compilation of case studies on management of south-south...

Compilation of Case studies

on management of south-south

and triangular Cooperation

march 2015

Compilation of Case studies

on management of south-south


March 2015

Copyright © United Nations Office for South-South Cooperation and Japan International Cooperation Agency, March 2015 All rights reserved

Editor-in-chiEf Mami Yamada Sakurai

Managing Editor Anna Parini

Editor and WritEr Sato Wakabayashi

copy Editor Barbara Brewka

circulation ManagEr Yoko Shimura

dEsign and layout Karla Faria Lima

unitEd nations officE for south-south coopEration 304 East 45th Street, FF-12th Floor New York, NY 10017 USA

The views expressed in this publication do not necessarily reflect those of the United Nations, the United Nations Development Programme or governments. The designations employed do not imply the expression of any opinion whatsoever concerning the legal status of any country, territory or area, or its frontiers or boundaries.

FOREWORD

ACKNOWLEDGEMENTS

ABBREVIATIONS AND ACRONYMS

INTRODUCTION

CASE STUDIES overview of south-south and triangular Cooperation management

CASE STUDY 1. Internal and External Relations Governance in Triangular

Technical Cooperation

CASE STUDY 2. UNOSSC support to Member States in South-South

and Triangular Cooperation

segment 1: human resourCes

CASE STUDY 3. Thai Volunteers Programme

segment 2: institutional management and Coordination meChanisms

CASE STUDY 4. Overview of Indonesian Approach to South-South


CASE STUDY 5. Formulation of the Manual of South-South Technical

Cooperation Management

segment 3: legal and institutional framework

CASE STUDY 6. The Institutional Arrangement of Japanese Official

Development Assistance (ODA)

CASE STUDY 7. The Mexican Law for Development Cooperation

segment 4: projeCt management

CASE STUDY 8. Alliance to Fight against Avoidable Blindness

CASE STUDY 9. Trilateral Cooperation on Road-sector Development

segment 5: CommuniCations

CASE STUDY 10. Ensuring the Efficient Use of Donor Funds and

Promoting Transparency in Public Financial Reporting

CASE STUDY 11. Survey of Brazilian Cooperation for International

Development (COBRADI)

ANNEXESannex 1. List of Participants in the 2nd Capacity Development Training Session

annex 2. Programme of the 2nd Capacity Development Training Session

5

7

8

10

16

22

28

36

42

50

53

60

63

70

74

78

81

CONTENTS

5FOREWORD

The year 2015 is an important year for the international community. The United Nations summit will be held in September for the adoption of the post-2015 development agenda, which will succeed the Millennium Development Goals (MDGs). The new international framework is expected to accelerate the inter-national efforts to end poverty, improve people’s lives and protect the planet for future generations. In this new framework, South-South and Triangular coopera-tion is expected to play an increasingly important and irreplaceable role in the global development architecture.

The Japan International Cooperation Agency (JICA) has been committed for many years to the promotion and development of South-South and triangular cooperation, and one of its key activities in this area is to support capacity de-velopment of the Southern partners for effective planning, implementation and evaluation of these types of cooperation.

Among such JICA efforts is the training programme “Capacity Development in Management of South-South and Triangular Cooperation” jointly organized by the Brazilian Cooperation Agency (ABC) and the United Nations Office for South-South Cooperation (UNOSSC). This training program aims at enhanc-ing management capacities in South-South and triangular cooperation through knowledge-sharing and mutual learning among the Southern partners. The first session of this training was held in March 2013, and the second one took place in November 2013.

The present report is being published to share, beyond the participants in the training, the good cases on the management of South-South and triangular cooperation presented in the second session of the programme.

We would like to extend our sincere appreciation to our partners, ABC and UNOSSC, for their concerted cooperation.

We sincerely hope that this report will offer practical insights to the interna-tional community for enhancing the management capacity of South-South and triangular cooperation.

