Participatory training in preparation of the UNDP Country Programme Action Plan for Jordan

Transcription

1 MAINSTREAMING SOUTH SOUTH & TRIANGULAR COOPERATION Participatory training in preparation of the UNDP Country Programme Action Plan for Jordan Facilitated t by: Edem Bakhshish, Chief, Division for Arab States, SU/SSC Senior Adviser on SSC, Regional Centre in Cairo edem.bakhshish@undp.org

2 Please introduce yourself and your institution and tell us WHAT ARE YOUR EXPECTATIONS? 1. In terms of Knowledge You Want to Acquire? & 2. In terms of Practical Outcomes of this Training?

3 TRAINING STRUCTURE: BUILDING BLOCKS 6. UMBRELLA PROJECT 4. IDEAL PICTURE 5. EXISTING TOOLS 1. THEORY 2. TAKING STOCK 3. IDENTIFYING GAPS PRACTICAL & PARTICIPATORY Tangible Deliverables Your Experience Matters

4 MORE THEORY FRAMEWORK OF OPERATIONAL GUIDELINES ON SSC (available electronically) FOUNDATIONS OF SSC FOR DEVELOPMENT (learning.undp.org limited to staff) ONLINE HANDBOOK ON SOUTH SOUTH COOPERATION (handbook.southsouthconference.org)

5 DEFINITION

6 WHAT YOU THINK IS SOUTH SOUTH COOPERATION?

7 SOUTH SOUTH COOPERATION IS a process whereby two or more developing countries pursue their individual and/or shared development objectives through exchanges of knowledge, skills, resources and technical know how and through collective actions including partnerships involving governments, civil society,academia and the private sector for their individual and/or mutual benefit.

8 PREREQUISITES OF SSC Northern andsouthern countries face differentgeographical geographical, demographical, environmental and political problems. Solutions that t have succeeded din countries ti with similar il demographics are most likely to be successful in comparable contexts. Knowledge, expertise, knowhow, and solutions unique to the south are usually found within the Global South. All countries, however poor they may be, have effective solutions to offer.

9 TRIANGULAR COOPERATION involves partnerships between (a) a developed country/countries or a multilateral organization(s) and (b) a Southern partner(s) in development cooperation that work together to implement development cooperation programmes and projects in (c) another Southern partner country/countries.

10 PREREQUISITES OF TC Evidence shows that in many instances, Southern providers of development cooperation require the financial and/or technical support of multilateral and/or developed country partners in the course of assisting other developing countries. Northern partners also benefit by being able to take advantage of increased institutional capacity in the South and to increase the impact of their aid disbursements by leveraging the resources of multiple Southern partners.

11 CHARACTERISTICS OF SSC Based on Solidarity, it Reciprocity, it and Mutual lrespect SSC is implemented primarily by developing countries themselves and is supported tdby the UN System. SSC complements traditional North South cooperation. SSC embraces wide range of issues based on areas of concerns to Developing countries. SSC takes tk place on bilateral, l regional sub regional, intra, interregional basis. SSC speeds up the global lspread of technologies.

12 PRIORITY OBJECTIVES OF SSC Support national and regional development efforts; Strengthen institutional and technical capacities; Improve the exchange of experience and know how among developing countries; Respond to the specific development challenges of developing countries; and Increase the impact of international cooperation. (NAIROBI OUTCOME DOCUMENT)

13 GUIDING PRINCIPLES OF SSC & TC NORMATIVE National sovereignty National ownership and independence Equality Non conditionality Non interference in domestic affairs Mutual benefit OPERATIONAL Mutual accountability and transparency Development effectiveness Coordination of projects and programmes Evidence and results based programmes Multi stakeholder approach (NAIROBI OUTCOME DOCUMENT)

14 ROLE OF THE UN

15 ROLE OF THE UN: Prerequisites SSC takes place every moment whether or not UN is involved Countries of the South are not homogenous, there are richer countries and there are poorer countries Focus should be on increasing the bargaining capacity of the poorer ones to ensure equitable development opportunities

16 ROLE OF THE UN: Why Arab States? In case of Arab States the approach would not only help create favorable opportunities for regional integration and creation of a well structured regional market of 350 M people, p but as a consequence would also lead to the increase in the bargaining capacity of the region as a whole and as a result its stronger voice in the global development arena.

17 SO, WHAT COULD BE THE UN ROLE?

18 ROLE OF THE UN: 1. Advocacy Promoting the importance and contributions that Southern countries can make in helping other Southern countries. This is accomplished through support to research, meetings and workshops, p, information sharing and the like

19 ROLE OF THE UN: 2. Norm setting Promoting more inclusive multilateral development cooperation framework & Creating space for dialogue High level Committee on South South Cooperation of the UN General Assembly for which the Special Unit for SSC serves as the Secretariat, has the mandate from the UN General Assembly for setting norms governing South South and triangular cooperation.

