TRIANGULAR CO-OPERATION: PROMOTING PARTNERSHIPS TO IMPLEMENT THE SUSTAINABLE DEVELOPMENT GOALS

Transcription

1 TRIANGULAR CO-OPERATION: PROMOTING PARTNERSHIPS TO IMPLEMENT THE SUSTAINABLE DEVELOPMENT GOALS I. KEY MESSAGES SUMMARY OF DISCUSSIONS Participants agreed t take the fllwing key messages t relevant glbal events including the secnd high-level meeting f the Glbal Partnership fr Effective Develpment C-peratin in Nairbi in Nvember 2016: Triangular c-peratin is linked t and can be prmted and mnitred as a means f implementatin f the Sustainable Develpment Gals and the Addis Ababa Actin Agenda. Triangular c-peratin is a relevant and strategic mdality fr all types f develpment c-peratin. Triangular c-peratin has a clear value added. Thrugh triangular c-peratin, the partners invlved share knwledge, learn tgether, facilitate capacity develpment, cllabrate and jintly create slutins t develpment challenges. Cmbining effrts based n cmplementary knwledge - as happens in triangular c-peratin - is key t achieving gd results and t taking the 2030 Agenda frward. All cuntries can ptentially be prviders, facilitatrs and beneficiaries f knwledge sharing in triangular c-peratin, s it transcends divides between different types f c-peratin. Greater plitical attentin and high-level backing bth dmestically and internatinally supprts mre targeted use f triangular c-peratin. T help triangular c-peratin achieve its full ptential, the partners invlved shuld capture and cmmunicate better its value added, based n their respective gals as well as the verall develpment bjective. Greater visibility and awareness can dispel the myths n triangular c-peratin. Mre systematic cllectin and analysis f data and ther infrmatin n existing prjects, including their results, will supprt this bjective. Linking triangular c-peratin mre t ther prgrammes and different frms f c-peratin and financial instruments will help scale up this frm f c-peratin. Many partners in triangular c-peratin have develped guidelines and jint agreements, such as MUs, that will reduce transactin csts and facilitate implementatin. Engaging in multi-stakehlder partnerships with the private sectr, civil sciety and academia can mbilise additinal resurces fr triangular c-peratin and generate innvative slutins t develpment challenges. At an peratinal level, six keywrds summarise the success factrs fr triangular c-peratin: Reciprcity amng the partners Cmmitment at bth the plitical and technical levels Cllabrative use f resurces, such as expertise, funds and in-kind cntributins Time in the sense f a lng-term cmmitment and lnger planning phases Cmmn grund, clear cmmunicatin and steering structures: management respnsibility may rtate amng partners Innvatin and c-creatin f slutins t develpment challenges II. BACKGROUND The OECD Develpment C-peratin Directrate and the Camões Institute fr C-peratin and Language (Prtugal) rganised an Internatinal Meeting n Triangular C-peratin n 19 May 2016 in Lisbn. Representatives frm all cnstituencies invlved in triangular c-peratin participated. In ttal, the meeting brught tgether 63 participants frm gvernments, implementing agencies and internatinal rganisatins.

2 Partnerships are at the heart f achieving the Sustainable Develpment Gals (SDGs) with gal 17, n the means f implementatin, emphasising the cntributin f triangular c-peratin t achieving the ther gals. Participants agreed that the meeting was taking place at a critical mment, when all cuntries are finding ways t achieve the SDGs. At the same time, African cuntries are als lking int the implementatin f the African Unin 2063 Agenda, which prvides a strategic visin fr develpment and c-peratin with partner cuntries n the African cntinent. Against this backgrund, the meeting prvided an pprtunity t dispel sme cmmn myths n triangular c-peratin and t share knwledge and experiences n three critical factrs, namely: 1) partnership arrangements and resurcing, 2) implementatin and peratinal guidelines, and 3) capturing and cmmunicating the value added f triangular c-peratin. In additin t the key messages set ut abve, the participants als identified a series f fllw-up actins that are listed in the final sectin f this summary. The fllwing recent analytical wrk carried ut by the OECD and the Iber-American Prgramme fr the Strengthening f Suth-Suth C-peratin (PIFCSS) prvided a cmmn knwledge base fr the discussins: III. The findings frm the OECD s 2015 survey n triangular c-peratin, based n respnses frm 60 cuntries and rganisatins. Cnsultatins within the Iber-American Prgramme fr the Strengthening f Suth-Suth C-peratin (PIFCSS) t prduce a set f management guidelines fr implementing triangular c-peratin in Iber-America. MYTHS AND REALITIES OF TRIANGULAR CO-OPERATION Participants de-cnstructed three cmmn myths f triangular c-peratin and discussed the reality based n their experiences. 1) Myth: Triangular c-peratin is scattered and small in scale and scpe. It is nly relevant in sme niche areas. Triangular c-peratin has increased acrss all sectrs f c-peratin and in all parts f the wrld. Participants agreed that there is a wide diversity f appraches fr triangular c-peratin in terms f scale, scpe, regins, sectrs and types f prject. Fr instance, the Iber-American Secretariat (SEGIB) fund that the number f triangular c-peratin prjects and activities that were implemented in 2013 was 36% higher than in Since 2006, the number f triangular initiatives increased six-fld - frm 26 t in Latin America and the Caribbean. Sme prjects might be smaller and prvide inputs in niche areas but this is nt necessarily a reasn fr criticism. At times, pling the expertise f the partners invlved in triangular c-peratin creates slutins t develpment challenges that wuld have nt emerged therwise. 