Koki HirotaDirector General Operations Strategy DepartmentJapan International Cooperation Agency

FOREWORD

7ACKNOWLEDGEMENTS

The United Nations Office for South-South Cooperation (UNOSSC) is very pleased to have co-organized the second session of Capacity Development in Training on Management of South-South and Triangular Cooperation in Brasilia, Brazil, in November 2013 together with our partners, the Brazilian Cooperation Agency (ABC) of the Ministry of External Relations of Brazil and the Japan International Cooperation Agency (JICA). The objective of the training was to strengthen the capacity of institutions currently engaged in the coordina-tion and management of South-South and triangular cooperation initiatives in their respective countries.

We would like to express our gratitude to all those who participated in the second training session by sharing their experiences and knowledge. In par-ticular, I would like to extend my special thanks to: Mr. Marcio Correa (ABC, Brazil), Mr. Jorge Chediek (UNDP, Brazil), Mr. Júlio Akira Inoue (JICA, Brazil), Mr. Wofsi Yuri de Souza (ABC, Brazil), Ms. Celina Dantas (Brazil), Ms. Jitkasem Tantasiri (TICA, Thailand), Ms. Carola Davicino (Argentina), Ms. Megumi Tsukizoe (JICA, Brazil), Mr. Roberto Mohar (AMEXCID, Mexico), Mr. Amarildo Baesso (Brazil), Mr. Priyanto Rohmattullah (Indonesia), Ms. Sonia Barka (ATCT, Tunisia), Mr. Jorge Duarte (Embrapa, Brazil), Mr. Henry Kyeremeh (Ghana), Mr. João Brigido (IPEA, Brazil), Ms. Juliana Rossetto (FAO, Brazil) and Mr. Chiaki Kobayashi (JICA, Brazil), who shared their valuable experiences in South-South and triangular cooperation with the participants.

The generous contributions of all our partners have made it possible to present this innovative guide to work being done at the forefront of South-South and triangular cooperation for development practitioners in many countries, regions and organizations.

Yiping ZhouEnvoy of the Secretary-General on South-South Cooperation andDirector of the United Nations Office for South-South Cooperation

ACKNOWLEDGEMENTS

8 ABBREVIATIONS AND ACRONYMS

ABBREVIATIONS AND ACRONYMS

ABC

ACMECS

AMEXCID

ATCT

BADEA

BAPA

BAPPENAS

BRICS

COBRADI

CSO

DAC

DTEC

Embrapa

FAO

G-20

GIIF

GSSD

HLC

IPEA

IsDB

JICA

LCID

LDC

MDGs

MENA

MINAG

MoF

Brazilian Cooperation Agency (Agência Brasileira de Cooperação)

Ayeyawady-Chao Phraya-Mekong Economic Cooperation Strategy

Mexican Agency for International Development Cooperation (Agencia Mexicana de Cooperación Internacional para el Desarrollo)

Tunisian Agency for Technical Cooperation (Agence tunisienne de coopération technique)

Arab Bank for Economic Development in Africa

Buenos Aires Plan of Action

Ministry of National Development Planning [Indonesia]

Brazil, Russia, India, China and South Africa

Brazilian Cooperation for International Development (Cooperação Brasileira para o. Desenvolvimento Internacional)

Civil society organization

Development Assistance Committee

Department of Technical and Economic Cooperation [Thailand]

Brazilian Agricultural Research Cooperation (Empresa Brasileira de Pesquisa Agropecuária)

Food and Agriculture Organization of the United Nations

Group of 20

Ghana Infrastructure Investment Fund

Global South-South Development

High-level Committee on South-South Cooperation

Institute for Applied Economic Research (Instituto de Pesquisa Econômica Aplicada)

Islamic Development Bank

Japan International Cooperation Agency

Mexican Law for International Development Cooperation (Ley de Cooperación Internacional para el Desarrollo)

Least developed country

Millennium Development Goals

Middle East and North Africa

Ministry of Agriculture of Mozambique (Ministério de Agricultura da República de Moçambique)

Ministry of Finance

9ABBREVIATIONS AND ACRONYMS

MoFA

MoU

MRE

NAB

NGO

ODA

OECD

OPEC

OTOP

PAHO

PEDSA

PPP

ProSAVANA

PSSC

RPJMN

RPJMD

SDGs

SSC

SSC/TrC

TICA

UNDP

UNEP

UNFCCC

UNIDO

UNOSSC

URECI

WHO

Ministry of Foreign Affairs

Memorandum of understanding

Ministry of External Relations (Ministério das Relações Exteriores)

