank network with a global platform to publicize and promote its research, join global and regional policy dialogues, and exchange with other established think tank networks on topics related to SSC and TrC. The influence of the network will be amplified through the global coalition of multiple networks;

2. Each think tank network can benefit from knowledge produced by a multidisciplinary community of think tanks beyond just its own membership and pool of expertise.

3. Under the global coalition, a Fellowship Programme will be managed to allow for the exchanges of researchers among think tanks especially across developing countries. This will contribute to the strengthening of the human resource capacity of the network, especially its secretariat and lead institution; and

4. The networks of think tanks, with support of the coalition, can jointly mobilize resources to support key researches and events.

III. STRATEGY

With the increasingly important role of SSC and TrC in the implementation of the new development agenda for the world, SSC and TrC need to be better defined, understood, and supported by all partners through a renewed plan of action. The upcoming 40th anniversary of the Buenos Aries Plan of Action (BAPA) will provide a historic opportunity to define and further scale-up global support to SSC in the context of achieving the SDGs. The Coalition, through bringing forward voices and knowledge from networks across 100 think tanks around the world, can inform the BAPA+40 process and global agenda setting.

Concretely, outputs of this project are to:

1- Build partnership with major think tank networks to deepen the understanding of SSC and TrC, including its concepts, methodologies, policy issues and solutions for sustainable development;

2- Establish a global online platform that connects and enable various networks of Think Tanks and centres of excellence, to exchange knowledge, pool multidisciplinary expertise, and collaboratively conduct research and policy dialogues on scaling up SSC and TrC for sustainable development.

3- Support capacity development of think tank networks to provide data informed analysis and advisory services to inform policy making and practice in SSC and TrC to accelerate progress in the implementation of the 2030 Agenda through SSC and TrC.

The Global Coalition of SSC Think Tanks Networks can provide an enabling environment to fill the knowledge gap that can strengthen the scaling-up of SSC and TrC and its impact and provide a bridge to link with SDGs and their implementation. As such, it will contribute to the following

Strengthening of the global knowledge base: This will be about systematisation,

collection, analysis and dissemination of better data and knowledge about patterns, trends,

flows, composition and impact of SSC and TrC (the ‘who’, ‘what’, ‘where’, ‘how’ and ‘how

well’), within a framework that will necessarily be demand-driven and led by Member

States. This will help policy-makers, practitioners and experts in the South and North to

access the information they need to deploy these modalities of cooperation at country,

regional and global levels.

7

Development research: Following suggestions from Member States, there will be a focus

on the development, testing and steady application of monitoring and evaluation

approaches that are specifically tailored to the principles and conduct of SSC and TrC, a

major gap at the moment. Additionally, through the frequent consultation with think tanks

from the north and South other priority research areas were identified that are of

importance to Southern countries which include SSC concepts, trends and impact

assessment, policy coordination and legal environment of SSC, and the impact of South-

South trade, investment, financing, technology, infrastructure on human development.

Deepening of global dialogue: The facilitation of and/or technical support to fora where

developing countries and other partners can come together to discuss, debate and build

consensus on priorities, principles, opportunities, performance and peer-to-peer learning.

This can only be done effectively on a demand-driven basis, at the request of Member

States themselves, providing inputs that can help them in their efforts to see how SSC and

TrC can best contribute to Agenda 2030 and the SDGs. A key feature will be to bring

Southern and Northern expert and practitioner knowledge and experiences to the table for

experience exchange and mutual learning.

Support to inter-governmental fora: This will enable improved monitoring of and

guidance to SSC and TrC within the UN system but also bringing in and influencing other

partners as well. The aim is to connect these fora with global knowledge and expert

networks so that they can inform discussions and consensus-building.

Tasks of Global Coalition of SSC Think Tank Networks

The coalition will support research, advocacy, and advisory activities to contribute to the points mentioned above and to facilitate the think tank networks to:

1. collectively, define and shape a forward looking research agenda on SSC and TrC for

sustainable development, addressing issues in the identified priority areas and demands

from various regions;

2. identify and conduct collaborative research and produce knowledge products to inform

policy making and agenda setting for SSC and TrC based on thematic priorities;

3. When requested by SSC partners, provide research support and advisory services at

demand to support SSC programme implementation;

4. organize discussions and forums for the exchange of ideas and information between key

stakeholders in the policy formulation process;

5. generate multimedia publications and advocacy materials on South-South Cooperation and

SDGs topics; and

6. contribute policy recommendations to global agenda setting on SSC including those

leading to the BAPA +40 process.

Priority research areas

As a starting point, in 2014, UNDP organized a partnership forum entitled “South-South and Triangular Cooperation: Emerging Opportunities for Think Tanks”, at the Global South-South Development (GSSD) Expo which brought together over 20 think tanks from the north and south to identify cutting edge research ideas on SSC to inform policy makers and governments in implementing the 2030 development agenda. Following this consultation, UNDP continued to engage with major networks of think tanks during 2015, and through dialogues with them and with member states, UNDP was able to identify several research areas that many Southern actors

8

identified as critical to the scaling-up of SSC. Additionally, SDG 17, showcases SSC as an important element to help developing countries to take transformative and collective steps to achieve sustainable development. It highlights priority areas in finance, technology, capacity building, trade, policy and institutional coherence, data and multi-stakeholder partnerships that need further enhancement in order to implement the SDGs, and in all these areas, SSC can play an important role. As such, the project will prioritize these areas as priority research areas in order to maximize SSC and TrC impact on Sustainable Development.

The following research areas are identified to represent the key dimensions of the knowledge gap that exist today.

1- SSC concepts, trends, evaluation frameworks and impact assessment (target 17.18)

There is growing evidence from developing countries themselves that point to demand for improved evaluation frameworks to ensure the sustainability of SSC.3 Southern countries have stated that there should be a focus on the development, testing and steady application of monitoring and evaluation approaches that are specifically tailored to the principles and conduct of SSC and TrC, which is a major gap at the moment. This does not suggest problems intrinsic to this modality of cooperation but, rather, possible shortfalls in design, delivery, management and M&E. Thus, the developmental value of SSC and TrC - their ability to secure and help sustain a flow of benefits over time to southern countries especially to excluded and marginalized populations - will require greater attention to these issues.