2) Myth: Triangular c-peratin prjects dn t fllw a strategic visin and dn t have clear guidelines. Many f the partners invlved in triangular c-peratin have develped guidelines, plicy framewrks and strategies fr triangular c-peratin that help t reduce transactins csts and facilitate the initiatin and implementatin f prjects. Many jint agreements and memranda f understanding (MUs) have been signed that frmalise and guide triangular c-peratin prjects. Participants agreed that the principles and mechanisms f bilateral c-peratin als apply t triangular c-peratin. Triangular c-peratin prjects fllw a strategic visin in aligning with the 2030 Agenda, natinal develpment strategies f the partners invlved and in frming multi-stakehlder partnerships. 3) Myth: There is n clear value added f triangular c-peratin in cmparisn t bilateral r reginal c-peratin. Thrugh triangular c-peratin, the partners invlved share knwledge, learn tgether, facilitate capacity develpment, cllabrate and jintly create slutins t develpment challenges. Participants agreed that there is a very clear value added f triangular c-peratin. Participants called fr an verall mind shift in internatinal develpment c-peratin, whereby triangular c-peratin is seen as reciprcal and equal c-peratin amng partners, which is part f its value added. Scaling-up triangular c-peratin ffers pprtunities t include the private sectr, civil sciety and academia in partnerships aimed at achieving develpment results and prmting mutual benefits. Matchmaking by facilitatrs is anther value added - sme triangular prjects might have nt therwise have happened.

3 IV. PARTNERSHIP ARRANGEMENTS AND RESOURCING Partnerships in triangular c-peratin prjects are a critical factr that is bth a challenge and an achievement. Finding the right partnership arrangement requires time and resurces, especially in the first stages f the prject. Once achieved, partnership arrangements established are mre stable and allw fr mre efficient management f resurces later n, which can cmpensate fr higher initial transactin csts. Against this backgrund, participants discussed the fllwing key issues: Hw d the three rles f facilitatr, pivtal partner and beneficiary play ut in practice? Hw can gd cmmunicatin and infrmatin flws be ensured? Hw can csts and in-kind cntributins be shared between partners? If required, hw can additinal funding be btained? Participants agreed that the three rles f facilitatr, pivtal partner and beneficiary characterise triangular c-peratin and that partners need t ensure alignment and cmplementarity. These rles are nt bund t the type f actr invlved (e.g. civil sciety, gvernment r private actr) r the develpment level f the partners (e.g. least develped, lw, middle r high-incme cuntries). Als, rles are nt fixed fr the lifetime f a prject and partners can change rles as the prject prgresses. Clear cmmunicatin and infrmatin flws frm the utset, e.g. by identifying individual expectatins and bjectives f each partner in the prject and using these as a framewrk fr cllabratin, supprt effective implementatin. All three partners actively cntribute t triangular c-peratin prjects thrugh different types f resurces (e.g. expertise, time, finances, in-kind cntributins). Financial csts are shared in sme cases. By lking at all aspects f prjects, it is clear that all partners prvide in-kind cntributins, including the beneficiary. Participants agreed that quantifying such in-kind cntributins is a critical factr t demnstrate equality and hrizntality in triangular partnerships. Sme methdlgies are already being tested t accunt fr in-kind cntributins in Suth-Suth c-peratin which might be useful fr triangular c-peratin as well. Participants felt that mre culd be dne t link the issues f cst-sharing, in-kind cntributins and knwledge sharing t the wrk n financing fr develpment. Participants discussed whether additinal funding fr triangular c-peratin is needed and agreed that the private sectr and civil sciety rganisatins can play a crucial rle in this regard. Including private sectr expertise and funding in triangular c-peratin prjects requires mre strategic appraches and systematic planning. Identifying mutual benefits can als help t attract the private sectr. T identify cnvincing arguments and incentives fr private actrs, participants discussed the imprtance f adpting a cmmn language. Discussins abut funding instruments that culd underpin triangular c-peratin prjects with the private sectr are useful t identify cmmn grund fr cllabratin. Sme internatinal rganisatins, including the Fd and Agriculture Organisatin and the United Natins Office fr Suth-Suth C-peratin, have established web-based matchmaking platfrms fr Suth-Suth and triangular c-peratin t match demand and supply. These culd usefully be scaled up and used by a brader range f partners in triangular c-peratin, including pssible future partners. V. IMPLEMENTATION AND OPERATIONAL GUIDELINES Once a triangular c-peratin prject is agreed, all partners invlved