Nadi Al Bassar (North African Centre for Sight and Visual Science) [Tunisia]

Non-governmental organization

Official development assistance

Organization for Economic Cooperation and Development/Develop-ment Assistance Committee

Organization of the Petroleum Exporting Countries

One Tambon, One Product

Pan American Health Organization

Plano Estrategico Para o Desenvolvimento do. Sector Agrario (Stra-tegic Plan for Agricultural Development)

Public-private partnership

Triangular Cooperation Programme for Agricultural Development of the Tropical Savannah in Mozambique

Partners in South-South Cooperation

National Medium Term Development Plan (Rencana Pembangunan Jangka Menengah Nasional)

Regional Medium Term Development Plan (Rencana Pembangunan Jangka Menengah Daerah)

Sustainable Development Goals

South-South cooperation

South-South cooperation and triangular cooperation

Thailand International Development Cooperation Agency

United Nations Development Programme

United Nations Environmental Programme

United Nations Framework Convention on Climate Change

United Nations Industrial Development Organization

United Nations Office for South-South Cooperation

Unit for Economic Relations and International Cooperation (Unidad de Relaciones Económicas y Cooperación Internacional)

World Health Organization

10 INTRODUCTION

The High-level Meeting on South-South and Triangular Cooperation held in 2008 and attended by Directors General-level delegates who were engaged in South-South and triangular cooperation expressed the need to improve the management skills of Southern development cooperation agencies. This was followed by the commitment of the Brazilian Cooperation Agency (ABC) to sup-port Southern development cooperation agencies, particularly those of the least developed countries (LDCs), to improve their managerial skills in South-South and triangular cooperation (SSC/TrC). Upon the request by ABC for technical support, the United Nations Office for South-South Cooperation (UNOSSC) joined in this commitment. In November 2012, ABC, the Japan International Cooperation Agency (JICA), the Government of Japan and UNOSSC started the project “Capacity Development in Management of South-South and Triangular Cooperation”.

In order to design the training modules, needs assessment questionnaires were sent to 80 countries. The questionnaire results provided very good parameters of the capacity development needs of institutions. The list of topics for capacity development that resulted from the survey served as the basis for the discussions that took place during the planning workshop held on 10 and 11 January 2013 in Brasilia, Brazil. In that workshop, more specific needs for improved manage-ment skills were identified among 25 representatives from 25 countries, and good practices as well as available capacity in managing SSC/TrC were showcased. The results of the planning workshop helped to narrow the potential topics of the training to the following five: (a) legal and institutional frameworks; (b) institu-tional management and coordination mechanisms; (c) project management; (d) human resource skills; and (e) communication skills and tools.

The first peer-learning session of Training on Management of SSC/TrC was held in Brasilia from 11 to 15 March 2013. During the session, 35 participants from 33 countries, including 15 least developed countries (LDCs), discussed practical experiences in SSC/TrC management. The project partners selected 18 country experiences, which were presented by representatives from those countries in the form of case studies during the training. After the training, the publication Enhancing Management Practices in South-South and Triangular Cooperation was issued containing an analysis of six cases showcased during the first training session.

The second peer-learning session of Training on Management of SSC/TrC was held in Brasilia from 25 to 29 November 2013. It aimed to further strengthen the national capacities of Member States in managing SSC/TrC programmes and to create a working network among the development cooperation agencies of the na-tional governments that participated in the training. A total of 42 representative of development cooperation agencies from 39 countries participated in the second training session. In addition to an overview of SSC/TrC management, 10 case studies in five thematic areas were presented during the five-day training session.

INTRODUCTION

11INTRODUCTION

The present compilation is part of the effort to share the practical experiences in SSC/TrC management presented during the second peer-learning session of Training on Management of SSC/TrC and responds to the demand for systemati-zation of SSC/TrC experiences. In addition, it includes the results of the second training session and provides study material for the participants of the third training session planned for March 2015.

The compilation presents 11 management experiences of development cooperation agencies and organizations as case studies presented at the second peer-learning session of Training on Management of SSC/TrC. The case studies are summarized below.