The Network of Southern Think Tanks (NeST) along with other think tank networks have proposed dimensions, indicators and monitoring systems that operationalize SSC principles and are useful to assess the quality and development impact of SSC. NeST has recently launched a document with insights into “conceptual and methodological aspects of measuring the quantum, quality and impact of SSC in international development enterprises”4. With regard to the accounting of SSC, the document identifies instruments and modalities that could be included in the quantification of SSC. Additionally, GCTTN will support NeST in examining existing monitoring and evaluation frameworks and methodologies, including learning from Human Development Index (HDI), linking with Sustainable Development Goals indicators, and so on, to identify suitable frameworks for evaluating SSC and TrC. The aim of this is to support Southern think tank networks to devise relevant and appropriate methodologies to translate the normative and operational SSC principles enshrined in the Nairobi Outcome Document (2009) into concrete SSC and TrC performance indicators that can be used in various sustainable development arenas. Ultimately, performance measurement and high quality evidence will support strategic decisions by relevant actors to improve effectiveness of South-South cooperation. National capacities for evaluation of development results and impact are a key requirement for sustainable progress in the implementation of the SDGs and one of the critical requests by Member States in the quadrennial comprehensive policy review (QCPR) 2012-2016.

Furthermore, to fully understand the South-South Cooperation flows and impacts, it is important to have systematic data. The 2030 Agenda and Addis Ababa Action Agenda have both highlighted the importance of good quality data to support development that can contribute to policy dialogues and decision cycles. Many think tanks and development countries have called for the strengthening of data collection on SSC that analyses main trends and challenges of SSC through data collection in order to support developing countries, sub-regions and regions to better design, implement and evaluate their own South-South cooperation projects.

3 Nairobi outcome document (A/RES/64/222)

4http://www.saiia.org.za/general-publications/891-developing-a-conceptual-framework-for-south-south-

co-operation/file

9

Thus, through the GCTTN, UNOSSC, with support from UNDP, can join efforts with UNCTAD5 and other relevant UN agencies and partners, assisting national statistical bureaus and relevant think tank networks in the development of a data base and a country level data collection system, based on concepts and methodologies agreed with Southern stakeholders. The aim is to promote information sharing and analysis on SSC to inform policy dialogues and decision making in and among developing countries.

2. Policy coordination and legal environment for SSC (targets 17.13 and 17.4)

Despite a high level of interest and commitment to engage in SSC, sometimes policies, regulations and procedures across developing countries are having the unintended effect of making it harder for them to benefit from each other’s knowledge, products and services. This is due to the varying technical standards, different procurement rules, or diverging trade or currency exchange provisions that exist among them. Additionally, unfamiliarity with the varying Intellectual Property Right (IPR) laws, environmental standards, labour codes also further hinder countries to engage in SSC. This may create ‘thick borders’ between countries and hinders the expansion of SSC and TrC. In order to promote and strengthen the policy coordination and the legal environment for SSC, which can feed into regional integration efforts and interregional linkages, it is essential to coordinate among countries in order to address structural and long-term problems. This will also enable developing countries to participate effectively in and shaping joint economic policies, as well as deeper understanding of each other's policy and legal environment. The success of the 2030 agenda will depend on having such arrangements. Therefore, the GCTTN can involve institutions that have expertise in legal and policy studies in order to pinpoint what are those policy incoherencies, legal issues, and gaps in understanding that are hindering countries in engaging in SSC. It will also identify and study interregional mechanisms and policy innovations that currently exist, that could be useful to countries that have similar economic and social backgrounds. 3. SSC in economic structural transformation (target 17.5)

SSC plays a prominent role in promoting economic transformation of developing countries and in generating a robust, sustained, balanced and inclusive growth of the world economy. However, there is a need to strengthen capacities of developing countries to achieve economic transformation based on their own development contexts and comparative advantages and learning from successful cases of other countries.

To help advance this research area, for example, the Global Research Consortium on Economic Structural Transformation (GReCEST) has been established jointly by the Centre for New Structural Economics (CNSE), the Center for African Economic Transformation (CAET) and International Food Policy Research Institute (IFPRI), under the umbrella of the GCTTN. The consortium aims to build an open platform for advancing frontier thinking and mutual learning on economic structural transformation. Activities under this research area will focus on collecting data on key indicators and variables of economic transformation; conducting country case studies to learn lessons on economic transformation; assess policy tools for economic transformation in order to foster mutual learning; and promoting collaborative research on economic structural transformation with the aim to support the implementation of the 2030 Agenda for sustainable development.

4. SSC in science, technology and innovation (target 17.6)

5 UNCTAD indicates that demand for their support on SSC data was expressed by G77 and China in Geneva.

10

Science, technology and innovation are critical enablers for achieving sustainable

development and poverty eradication. UNDP is currently supporting many developing

countries in technology transfer, especially related to renewable energy (ie China

supporting Ghana and Zambia in rural electrification). However, research suggests that

many Southern countries have inadequate knowledge and national data on science,

technology and innovation. Furthermore, it has become apparent that mechanisms and

institutional capacities to access and analyse these information and data and to transform

them into evidence-based policies, including those that support SSC in the areas of

scientific cooperation and technology transfer, do not exist among developing countries.

This subsequently results in incoherent national policies on science, technology and

innovation, leading to weak national innovation and technology development ecosystems in

many developing countries, especially in the least developed countries.

Therefore, much needed research is required in this area in order to support countries in

developing and adopting evidence-based holistic science, technology and innovation policy

frameworks and strategies. This area of research will identify and review existing science,

technology and innovation strategies and policy frameworks at national, regional and global

levels; identify gaps and provide recommendations to southern partners to develop and

strengthen their cooperation in science, technology and innovation. This will also provide

much needed knowledge and Southern perspectives to support the Technology Facilitation

Mechanism (TFM) established as an outcome of the Addis Abba Outcome Document on

Financing for Development, UNDP and UNOSSC are both members of the Inter-Agency

Task Team on TFM. The GCTTN will seek cooperation with the think tanks and agencies

involved in the TFM in this area of work, in collaboration with the UN DESA Secretariat for

TFM.