need t plan and frmalise implementatin arrangements. In sme cases, this fllws verall peratinal guidelines fr triangular c-peratin while in thers, prcesses, steering structures and respnsibilities are defined n a case-by-case basis r thrugh use f bilateral mechanisms. Participants discussed the fllwing key issues and shared experiences n gd practices f implementing triangular c-peratin prjects: Hw can prject implementatin plans best be wrked ut jintly? Hw can wnership f all three partners - facilitatr, pivtal partner and beneficiary - be ensured? Which cmpnents f a prject need t be dne tgether and where is a divisin f labur mre efficient? Hw can lean, but effective, steering structures be created n all levels f the triangular c-peratin activity? Participants cnsidered that the planning phase and a gd steering structure, with clearly defined rles and cmmunicatin structures, are very imprtant. Partners shuld allcate sufficient time in the beginning t

4 establish cmmn grund and set-up management structures. Bttm-up and tp-dwn initiatin f triangular c-peratin prjects are pssible. In bth cases, plitical endrsement and buy-in, as well as flexibility, are crucial. In all cases, it is imprtant t take the lcal cntext as a baseline. Participants regarded bttm-up management and prmting the lcal cunterpart as leader f the prcess as a success factr because lcal management will bring mre wnership. Rtating management respnsibility amng the three partners ensures greater wnership by all the partners. Understanding the different cultures f cuntries and institutins f each f the partners is imprtant. Building trust is essential fr bridging language and cultural differences. A cmmn visin and alignment amng partners supprts effective implementatin. Participants identified several bstacles at the peratinal level that hinder implementatin: high transactin csts, differences in prcurement systems that might lead t delays in prject implementatin, difficulties with transferring funds acrss brders r fluctuatin in exchange rates. Ensuring sustainability frm the beginning f the prject is imprtant as it is in any ther develpment interventin. T leverage the investments that have been made, especially when starting with small prjects, the partners invlved shuld envisage planning new prject phases and scaling-up activities. Just as a triangular c-peratin prject can be initiated based n successful bilateral c-peratin, c-peratin culd als be cntinued bilaterally after the triangular c-peratin prject ends. In this way, bilateral arrangements can cmplement triangular c-peratin. On the ther hand, triangular c-peratin can als be scaled up int multi-stakehlder partnerships. In this way, reginal rganisatins, platfrms and netwrks fr knwledge sharing can enhance the sustainability f prjects after their fficial terminatin. VI. CAPTURING AND COMMUNICATING THE VALUE ADDED OF TRIANGULAR CO-OPERATION Practitiners, plicymakers and experts ften describe the value added f triangular c-peratin as wrking in hrizntal partnerships, building trust, learning amng all partners, strengthening netwrks and increasing intercultural understanding. Against this backgrund, participants discussed the fllwing key issues: Hw can the value added f triangular c-peratin be captured thrugh evaluatins? Hw can triangular c-peratin prjects be scaled up? Which rle culd the private sectr, civil sciety, develpment banks and academia play? Hw can the value added f triangular c-peratin be transfrmed int cnvincing arguments that can be cmmunicated t plicy makers, ptential new partners and the general public? Participants agreed that triangular c-peratin is wrking and prducing gd results as an implementatin mdality. It can add value in different kinds f partnership arrangements acrss all sectrs. Participants pinted t the need t shwcase hw triangular c-peratin is wrking, fcusing n capturing mre evidence and strengthening capacities with the mdality. Mainstreaming triangular c-peratin and scaling it up int multi-stakehlder partnerships will help t implement the 2030 Agenda. Including a wider variety f actrs in triangular c-peratin, e.g. academia, civil sciety and the private sectr, can encurage thinking ut f the bx and innvatin. Participants discussed that creating mre awareness and visibility, better cmmunicating results and reprting data n triangular c-peratin t as wide an audience as pssible will help t raise visibility and cmmunicate the value added f triangular c-peratin. Participants regarded the private sectr as a ptentially imprtant partner in triangular c-peratin and a vehicle t prvide visibility. Infrmatin is already available n sme cases f private sectr invlvement in triangular c-peratin prjects. At the same time, since there is currently n internatinally agreed definitin, prjects invlving civil sciety, academia r the private sectr are ften nt reprted r listed in fficial statistics. In terms f planning fr and measuring results, participants discussed the necessity t agree up-frnt n the verarching prject bjective that will be used t mnitr achievements. Hwever, each partner can als include their wn specific bjectives in the framewrk fr measuring results. This apprach allws fr better measuring f results, bth individual and cllective, and cllecting data that will supprt better cmmunicatin f the value added f triangular c-peratin thrughut the prject s lifecycle.