Case study 1, Internal and External Relations Governance in Triangular Technical Cooperation, focuses on programme design, implementation and monitoring in the formulation of a TrC framework used by the three project partners: Brazil, Japan and Mozambique. It presents a consolidated manage-ment instrument to illustrate how TrC initiatives can expand partnerships, increase cooperation and contribute to achieving valuable SSC/TrC results.

Case study 2, UNOSSC support to Member States in South-South and Tri-angular Cooperation, introduces the five core UNOSSC roles as a convener, knowledge broker, partnership builder, fund/portfolio manager and commu-nicator and how UNOSSC can support national governments to be effectively engaged in SSC/TrC through the multilateral South-South cooperation sup-port architecture. This case study demonstrates the commitment of the United Nations to facilitating South-South and triangular cooperation partnerships as well as to scaling up SSC/TrC initiatives.

Case study 3, Thai Volunteers Programme, selected from the Human Re-sources Skills thematic segment, describes the experience of the Thailand International Development Cooperation Agency (TICA) in managing the “Friends from Thailand Programme” and how volunteerism was instrumen-tal in selecting and handling human resources in TICA while diversifying its South-South development cooperation mechanism.

Case study 4, Overview of Indonesian Approach to South-South and Trian-gular Cooperation, selected from the Institutional Management and Coor-dination Mechanisms segment, describes the Indonesian model/approach to SSC/TrC. It presents the main pillars of Indonesian SSC/TrC as well as the framework and vision for 2015 and how the model has been developed, includ-ing its role, functions and coordination mechanisms, as well as issues and challenges that Indonesian SSC/TrC faces.

Case study 5, Formulation of the Manual of South-South Technical Cooperation Management, also from the Institutional Manage-ment and Coordination Mechanisms segment, presents the Brazilian chal-lenge to providing specific parameters for the management of SSC/TrC according to Brazilian policy. It describes the conception, planning, elabo-

12 INTRODUCTION

ration and validation of the Manual of South-South Technical Cooperation Management for the Brazilian Cooperation Agency (ABC) of the Ministry of External Relations through which the development agency grants to the actors involved had the clarity needed to deliver SSC/TrC programmes in an efficient and effective manner.

Case study 6, The Institutional Arrangement of the Japanese Official De-velopment Assistance (ODA), from the Legal and Institutional Framework segment, introduces the ODA Charter of Japan, including its principles and priorities, and how the Ministry of Foreign Affairs (MoFA) and JICA collabo-rate on Japanese ODA in accordance with their respective responsibilities. The ODA Charter mentions the commitment of Japan to supporting South-South cooperation, which should be a model to be followed by other traditional donor countries.

Case study 7, The Mexican Law for Development Cooperation, also from the Legal and Institutional Framework segment, introduces the institutional ar-rangements and the legislative process for the creation of the Mexican Agency for International Development Cooperation (AMEXCID), its fundamentals and expected results together with the challenges faced by the Agency. The case study analyses the organizational structure and coordination mecha-nisms that have made AMEXCID a strong partner in SSC/TrC.

Case study 8, Trilateral Cooperation on Road-sector Development, from the Project Management segment, introduces the experience of three countries (Indonesia, Japan and Timor-Leste) in designing and managing a project for road-sector development in Timor-Leste. It describes the specific advantages of each of the project partners and how that specific partnership made the best use of the abilities of each organization.

Case study 9, Alliance to Fight against Avoidable Blindness, also from the Project Management segment, recounts the experience of the Tunisian Agency for Technical Cooperation (ATCT) in managing, together with a Tunisian medical non-governmental organization (NGO), a project to fight avoidable blindness in several developing countries. It looks at how common sustainable action such as training and sharing solutions helped the supported country to deliver important results. It also points out the importance of human resource development, the reinforcement of capacity-building, and strong partnership between public and private sectors for the sustainability and further success of the project.

Case study 10, Ensuring the Efficient Use of Donor Funds and Promoting Transparency in Public Financial Reporting, from the Communication Skills and Tools segment, introduces the challenge faced by the Ministry of Finance (MoF) in Ghana in managing aid coordination and describes how Ghana deepened aid transparency and reporting with different tools. The case study further discusses the set-up of a national system and body as valuable

13INTRODUCTION

instruments to improve coordination and effectiveness in managing develop-ment cooperation initiatives. In addition, it presents the creation of a specific finance mechanism tailored to the need of the country.