5. South-South Trade, Investment and Financing (targets 17.3 and 17.11)

Trade among Southern countries has been increasing rapidly. The increase in world trade

between 2004 and 2014 has mainly been driven by the growth of trade among developing

countries. It is expected that South-South trade will surpass North-South trade flows by

2030, according to the International Trade Centre. In 2014 the value of South–South trade

had reached almost US$5.5 trillion, a magnitude close to that of trade between developed

countries.6 Additionally, South-South foreign direct investment (FDI) flows, which also

include intraregional flows, have increased in recent years. FDI flows to developing

economies reached their highest level ever, at $681 billion, representing a 2 percent

increase. FDI from developing economies has increased significantly over the last decade

and now accounts for over a third of global flows. With all of those remarkable

achievements between Southern countries, there lacks tangible evidence as to how these

activities have had an impact on development.

Thus, under this area of research the GCTTN can collaborate with organizations such as

UNCTAD and UN regional commissions to conduct analyses on how Southern trade,

investment and financing have contributed to human development and the achievement of

the MDGs and how they will contribute to achieving the SDGs. The research findings are

expected to inform better policy-making in these areas, strengthen the linkages of trade

and investment policies with national sustainable development strategies and targets.

6 United Nations Conference on Trade and Development (UNCTAD), Key Statistics and Trends in International Trade 2015, United Nations, 2015.

11

The GCTTN can build on and support on-going efforts of think tank networks in this regard.

For example, the Forum on China-Africa Cooperation Johannesburg Action Plan (2016-

2018) has placed special emphasise on the importance of think tanks to provide intellectual

support and innovation to China-Africa's win-win cooperation and common development.

The outcome document has called to continue to hold "FOCAC-Think Tank Forum" and

support the building of long-term and stable cooperation between the Chinese and African

academia. China and African countries will continue to implement the "China-Africa Think

Tank 10+10 Partnership Plan" and encourage think tanks from both sides to expand

cooperation, and invite 200 African scholars to visit China each year. In addition, China

Development Bank and World Bank has jointly launched a Invest in Africa Think Tank

Alliance to increase intellectual support to the ever increasing investment to the region.

6. SSC delivering results for the SDGs (SDG 1-16)

Even though there are many Good Practices in South-South and Triangular Cooperation for Sustainable Development that have demonstrated its contributions to the advancement of the Millennium Development Goals (MDGs) and to other broader sustainable development areas, not many studies have been conducted on the enabling factors and lessons learned behind such practices. Such analysis will offer possibilities for mutual learning, on what works and what does not work in development based on previously test polices and initiatives and will provide evidence how these SSC and TrC have helped in building human and institutional capacities. Such analysis will distill lessons learnt to inform the implementation of the 2030 development agenda and the SDGs.

As such, this priority research area will analyze good practices which utilized SSC and TrC from different thematic areas such as reduction of poverty and inequalities, rural development and urbanization, natural resource management, climate change and sustainable energy, disaster risk reduction, conflict management, rule of law and security, human rights, women empowerment and gender equality, public service delivery. This area of work will demonstrate practices and solutions that SSC and TrC offers in delivering results on the overall SDG agenda.

7. SSC in basic infrastructure and connectivity (targets 9.1 and 17.5)

Infrastructure is another major area in which Southern providers are heavily investing in. Infrastructure projects, funded by Southern countries, account for an estimated 55 percent of the flows while over a third supported social sectors.7 A noteworthy aspect of these flows is the involvement of both the public and private sectors, pointing to an important consideration for future growth of SSC. As new players enter this market, this figure will drastically increase. Three noteworthy efforts in this respect are the initiation of the USD 100 billion New Development Bank (NDB), followed by the Asian Infrastructure Investment Bank (AIIB) and China’s ‘Belt and Road Initiative’, which focuses on infrastructure and inter-connectivity in over 60 countries across Asia, Europe, and Africa. These institutions and initiatives present new prospects to finance investments on infrastructure and sustainable development projects in emerging and developing economies.

These efforts will require research on the linkages between infrastructure projects, funded by Southern led institutes, and the sustainable development agenda. Research will also be conducted to introduce an analytical framework that can assess the impact of the infrastructure, aligning with the framework of the SDGs.

For example, GCTTN will support the Silk Road Think Tank Network (SiLKS), to analyse and establish linkages between infrastructure initiatives led by Southern providers and the

7 United Nations, ‘State of South-South Cooperation: Report of the Secretary-General’, New York, 17 July 2014 (A/69/153).

12

human development agenda, the sustainable development goals and its potential as global public good for shared development in the new era of globalization; share information and early progress of key infrastructure initiatives in the context of achieving sustainable development; introduce an analytical framework that can assess the infrastructure Initiatives, aligning with the framework of the SDGs; and test the analytical framework using a sample of country case studies by analysing their impact on remote and poverty stricken communities, dry lands, and biodiversity.

The GCTTN can also work to advice on context-tailored social and environmental standards and compliance mechanisms and help to define ways for SSC to contribute to knowledge sharing and capacity building for full adoption of social and environmental standards in infrastructure initiatives.

8. SSC risk management in fragile context and disaster risk management (SDG

13, 16, and others)

New regions and an increasing number of middle-income countries are experiencing instability due to either conflict or climate-related hazards and natural disasters. Fragility has proven to be resilient, with several countries experiencing recurrent and protracted crises. Traditional North-South development cooperation, with its formal, highly regulated, risk averse, and high-transaction systems, has delivered limited results in conflict-affected and fragile situations in spite of the increase in ODA. As an important complementary modality, the practice of SSC has increased in recent years, through knowledge exchange and learning best practices from Southern countries that have faced or are facing similar situations. While it remains to be seen whether SSC cooperation can provide a robust and meaningful solution to these issues in practice, it is nonetheless an important evolution within the global development context especially in fragile contexts. SSC has the potential to contribute to strengthened national capacities, especially in fragile contexts, in pursuing the 2030 Agenda using risk-informed, standard compliant, and optimally financed interventions. Risk Management for SSC (RM4SSC) in fragile contexts is essential to safeguard the realization of the objectives of SSC development programmes and projects by integrating risk management and promoting the culture of risk-informed development. RM4SSC will focus on supporting research and dialogues on how to manage risks (i.e. political, social-economic, operational, and environmental) associated with large scale SSC programmes and projects in complex, uncertain, and often ambiguous risky contexts. RM4SSC is to create fora for SSC development policy-makers and practitioners to exchange, explore, and learn about integrated risk management in the arenas of infrastructure, trade, investment, financing, job creation, or technical and people-to-people exchanges as a pathway toward the successful realization of the SDGs. This research area will also focus on mapping out SSC good practices in countries that have faced/facing conflict or climate-related hazards and natural disasters, developing methodologies and policy tools for integrating risk management into SSC programmes in fragile context. This will also include the establishment/linkage to knowledge portals on risk management solutions for SSC programmes suited for fragile contexts (ie Global Centre for Disaster Statistics, the Caribbean Risk Management Initiative) to allow for knowledge exchange, dialogues, annual forums and capacity development training.