20 ROLE OF THE UN: 3. Match making UN serves as knowledge broker and match maker between solution providers and solution seekers. Takes the form of designing SSC projects; support in the execution of SSC projects; strengthening gregional or interregional institutions used for SSC purposes. This UN s brokerage role should be demand driven to allow the cooperating partners to judge a solution s scalability, adaptability and effectiveness by themselves.

21 ROLE OF THE UN: 4. Mobilizing partners and resources Mobilizing partners and resources to facilitate transactions that go beyond just the exchange of ideas. It takes the form of Partial financing from UNDP or UN Agencies' regular budget sources; mobilizing external resources; tapping other financial sources for SSC projects and activities.

22 FORMS OF SSC

23 SCOPE OF SSC ACTIVITIES Agriculture, forestry and fisheries Culture and social and human sciences Education General economic and social policy and planning Health Industry International trade and Investment

24 SCOPE OF SSC ACTIVITIES (cont d) Labor, management and employment Natural resources Population and demography Science andtechnology Social security and other social services Transport and communication

25 LEVELS OF COOPERATION Bilateral (country to country basis) Sub regional Regional Inter regional Global l

26 PLAYERS Governments Non governmental Organizations Professional/Technical i lassociations Private and public sector enterprises

27 MODES OF SSC Reciprocity Exchange Contribution ti

28 RECIPROCITY Reciprocity may involve bilateral or multilateral cooperation whereby two or more states may agree to provide assistance in their respective areas of excellence. Reciprocal exchanges could tk take place simultaneously or over the time span.

29 EXCHANGE OR SHARING Exchange or sharing takes place when two or more states agree to co operate towards a common endeavor through exchange of information and technology within the context tof a common objective embodied din a program or a project.

30 CONTRIBUTION Implies a transfer of resources or technology from one country to one or more countries in the spirit of developing collective self reliance li by sharing of excellence. In such relations, there is no expectation of immediate reciprocity or exchange.

31 VALUE ADDED OF SSC (before round table discussion)

32 WHY SSC IS USEFUL FOR JORDAN? More relevant solutions resulting from comparable contexts, more affordable given proximity, sometimes language commonalities, and living standards/wages, which means more can be done with less funds Additional opportunities for resource mobilization Mutual lbenefit fitfor the countries. ti Interesting: ti OECD 2010, 1% increase in China s growth rate is estimated to result in a % increase in the growth of low income countries ti

33 SSDC VS. SSC SSC is a broad framework for cooperation between the countries of the Global South in political, economic, social, environmental and technical domains it is broader than just Development Cooperation

34 SSC & AID EFFECTIVENESS SSC is more than development cooperation and more than aid, therefore cannot be measured under aid effectiveness. Where it is development cooperation Development effectiveness should be the measure.

35 CAPACITIES & NEEDS

36 DEFINE THE TERM CAPACITIES The term "capacities" as used in the context of SSC refers to the know how, expertise and experience which developing countries have accumulated through their own development efforts. Capacities are embodied in certain institutions and organizations such as factories, consultancy organizations, universities, research institutes, vocational and technical schools, in which one can identify specific knowledge and experience. These capacities can be transferred from one developing country to another through such instruments as experts/consultants, equipment, technical services and joint research, etc.

37 IDENTIFYING CAPACITIES The principal criteria for identifying capacities should be the level of excellence a country has achieved in a specific field or area of activity. However, one shouldbear in mindthat the term "excellence" is a very relative one and when used in the context of SSC may differ in meaning from one country to another, which calls for more proactive standardization efforts.

38 IDENTIFYING CAPACITIES (Cont d) The national planning process has often been cited as one of the mechanisms available to identify national capacities. Although the national planning process is applicable in some countries, its major drawback for the purposes of SSC is that it is primarily geared to the identification of national needs and development of national capacities, rather than focusing on those capacities already available for sharing with other developing countries.

39 IDENTIFYING CAPACITIES (Cont d 2) The identification and evaluation of national capacities should be a strategic undertaking, organized periodically by the Government Focal Point in co ordination with different ministries, government departments, and CSOs. It could be an entirely separate but parallel activity to the national planning exercise. Since it takes several years to attain a level of excellence in a specific field, the frequency of such capacity stock taking may be left to each individual country to decide.

40 ASSESSING EXTERNAL CAPACITIES SSC Government Focal Points may collect, assess and make arrangements for the utilization, through SSC projects, of potential external capacities available in other developing countries. If all developing countries assess their existing and potential capacities available for SSC and share this information, inter country cooperation over a wide range of development problems could be greatly enhanced.