Case study 11, Survey of Brazilian Cooperation for International Develop-ment (COBRADI), also from the Communication Skills and Tools segment, describes an evaluation mechanism of the work of the development agency as an important approach to strengthening development effectiveness and im-proving the implementation of international cooperation policy. It shows the usefulness of efforts that promote cooperation for Brazilian citizens as well as for the governments of other developing countries willing to improve the evaluation of cooperation opportunities abroad.

In the achievement of internationally agreed development goals such as Mil-lennium Development Goals (MDGs) and the upcoming post-2015 sustainable development goals (SDGs), South-South cooperation and triangular cooperation are expected to play an important role as complements to traditional North-South cooperation. To do so, the international community needs to work hard to fill the capacity gap of the countries that are actually engaged in SSC/TrC. It is expected that the peer-learning among development countries on how to manage SSC/TrC in order to produce concrete results, supported by this project, will contribute to the enhanced capacity to deliver SSC/TrC programmes as well as to the revitalization of global partnership for sustainable development.

overview of south-south


management

casE studiEs 1-2

16 CASE STUDY 1

The Brazilian Cooperation Agency (ABC) of the Ministry of External Relations (MRE) is the agency of the Government of Brazil that is in charge of all interna-tional technical cooperation involving Brazil and other countries or international organizations.

WHAT IS PROSAVANA? The Triangular Cooperation Programme for Agricultural Development of the Tropical Savannah in Mozambique (ProSAVANA) is a triangular technical coop-eration programme with accumulated knowledge of tropical agriculture among Mozambique, Brazil, and Japan. ProSAVANA was established based on a very high level of political interest and corresponding institutional commitment. The triangular agreement was signed in Maputo, Mozambique, in 2009.

ABC, the Japan International Cooperation Agency (JICA)1 and the Ministry of Agriculture of Mozambique (MINAG)2 are the major coordinating agencies of ProSAVANA.

PROGRAMME VISION The vision of the programme is to improve the livelihood of the inhabitants of the Nacala Corridor through inclusive and sustainable agricultural and regional development.

OBJECTIVE OF THE PROGRAMMEThe objective of ProSAVANA is to create new agricultural development models, taking into account the natural environment and socioeconomic aspects and seeking market-oriented agricultural/rural/regional development with a com-petitive edge.

MISSIONMission of ProSAVANA

• Establish ProSAVANA development models in accordance with the diversity of the natural and the socioeconomic environment.• Improve the livelihood of small-scale farmers through the improvement of technology for production and agricultural extension and through strength-ening of farmers associations.

CASE STUDY 1Internal and External Relations Governance in Triangular Cooperation Projects Presented by Wofsi Yuri G. de Souza, Coordinator-General of Triangular Technical Cooperation, Brazilian Cooperation Agency

1 JICA, established as an Incorporated Administrative Agency, “aims to contribute to the promotion of international coopera-tion as well as the sound development of Japanese and global economy…”.2 MINAG aims to improve food security and to reduce poverty in order to increase agricultural productivity, agro-industry and marketing in accordance with the principles of the sustainable use of natural resources.

OVERVIEW OF SOUTH-SOUTH AND TRIANGULAR COOPERATION MANAGEMENT

17CASE STUDY 1

• Modernize agriculture in the region through consolidation and training of leading local farmers.• Create employment through the promotion of responsible investment, in-creased production and establishment of supply chains.

CONTEXTAgriculture is a significant revenue source for Mozambicans as it accounts for 32 per cent of gross domestic product, with an annual growth of 8 per cent (World Bank, 2011). There are 49.4 million hectares (ha) of agricultural land, which represents 63 per cent of the total land area (FAO, 2011) while the cultivated land area is approximately 1 million ha (2 million to 3 million ha when shifting culti-vation is included). About 80 per cent of the population is engaged in agriculture of which 96 per cent is small-scale farmers.