9. Regional/sub-regional mechanisms and neighbourhood SSC initiatives

13

SSC is beyond just country-to-country exchanges. To achieve better scale and impact through SSC, countries often reach agreements and adopt common institutions, rules and collective solutions to address development challenges that cannot be dealt with in one country alone. Thus, regional integration, sub-regional mechanism and neighbourhood initiatives are important forms of SSC.

This GCTTN will support research to identify trends, strategies, modalities, as well as good practices, policy tools and institutional mechanisms that enable upgrading of SSC among neighbouring countries, including on various development issues such as trade, infrastructure, water management, migration, etc. Examples of such cooperation may include the sub-regional cooperation in the Greater Mekong, the Greater Altai, the Greater Tumen River, as well as mechanisms such as ASEAN, East African Community (EAC)-the Intergovernmental Authority on Development (IGAD) in Eastern Africa, Central Asia Regional Economic Cooperation (CAREC), Caribbean Community (CARICOM), and others. The GCTTN will in particulat build strong relationship with regional economic commissions in this area of work.

10. Multi-stakeholder engagement in SSC (youth, women groups, private sector,

civil society, etc)

Embracing a multi-stakeholder approach is one of the key characteristic of SSC and TrC,

however most of South-South and triangular initiatives are primarily driven by government

counterparts. In order to have an inclusive approach, multi-stakeholder engagement is

needed to scale-up SSC and its impact. This approach should include multiple

stakeholders such as private sector, civil society organizations (CSOs), non-governmental

organizations, youth groups, women networks, academia, and international financial

institutions (IFIs). It should be noted that non-state actors are engaging in SSC and TrC

and have contributed to the achievement of sustainable development results, however

evidences of their engagement and their successful practices have not been widely shared

and publicized.

Thus, under this area, the GCTTN along with selected networks representing various

stakeholders such as the Development Alternatives with Women for a New Era (DAWN)

network, and Forum of Young Global Leaders of the World Economic Forum, will support

analysis and studies to shed more light on how to enable better engagement of multi-

stakeholder partnerships in SSC and TrC; bring forward successful best practices; and

analyse how multiple stakeholder engagement in SSC can contribute to the achievement of

the SDGs, especially in addressing complex challenges that requires innovative solutions.

IV. RESULTS AND PARTNERSHIPS

Expected Results

This project aims to build partnerships and strengthen the capacity of Southern think tank networks in order to deepen the understanding of SSC and TrC among different actors. This will contribute directly to the achievement of UNDP’s Strategic Plan output 7.5 (South-South and Triangular cooperation partnerships established and/or strengthened for development solutions). This will, also contribute to strengthening the linkages between SSC and the SDGs and in supporting the global South to define and shape a forward looking South-South development agenda. Moreover, the upcoming 40th anniversary of BAPA will provide a historic opportunity to define and further scale-up global support to SSC in the context of achieving the SDGs. The GCTTN, through bringing forward voices

14

and knowledge from over 100 think tanks around the world, can inform the BAPA+40 process and global agenda setting.

Resources Required to Achieve the Expected Results

This project will require $5 million in resources over a period of five years. The resources will be used to tap into the expertise and knowledge of the southern think tank networks to undertake research and analysis on SSC and TrC and provide advisory services with the aim of influencing policy dialogues.

Additionally, resources will be allocated to establishing a South-South data base in which all of the newly developed studies and data will be made accessible to member states and partners.

UNDP and UNOSSC staff time will also be allocated to this project, along with support from consultants to provide secretariat support to the GCTTN. This project will require a secretariat with three full-time staff or consultants. In particular, the secretariat will need to have strong expertise to support the curation of knowledge networks, fostering and enhancing the community of practice.

To complement this, a SSC fellowship programme: will be organized to engage researchers and practitioners from partner institutions (e.g. UNCTAD) as their in-kind support to the project.

Partnerships

This project aims to build partnerships with major Southern think tank networks that will help in filling in the knowledge gap that will be critical in scaling up SSC for sustainable development. The project will also mobilize partners (e.g. private sector / non-state actors) who may not be think tank networks themselves, but represent institutions that are interested in supporting relevant activities of the GCTTN. Under this project, partners are expected to provide funding in order to conduct joint research, advocacy, and advisory. The criteria for selection of each think tank network and institution (partner) to join the Global Coalition will be dependent on the following criteria:

1. expertise in one of the focus areas listed in section III; 2. formally launched with sound governance structure; 3. has in place strong quality assurance mechanisms for its products and service; 4. has a secretariat that manages its operation and membership; 5. has good track record of published work in their related field of expertise as a

network; 6. has its own funding sources and partners to support its core operations and

secretariat.

Risks and Assumptions

The project may have the below risks that may impact the pace of its implementation:

Slow operation: due to the complexity and scale of the project, it’s implementation pace may be impacted

To mitigate, the project will start from one or two priority areas where partners are ready to implement join researches in a fast manner. It will gradually cover more research areas with the increase of resources, partnership, and management capacity.

Quality Assurance: There is a risk of ensuring quality of activities of the large number of institutions.

To mitigate, the project will only work through the leading institutions of think tank networks and leverage the existing secretariat capacity of the networks. The think tank networks

15

identified as partners for this Global Coalition must have their own proper governance structure and quality assurance mechanisms, comparable to UNDP standards.

Financial sustainability: There is also a risk of lacking fund due to budget constraints for Southern research institutions.

To mitigate, the project will be governed by a Steering Committee, consists of representatives of founding partner institutions and major think tank networks that will provide guidance on mid-term and long term strategies, monitor and assess status of implementation, and ensures financial and operational sustainability of the coalition. The founding members will mobilize funds in order to contribute to the sustainability of the Global Coalition. The coalition will also promote the visibility of its member networks and institutions so that their services are better valued by public and private clients.