5 VII. ACTIONS TO PROMOTE TRIANGULAR CO-OPERATION During discussins, participants identified several ways t prmte triangular c-peratin and t link it t the 2030 Agenda fr Sustainable Develpment C-peratin. Participants agreed that triangular c-peratin is delivering gd results, but there is a need t shwcase these better, gather mre evidence thrugh case studies and evaluatins and increase visibility. Engaging in multi-stakehlder partnerships with the private sectr, civil sciety and academia can mbilise additinal resurces fr triangular c-peratin and generate innvative slutins t develpment challenges. Participants fund that mre culd be dne in the fields f quantifying in-kind cntributins in triangular c-peratin, reprting, develping results framewrks, mnitring and evaluatin, as well as increasing leverage by linking triangular c-peratin t larger develpment c-peratin prgrammes. During their discussins at this internatinal meeting, participants identified several actins t prmte triangular c-peratin: 1. Link wrk n triangular c-peratin t the wrk n financing fr develpment and mainstream triangular c-peratin int the SDG agenda. With a view t the secnd high-level meeting f the Glbal Partnership fr Effective Develpment C-peratin in Nairbi: cmpiling mre evidence n triangular c-peratin t shwcase hw it wrks and generally give triangular c-peratin mre visibility. 2. Emphasise the imprtance f multi-stakehlder partnerships t achieve the 2030 Agenda fr Sustainable Develpment. The mst cmmn mdel f triangular c-peratin is gvernment-t-gvernment interactin r c-peratin with internatinal rganisatins. T tap its full ptential, enhanced engagement in multi-stakehlder partnerships with the private sectr, civil sciety, academia will be imprtant t: Mbilise private sectr cntributins by clarifying the incentives t get invlved. Identify funding instruments that will assist with channelling cntributins frm the private sectr. Invlve civil sciety, academia, and think tanks as resurce prviders and implementers. 3. Develp ideas fr all partners t define and mnitr their bjectives in triangular c-peratin as a cmplement t the verall develpment bjective. This calls fr clear results framewrks fr the intended develpment impact and including the measurement f results frm the beginning. Each partner may have its wn individual bjective in the triangular c-peratin which shuld als be evaluated and the results cmmunicated. 4. Build awareness abut triangular c-peratin thrugh cntinuing t cmpile case studies and cnducting mre evaluatins. Explre hw evaluatin methdlgies can be applied t capture all aspects f the value added f triangular c-peratin. 5. Develp a methdlgy that can quantify in-kind cntributins, measure and evaluate results by lking at hlistic aspects f the prject. Amng thers, the UN institutins, SEGIB and PIFCSS are cnducting wrk n assessing Suth-Suth and triangular c-peratin that culd prvide a gd starting pint. 6. Increase and share reprting f triangular c-peratin (e.g. by reprting thrugh the OECD statistics, which is pen t all cuntries). 7. Assess the extent t which existing platfrms n triangular c-peratin culd enhance their matchmaking rle fr prpsed prjects and activities. 8. Establish a repsitry f prjects, experiences and dcumented case studies that prvide a knwledge base n triangular c-peratin. 9. Lk int ways f leveraging triangular c-peratin better and linking it t larger prgrammes, e.g. by the Wrld Bank and reginal develpment banks.