The Nacala Corridor, located in the northern part of Mozambique, is one of the strategic instruments for regional development in the country. The area comprises highly concentrated farmlands, and approximately one quarter of all the farmers in the country are distributed in this area (720,000 farming families or 2.56 million people). The main agricultural products are corn, cassava, cotton, sesame, tobacco and sugarcane.

PRINCIPLES OF PROSAVANA• ProSAVANA will be aligned with the vision and objectives of the national agricultural development strategy of Mozambique: the Strategic Plan for the Development of the Agricultural Sector 2011-2020.• ProSAVANA supports Mozambican farmers in order to contribute to poverty reduction, food security and nutrition.• Activities of ProSAVANA, in particular those involving the private sector, will be designed and implemented in accordance with the Principles of Responsible Agricultural Investment and the Voluntary Guidelines on the Responsible Govw-ernance of Tenure of Land, Fisheries and Forests.• The Ministry of Agriculture (MINAG) and local government, in collaboration with JICA and ABC, will strengthen dialogue and the involvement of civil society and other appropriate parties.• Appropriate consideration will be given to mitigation of the environmental and social impacts that might occur through the activities under ProSAVANA.

STAKEHOLDERS Stakeholders of ProSAVANA are the central government (MINAG), provincial governments/civil society, district-level associations, community leaders and producers/families.


18

TARGETED AREAS (PROVINCES AND DISTRICTS)ProSAVANA targets three provinces – Nampula, Zambezia and Niassa – and 19 districts.

Figure 1a. The three provinces of the Nacala Corridor targeted by ProSAVANA.Figure 1b. The 19 districts of the Nacala Corridor targeted by ProSAVANA.

maputo

zambezia

nampula

niassa

zambezia

nampula

niassa

figure 1A figure 1b

Province of Nampula:

1. Monapo 2. Mgecat 3. Meconta; 4. Nampula 5. Mogovolas

6. Murrupula; 7. Mecubure 8. Ribaue 9. Lalaua 10. Malema

13. Cuamba; 14. Mecanhelas; 15. Madimba; 16. Ngauma;

17. Lichinga; 18. Majune; 19. Sanga

Province of Zambezia:11. Alto Molocue; 12. Gurue

Province of Niassa:

CASE STUDY 1

19

17 18

16

15

13 10

1211

9

8

7

6

4

5

3

2 1

14


19

PROJECTS UNDER PROSAVANA, PHASE ONEThere are three ongoing projects under ProSAVANA: PI (research), PD (master plan) and PEM (development models and extension):

• PI (April 2011 to March 2016). Research is conducted. Project title: “Improv-ing Research and Technology Transfer Capacity for Nacala Corridor Agricul-tural Development”, Mozambique;• PD (March 2012 to March 2014). The master plan for the programme is pro-duced. Project title: “Support of the Agricultural Development Master Plan for Nacala Corridor in Mozambique”; and • PEM (May 2013 to May 2019). The aim is to generate development models and improve the extension service. Project title: “Establishment of Develop-ment Model at the Community Level with Improvement of Rural Extension Service under Nacala Corridor Agricultural Development in Mozambique”.

POPULATION OF THE NACALA CORRIDOR

Population 2012 Projected Population 2030

4,300,000 inhabitants ~ 40 inhab./km2

875,492 Families 1,767,411 Families

7,600,000 inhabitants ~ 70 inhab./km2

CASE STUDY 1


20

INTERNAL AND EXTERNAL RELATIONSGovernance – Programme LevelGovernance at the programme level is comprised of the following:

• Joint Coordinating Committee – created for the high-level meetings to review and approve workplans and deliberate on sensitive issues; and• ProSAVANA-Headquarters (HQ) – administrative coordination that was established for the effective operation of ProSAVANA. Its nine core functions are listed below. Also Brazil, Japan and Mozambique locate their permanent representatives in Mapuro, the headquarters of ProSAVANA.

functions of prosaVana – hQ• Act as the communication centre with the coordinating and implementing institutions of ProSAVANA.• Ensure the linkage of the Programme with the directorates of MINAG.• Promote dialogue with other Ministries and agencies relating to the Programme.• Support the planning, implementation, monitoring and evaluation of the Pro-gramme.• Work as a focal point with the private sector, civil society and academics inter-ested in information, dialogue and development of activities under the ProSA-VANA framework.• Establish and implement the Joint Coordinating Committee.• Prepare recommendations for any necessary rearrangements in the implemen-tation of the Programme• Implement and coordinate social communication and public relations activities.