Stakeholder Engagement

The target group of this project will mainly be policy-makers and practitioners in SSC, from governments, private sector, CSOs, youth groups, women networks in the South and North, and from other UN agencies. One of the key features of this project is to bring Southern and Northern expert and practitioner knowledge and experiences to the table for experience exchange and mutual learning. Through e-discussions, annual events and forums which the project aims to convene, stakeholders can use the knowledge generated from the Global Coalition in SSC global dialogues and provide inputs that can help them in their efforts to see how SSC and TrC can best contribute to Agenda 2030 and the SDGs. The knowledge generated can also contribute to reaching consensus on issues related to SSC and TrC.

Knowledge

The knowledge generated through this project will be presented through publications and in the establishment of a database which will be linked with a global development solutions exchange system for South-South and Triangular Cooperation, which will be accessible to member states, development practitioners, and the general audience.

Sustainability and Scaling Up

This project aims to contribute to the capacity development of southern-led think tanks networks and institutions in order for them to provide updated and relevant research and advisory services on SSC to developing countries so they can make informed decisions on utilizing SSC and TrC at the national, regional and global fora. Thus with five years’ support, it is expected that the client base for advisory service for the networks will be enlarged and the networks’ capacity strengthened, and resources to support self-sufficient running of the GCTTN will be available as members continue to jointly mobilize and contribute resources. During the fifth year of implementation, the steering committee will collectively decide on the business model of the GCTTN including the self-sufficient sustaining of its secretariat, with or without UNDP/UNOSSC staffing support.

V. PROJECT MANAGEMENT

Cost Efficiency and Effectiveness

By collaborating with think tank networks, instead of individual think tanks, the project will have a wider network reach to cover over 100 think tanks, thus increasing the project’s impact. Such a modality contributes to cost efficiency and effectiveness.

Project Management

The project will be governed by a Steering Committee, consisting of representatives of founding partner institutions and major think tank networks. The steering committee provides guidance for mid-term and long term strategies, approves annual work plans and reports, and

16

ensures financial sustainability of the coalition. The project and its steering committee will be supported by an Executive Secretariat, composed of the UNDP SSC team and UNOSSC, as well as seconded personnel from founding partners when needed. At the end of the project, the founding members at the steering committee should decide on sustainable mechanisms including their selected secretariat to continue supporting the Global Coalition. This will also ensure after 5 years’ support by UNDP and UNOSSC, the coalition can run on its own with the founding members collective decision.

Additionally, there are possibilities of linking regional and country level SSC initiatives with this project to support the operationalization of research and data collection activities. Such regional and country level projects will be managed by UNDP regional hubs (SSC focal points) and country offices in coordination with the Global Project. Furthermore, as a group of leading experts on the subject of SSC, the committee could also serve as a multi-disciplinary advisory board to the UNDP and the UNOSSC on policy and programme matters pertaining to South-South and Triangular Cooperation.

17

VI. RESULTS FRAMEWORK8

Intended Outcome as stated in the UNDAF/Country [or Global/Regional] Programme Results and Resource Framework:

SP Outcome 7: Development debates and actions at all levels prioritize poverty, inequality and exclusion, consistent with our engagement principles

Outcome indicators as stated in the Country Programme [or Global/Regional] Results and Resources Framework, including baseline and targets:

GPI 7.1.3 No. of forward looking research and analysis shared on Post-2015 issues that affect programme countries, with particular emphasis on South-South and triangular cooperation

GPI 7.5.1 No. of new South-South and Triangular cooperation partnerships that deliver measurable and sustainable development benefits for participants (national, regional, sub-regional, inter-regional entities)

GPI 7.5.2 Existence of platform(s) for brokering South-south and triangular cooperation tools to support their implementation and result delivery

GPI 7.5.3 Evidence of harmonization of policies, legal frameworks and regulations across countries for sustaining and expanding South-South and triangular cooperation that maximises mutual benefits

GPI 7.7.2 Evidence of the relevance to national partners, of development solutions shared over the knowledge platforms (including of South-South and Triangular Cooperation platform).

Applicable Output(s) from the UNDP Strategic Plan:

Output 7.5- South-South and Triangular cooperation partnerships established and/or strengthened for development solutions

Output 7.7- Mechanisms in place to generate and share knowledge about development solutions

Project title and Atlas Project Number: Global Coalition of Think Tank Networks for SSC

EXPECTED OUTPUTS

OUTPUT INDICATORS9 DATA SOURCE

BASELINE TARGETS (by frequency of data collection) DATA COLLECTION METHODS & RISKS

Value

Year

Year 2017

Year 2017

Year 2019

Year 2020

Year

2021

FINAL

8 UNDP publishes its project information (indicators, baselines, targets and results) to meet the International Aid Transparency Initiative (IATI) standards. Make sure that indicators are S.M.A.R.T. (Specific, Measurable, Attainable, Relevant and Time-bound), provide accurate baselines and targets underpinned by reliable evidence and data, and avoid acronyms so that external audience clearly understand the results of the project. 9 It is recommended that projects use output indicators from the Strategic Plan IRRF, as relevant, in addition to project-specific results indicators. Indicators should be disaggregated by sex or for other targeted groups where relevant.

18

Output 1

Partnerships with Southern Think tank networks developed to deepen understanding of SSC and TrC

1.1 number of partnerships established with Southern Think Tank networks (including at least one gender-focused Think tank network)

0 2016 3 2 2 2 1 10 The think tank networks will be identified and selected based on the following criteria.