PROSAVANA TIMELINE

teChniCal Cooperation

finanCialCooperation

other funds

2010 2011 2012 2013 2014 2015

• Inauguration of ProSAVANA (Sept 2009)• International (Mar. 2010)• International Event (Apr. 2011)

• Establisment of ProSAVANA-HQ (Feb. 2012)• PPP Mission (Apr. 2012)• High-level meeting in Tokyo (Apr. 2013)

Project Research. ProSAVANA (PI)

Initial study (finished)

Development studies. Agriculture (PD)

Bilateral funding to MINAG (Phase 1)

Development models and extension project (PEM)

Other funds

CASE STUDY 1


21

• Promote ProSAVANA and enhance synergies among development partners for the agricultural development of the Nacala Corridor.

Governance – Project Level Governance at the project level consists of a Joint Technical Committee compris-ing representatives of the three countries to discuss and prepare a workplan.

COMMUNICATION STRATEGY A strength, weakness, opportunity and threat (SWOT) analysis of ProSAVANA is conducted in both national and international contexts with respect to external and internal communications. The target audiences are: (a) communities in the Nacala Corridor; (b) Mozambican society; (c) Japanese and Brazilian society; (d) CSOs in Mozambique and internationally; (e) academic audiences; (f) govern-mental entities from the coordinating countries; (g) ProSAVANA coordinating entities; (h) entities implementing the project; and (i) media in national, regional and international arenas.

CASE STUDY 1


22

CASE STUDY 2UNOSSC Support to Member States in South-South and Triangular CooperationPresented by Mami Yamada Sakurai, Assistant Director, Partnerships and Triangular Cooperation Division, United Nations Office for South-South Cooperation (UNOSSC)

What is the United Nations Office for South-South Cooperation?

OVERVIEW

The United Nations Office for South-South Cooperation (UNOSSC), hosted by the United Nations Development Programme (UNDP) since 1978, was estab-lished by the United Nations General Assembly with the mandate to advocate, promote, coordinate, and develop innovative mechanisms for South-South and triangular (North-South-South) cooperation on a global and United Nations system-wide basis. UNOSSC receives policy directives and guidance from the High-level Committee on South-South Cooperation, a subsidiary body of the General Assembly.

The main partners of UNOSSC are the United Nations system organizations and national governments. Through its national SSC focal point network, UN-OSSC supports Member States, upon their request, to mainstream SSC into their national development policies, strategies and programmes. It also supports Unit-ed Nations agencies to mainstream SSC into their operations and programmes.

FIVE CORE ROLES OF UNOSSC

UNOSSC has five core roles: convener, knowledge broker, partnership builder, fund/portfolio manager and communicator.

As a convener, UNOSSC enables Member States to make informed decisions on South-South and triangular cooperation by convening different forums and by providing evidence-based policy analysis and research on SSC for discussion at intergovernmental forums. For example, UNOSSC convenes the High-level Forum of Directors-General for Development Cooperation every year to facilitate the exchange of good practices as well as discussion on chal-lenges in SSC.

CASE STUDY 2

GLOBAL SOUTH-SOUTH DEVELOPMENT

ACADEMY


EXPO


POLICY

GLOBAL SOUTH-SOUTH

ASSETS AND TECHNOLOGY

EXCHANGE

UNOSSCENABLER

set d

irectio

ns produce solutions

show

case solutionstransfer s

oluti

ons


23

As a knowledge broker, UNOSSC promotes the sharing of South-South knowl-edge and experience by development partners. It makes successful Southern development solutions available and accessible to development practitioners through, for example, the Global South-South Development Academy, one of the pillars of its multilateral South-South support architecture.

As a partnership builder, UNOSSC pilots partnerships for scaling up South-South exchanges, including through the annual Global South-South Devel-opment (GSSD) Expo and the South-South Global Assets and Technology Exchange (SS-GATE), the third and fourth pillars of its multilateral South-South support architecture, respectively.