1. expertise in one of the focus areas listed in section III;

2. formally launched with sound governance structure;

3. has in place strong quality assurance mechanisms for its activities;

4. has a secretariat that manage its operation and membership;

5. has good track record of published work in their related field of expertise as a network;

6. has its own funding sources and partners to support its core operations and secretariat

1.2 number of partnership events for the Global Coalition of SSC Think Tanks networks

0 2016 1 1 1 1 1 5

1.3 number of forward looking research agendas on SSC and TrC (addressing issues in the identified research priority areas) agreed by the Steering Committee

0

2016 2 2 2 2 2 10

19

Output 2

Online platform established for exchanges, research studies, and policy dialogues

2.1 number of exchanges facilitated between think tank networks through the fellowship programme

0

2016 0 0 010 exchanges

20 exchanges

20 exchan

ges 50

2.2 number of research studies/flag ship reports developed based on the research priority areas of the Coalition

0

2016 6 10 13 15 16 60

2.3 number of discussions and forums to disseminate findings of research cases and studies

0 2016 1 1 1 1 1 5

Output 3

Think tank network capacity for data-informed analysis and advisory services strengthened

3.1 number of countries in which SSC data is being collected

0 2016 0 5 5 10 15 35

3.2 number of policy advisory services provided by the global coalition on SSC policies and programmes

0 2016 6 10 13 15 16 60

20

VII. MONITORING AND EVALUATION

In accordance with UNDP’s programming policies and procedures, the project will be monitored through the following monitoring and evaluation plans:

Monitoring Plan

Monitoring Activity Purpose Frequency Expected Action Partners (if joint)

Cost (Annually)

Track results progress

Progress data against the results indicators in the RRF will be collected and analysed to assess the progress of the project in achieving the agreed outputs.

Annually

Slower than expected progress will be addressed by reviewed by the Steering committee and acted on by the project management.

Steering Committee (UNDP, UNOSSC, Founding partners)

N/A

Monitor and Manage Risk

Identify specific risks that may threaten achievement of intended results. Identify and monitor risk management actions using a risk log. Audits will be conducted in accordance with UNDP’s audit policy to manage financial risk.

Quarterly

Risks are identified by project management and actions are taken to manage risks. The risk log is actively maintained to keep track of identified risks and actions taken.

Executive Secretariat (UNDP, UNOSSC)

$10,000

Learn

Knowledge, good practices and lessons will be captured regularly, as well as actively sourced from other projects and partners and integrated back into the project.

Annually Relevant lessons are captured by the project team and used to inform management decisions.

Executive Secretariat

$12,000

Annual Project Quality Assurance

The quality of the project will be assessed against UNDP’s quality standards to identify project strengths and weaknesses and to inform management decision making to improve the project.

Annually

Areas of strength and weakness will be reviewed by project management and used to inform decisions to improve project performance.

Executive Secretariat

$5,000

Review and Make Course Corrections

Internal review of data and evidence from all monitoring actions to inform decision making.

Annually

Performance data, risks, lessons and quality will be discussed by the project board and used to make course corrections.

Steering Committee

N/A

Project Report A progress report will be presented to the Project Board and key stakeholders,

Annually, and at the end of the

Executive Secretariat

$5,000

21

consisting of progress data showing the results achieved against pre-defined annual targets at the output level, the annual project quality rating summary, an updated risk long with mitigation measures, and any evaluation or review reports prepared over the period.

project (final report)

Project Review (Project Board)

The project’s governance mechanism (i.e., project board) will hold regular project reviews to assess the performance of the project and review the Multi-Year Work Plan to ensure realistic budgeting over the life of the project. In the project’s final year, the Project Board shall hold an end-of project review to capture lessons learned and discuss opportunities for scaling up and to socialize project results and lessons learned with relevant audiences.

Annually

Any quality concerns or slower than expected progress should be discussed by the project board and management actions agreed to address the issues identified.

Steering Committee

N/A

Total Cost

$32,000 ($160,000 for five years)

22

VIII. MULTI-YEAR WORK PLAN 1011

All anticipated programmatic and operational costs to support the project, including development effectiveness and implementation support arrangements, need to be identified, estimated and fully costed in the project budget under the relevant output(s). This includes activities that directly support the project, such as communication, human resources, procurement, finance, audit, policy advisory, quality assurance, reporting, management, etc. All services which are directly related to the project need to be disclosed transparently in the project document.

EXPECTED OUTPUTS

PLANNED ACTIVITIES Planned Budget by Year RESPONSIBLE

PARTY

PLANNED BUDGET

2017 2018 2019 2020

2021

Funding Source

Budget Description

Amount ($)

Output 1

Partnerships with Southern Think tank networks developed to deepen understanding of SSC and TrC

1.1 Conduct a desk review to identify potential Southern Think Tank Networks

30,000 20,000 20,000 20,000

10,000

UNDP DIG UNDP Staff time/consultant

50,000

UNOSSC UNOSSC 50,000

1.2 Conduct risk analysis and/or due diligence on selected Think Tank networks

10,000 20,000 12,000 10,000

10,000

UNDP DIG UNDP Staff

time/consultant

32,000

UNOSSC UNOSSC 32,000

1.3 Sign MoUs with selected think tank networks

5,000 5,000 5,000 5,000 5,000

UNDP DIG UNDP Staff time/consultant

12,000

UNOSSC UNOSSC 12,000

1.4 Official Launch of the Global Coalition substantive pillars

100,000

- - - - UNDP DIG UNDP Staff time/consultant

50,000

UNOSSC UNOSSC 50,000

MONITORING

5,000 2,000 2,000 2,000

2,000

UNDP DIG

UNDP

Staff time

6,000

UNOSSC UNOSSC 6,000

Sub-Total for Output 1 $300,000

Output 2

Online platform established for exchanges, research studies, and policy dialogues

2.1 Produce ToRs for members of the steering committee and staff it

2,000 - - - - UNDP DIG tbd

Staff time

1,000

UNOSSC tbd 1,000

2.2. Staff secretariat with UNDP, UNOSSC and seconded personnel from founding partners of the global coalition and develop SOP

- 2,000 - - -

UNDP DIG tbd

Staff time

1,000

UNOSSC tbd 1,000

10 Cost definitions and classifications for programme and development effectiveness costs to be charged to the project are defined in the Executive Board decision DP/2010/32 11 Changes to a project budget affecting the scope (outputs), completion date, or total estimated project costs require a formal budget revision that must be signed by the project board. In other cases, the UNDP programme manager alone may sign the revision provided the other signatories have no objection. This procedure may be applied for example when the purpose of the revision is only to re-phase activities among years.

23

2.3 Develop ToRs for the Fellowship programme and launch it with the founding members

2,000 - - - -

UNDP DIG

tbd Staff time

1,000

UNOSSC tbd

Staff time 1,000

2.4 Support think tank networks of the exchanges of researchers under the fellowship programme

- -

20,000

(10 exchang

es)

40,000

(20 exchange

s)

40,000

(20 exchang

es)

UNDP DIG

tbd

Think tank networks, staff time

50,000

UNOSSC

tbd 50,000

2.5 Commission and develop case studies based on the research priority areas of the Coalition

120,000 (6

studies)

360,000

(8 studies,

2 flagship report)

500,000

(10 studies,

3 flagship report)

540,000

(12 studies, 3 flagship report)

480,000

(14 studies,

2 flagship report)

UNDP DIG

tbd

Think tank networks, staff time, consultants

1,000,000

1,000,000

UNOSSC

tbd

2.6 Organize discussions and forums to disseminate findings of research cases and studies and identify priority topics for next round of studies.

100,000 100,000 100,000 100,000 100,000

UNDP DIG tbd Staff time, travel costs, event expense

250,000

UNOSSC

tbd 250,000

2.7 Printing and dissemination of studies 10,000 15,000 20,000 25,000 30,000

UNDP DIG tbd Printing costs, staff time

50,000

UNOSSC

tbd 50,000

MONITORING 7,000 15,000 18,000 20,000 18,000

UNDP DIG tbd Staff time

39,000

UNOSSC

tbd 39,000

Sub-Total for Output 2 $2,784,000

Output 3

Think tank network capacity for data-informed analysis and advisory services strengthened.

3.1 Conduct a desk review to identify potential Institution(s) to support in the development of a data base and a country level data collection system and select institute

30,000 - - - -

UNDP DIG

tbd

Staff time

10,000

UNCTAD tbd 10,000

UNOSSC

tbd 10,000

3.2 develop a framework for 50,000 - - - - UNDP DIG

tbd Staff time

25,000

24

data collection UNCTAD

tbd 25,000

3.3 identify national institutions to support country data collection efforts through support of COs

20,000 20,000 20,000 20,000 20,000 UNDP DIG

tbd Staff time/consultant

50,000

tbd 50,000

3.4 conduct SSC statistical data collection at country level

- 50,000 50,000 100,000 150,000 UNDP COs tbd

Staff time/ consultant

175,000

tbd 175,000

3.5 develop database/platform

- 200,000

20,000

(maintenance costs)

20,000

(maintenance costs)

20,000

(maintenance costs)

UNDP tbd

IT consultant

100,000

UNOSSC tbd 60,000

UNCTAD tbd 100,000

3.6 populate database/platform with collected data

- 10,000 10,000 10,000 10,000 UNDP COs

tbd consultant

60,000

3.7 develop marketing campaign and outreach through combined networks at global, regional and country levels, also to member states

- 10,000 - - -

UNDP

tbd

consultant

4,000

UNOSSC

tbd 3,000

UNCTAD tbd 3,000

3.8 invite potential users through custom messages

- 5,000 - - -

UNDP

tbd

consultant

2,500

2,500

UNCTAD tbd

3.9 Conduct initial training of platform to end users (continue into Q1 2016)

- 10,000 - - -

UNDP tbd Staff time/

consultant

5,000

UNCTAD tbd 5,000

3.10 Improve user experience (continue into Q1 2016)

- - 20,000 10,000 10,000

UNDP tbd

IT consultant

20,000

20,000

UNCTAD tbd

3.11 provide country advisory 60,000 100,000 130,000 150,000 160,000 UNDP tbd Staff time 600,000

25

support on SSC policies and programmes

MONITORING

5,000 12,000 8,000 9,000 11,000

UNDP tbd 22,500

UNCTAD tbd

22,500

Sub-Total for Output 3 $1,540,000

Evaluation (as relevant) EVALUATION

- - - - 24,000

UNDP

tbd

consultant

12,000

UNOSSC tbd

12,000

Total 556,000 956,000 955,000 1,081,000 1,100,00

0 $4,648,000

General Management Support (8%)

44,480 76,480 76,400 86,480 88,000

$371,840

TOTAL $5,019,840

26

IX. GOVERNANCE AND MANAGEMENT ARRANGEMENTS

The Global Coalition of SSC Think Tank Network will be governed by a Steering Committee, consists of representatives of founding partner institutions, major think tank networks and selected Member States. The steering committee provides guidance for mid-term and long term strategies, approves annual work plans and reports, and ensures financial and operational sustainability of the coalition. Furthermore, as a group of leading experts on the subject of SSC, the committee could also serve as a multi-disciplinary advisory board to the UNDP and the UNOSSC on policy and programme matters pertaining to South-South and Triangular Cooperation.

The coalition and its steering committee will be supported by an Executive Secretariat, capacitated by UNDP, UNOSSC, as well as seconded personnel from founding partners when needed.

This project is a joint initiative between UNDP and UNOSSC, and therefore two executives are needed for this project to make joint decisions. In case consensus cannot be reached, decision will be escalated to UNDP Associate Administrator’s level. The UNDP and UNOSSC are responsible for mobilizing resources for their joint and respective activities, towards amounts specified in the multi-year work plan of the project.

Project Organisation Structure

Project Board (Steering Committee)

Senior Beneficiary

(Representatives of participating countries, development partners, think tanks networks)

Executive

(UNDP DIG Director, UNOSSC Director)

Senior Supplier

(Founding members of TT networks and institutes)

Project Manager UNDP BPPS/DIG- Lead Advisor on SSC &TrC, UNOSSC designated

manager

Project Support UNDP BPPS/DIG

SSC team, UNOSSC

Project Assurance

(UNDP DIG M&E Specialist, UNOSSC

PSU)

Team A (Executive Secretariat)

Support the governance structure -- steering committee and M&E

(Output 1, 2, &3)

Team B (Partnership) Responsible for

partnership identification and membership

management, as well as resource mobilization

(Output 1)

Team C (Research & Advisory)

Responsible for managing research and providing policy advisory

services (Output 2&3)

27

X. LEGAL CONTEXT

This project forms part of an overall programmatic framework under which several separate associated country level activities will be implemented. When assistance and support services are provided from this Project to the associated country level activities, this document shall be the “Project Document” instrument referred to in: (i) the respective signed SBAAs for the specific countries; or (ii) in the Supplemental Provisions attached to the Project Document in cases where the recipient country has not signed an SBAA with UNDP, attached hereto and forming an integral part hereof. All references in the SBAA to “Executing Agency” shall be deemed to refer to “Implementing Partner.”

This project will be implemented by the agency UNDP (“Implementing Partner”) in accordance with its financial regulations, rules, practices and procedures only to the extent that they do not contravene the principles of the Financial Regulations and Rules of UNDP. Where the financial governance of an Implementing Partner does not provide the required guidance to ensure best value for money, fairness, integrity, transparency, and effective international competition, the financial governance of UNDP shall apply.

XI. RISK MANAGEMENT STANDARD CLAUSES

1. The responsibility for the safety and security of the Implementing Partner and its personnel and property, and of UNDP’s property in the Implementing Partner’s custody, rests with the Implementing Partner. The Implementing Partner shall: (a) put in place an appropriate security plan and maintain the security plan, taking into account the security situation in the country where the project is being carried; (b) assume all risks and liabilities related to the Implementing Partner’s security, and the full implementation of the security plan. UNDP reserves the right to verify whether such a plan is in place, and to suggest modifications to the plan when necessary. Failure to maintain and implement an appropriate security plan as required hereunder shall be deemed a breach of this agreement.

2. The Implementing Partner agrees to undertake all reasonable efforts to ensure that none of the UNDP funds received pursuant to the Project Document are used to provide support to individuals or entities associated with terrorism and that the recipients of any amounts provided by UNDP hereunder do not appear on the list maintained by the Security Council Committee established pursuant to resolution 1267 (1999). The list can be accessed via http://www.un.org/sc/committees/1267/aq_sanctions_list.shtml. This provision must be included in all sub-contracts or sub-agreements entered into under this Project Document.

3. Consistent with UNDP’s Programme and Operations Policies and Procedures, social and environmental sustainability will be enhanced through application of the UNDP Social and Environmental Standards (http://www.undp.org/ses) and related Accountability Mechanism (http://www.undp.org/secu-srm).

4. The Implementing Partner shall: (a) conduct project and programme-related activities in a manner consistent with the UNDP Social and Environmental Standards, (b) implement any management or mitigation plan prepared for the project or programme to comply with such standards, and (c) engage in a constructive and timely manner to address any concerns and complaints raised through the Accountability Mechanism. UNDP will seek to ensure that communities and other project stakeholders are informed of and have access to the Accountability Mechanism.

28

5. All signatories to the Project Document shall cooperate in good faith with any exercise to evaluate any programme or project-related commitments or compliance with the UNDP Social and Environmental Standards. This includes providing access to project sites, relevant personnel, information, and documentation.

XII. ANNEXES

1. Project Quality Assurance Report

2. Risk Analysis. Use the standard Risk Log template. Please refer to the Deliverable Description of the Risk Log for instructions

3. Capacity Assessment: Results of capacity assessments of Implementing Partner (including HACT Micro Assessment)

4. Project Board Terms of Reference and TORs of key management positions

29

# Description Date

Identified Type

Impact &

Probability

Countermeasures

/ Mgmt response Owner

Submitted,

updated

by

Last

Update Status

1.

Due to the scale

and complexity

of the project,

its

implementation

pace may be

impacted

March

2016

Operational

Impact: 4

Probability:

2

The Global

Coalition will

start from one or

two priority areas

where partners

are ready to

implement join

researches in a

fast manner. It

will gradually

cover more

research areas

with the increase

of resources,

partnership, and

management

capacity.

UNDP,

UNOSSC UNDP

2.

Insufficient

resources to

conduct

research studies

and flagship

report, SSC

Data platform,

and provide

advisory

services

March

2016

Financial

Impact: 5

Probability:

3

The Global

Coalition will be

governed by a

Steering

Committee,

consists of

representatives of

founding partner

institutions and

major think tank

networks that will

provide guidance

on mid-term and

long term

strategies,

monitor and

assess status of

implementation,

and ensures

financial

sustainability of

the coalition.

The coalition will

also promote the

visibility of its

member networks

and institutions

so that their

services are better

valued by public

and private

clients.

UNDP,

UNOSSC UNDP

3.

Lack of

Institutional

and Execution

Capacity

March

2016

Organizational

Impact: 4

Probability:

3

Seek support

from senior

management to

secure

institutional staff

capacity to ensure

the project’s

implementation.

UNDP,

UNOSS

C

UNDP

Annex I. RISK LOG

Project Title: The Global Coalition of Think Tank Networks for SSC (GCTTN)

Award ID: Date:

30

4.

Lack of buy-in

from senior

management,

Regional Hubs

and Country

Offices

(country offices

and regional

hubs are critical

in this as they

would bring in

national

partners and

data that is

relevant to the

SSC database

platform)

March

2016

Organizational

Impact: 4

Probability:

2

Secure support

from senior

management and

mobilize country,

regional support

to establish

maintenance and

business

continuity

strategy to collect

data.

UNDP,

UNOSSC UNDP

5.

If Think Tank

Networks do

not come on

board – the

project will not

be able to

produce

innovative

research on

SSC

March

2016

Strategic

Financial

Impact: 3

Probability:

2

Pitch to key

Think Tank

Networks and

institutions and

secure support

early on.

UNDP and

UNOSSC UNDP

6.

Reputational

risk with

Stakeholders if

the project fails

March

2016 Strategic

Impact: 3

Probability:

2

Ensure all

controls to

mitigate risks are

integrated into

the project plan

for integration

purposes

UNDP,

UNOSSC UNDP

7.

There is a risk

of ensuring

quality of

activities of the

large number of

institutions

March

2016 Operational

Impact:3

Probability:

3

The Global

Coalition will

only work

through the

leading

institutions of

think tank

networks and

leverage the

existing

secretariat

capacity of the

networks. The

think tank

networks

identified as

partners for this

Global Coalition

must have their

own proper

governance

structure and

quality assurance

mechanisms,

comparable to

UNDP standards.

UNDP,

UNOSSC UNDP

8. Partnerships

fail to deliver

on

March

2016

Strategic Impact:4

Probability:

2

UNDP will

ensure at the

beginning of the

UNDP,

UNOSSC

UNDP

31

commissioned

tasks

project that

credible Think

Tank Networks

and institution

are identified.

A due diligence

process will be

conducted

according to

UNDP

processes.