As a fund/portfolio manager, UNOSSC creates funding mechanisms upon requests from Member States. Its flexible funding mechanisms have enabled partners to pool and direct resources to high-impact MDG initiatives in LDCs, including through the United Nations Fund for South-South Cooperation, the India-Brazil-South Africa Fund, the Pérez-Guerrero Trust Fund, the Republic of Korea Facility, cost-sharing (Japan) and in-kind/parallel financing.

As a communicator, UNOSSC uses a variety of tools to promote, advocate for and share information on South-South cooperation. These tools, which have enabled partners to take leadership and ownership roles, show results and claim credibility, include the annual United Nations Day for SSC, exhibitions at the GSSD Expo, Southern Innovator, the quarterly multi-agency “South-South in Action” and the Creative Economy Report.

FOUR PILLARS OF THE MULTILATERAL SOUTH-SOUTH COOPERATION SUPPORT ARCHITECTURESouth-South Development PolicyUNOSSC, particularly its Policy Division, serves as the substantive secretariat of the High-level Committee (HLC) on SSC. In this function, it organizes the biennial sessions of the HLC and monitors progress made globally and within the United Nations system in implementing SSC. It organizes meetings of the Bureau of the HLC and provides other services, upon request, to the Committee and United Nations Member States. The Division for Policy prepares the reports to the HLC and to the General Assembly as well as research reports on policy issues relating to SSC. It also provides support to the meetings of the United Nations agency focal points for SSC.

Global South-South Development AcademyThe Global South-South Development (GSSD) Academy is an online, action-oriented platform that facilitates access to Southern development solutions, knowledge and expertise for learning and application. It enables development partners to systematically document and share successful Southern development experiences, including policy and institutional solutions for South-South coop-eration. Its tested tools, methodologies and networking linkages leverage South-ern innovation to scale up development results. Accomplishments of the GSSD

CASE STUDY 2


24

Academy include the establishment of six institutes; the inclusion of some 13,500 experts on the rosters of the Web of Information for Development (WIDE); more than 100,000 downloads per year by users of information from the series Sharing Innovative Experiences; peer review and publication of 330 Southern solutions to development problems; and training in South-South cooperation of 300 practi-tioners, academics and partners.

Global South-South Development ExpoThe Global South-South Development Expo (GSSD Expo) is designed to show-case and scale up successful evidence-based solutions created by developing countries to address development challenges. The GSSD Expo brings together solution providers, solution seekers, financiers, business leaders, policymakers and educators to showcase successes, cement initiatives, build partnerships and launch projects to bring tested development solutions to scale. Major achieve-ments of the Expo from its inception in 2008 through 2013 include participation by more than 120 countries, both developing and developed, to showcase and share their successful solutions to development challenges; the showcasing of more than 300 tested Southern development solutions; the launch of 14 South-South and triangular initiatives; active participation and collaboration of 25 United Nations agencies (as of 2014); mobilization of more than 3,000 develop-ment practitioners; and more than $10 million in partner financing mobilized. During the Expo, UNOSSC holds the High-level Forum of Directors-General for Development Cooperation where development projects as well as important agendas for SSC are discussed.

South-South Global Assets and Technology Exchange (SS-GATE)The South-South Global Assets and Technology Exchange (SS-GATE) was established in 2008 by UNOSSC. It is a physical and web-based global exchange platform that facilitates market-driven, transparent transfers of technology, as-sets, services and financing among the public and private sectors and civil society for the inclusive growth and development of the Global South. Achievements as of 2013 include SS-GATE centres in 33 countries where technological demand and supply were met; the matching of 1,258 projects in areas such as housing, agriculture and environmental protection; the mobilization of more than 30 national Chambers of Commerce and Industry; the establishment of over a dozen partnerships with entities such as the Food and Agriculture Organization of the United Nations (FAO), the United Nations Environment Programme (UNEP), the United Nations Framework Convention on Climate Change (UNFCCC), the United Nations Industrial Development Organization (UNIDO), the World Health Organization (WHO) and the Pan American Health Organization (PAHO); the listing of 4,734 technologies; and benefits to more than 1,000 small and medium-sized enterprises and 10 business women’s associations.

India-Brazil-South Africa (IBSA) Facility for Poverty and Hunger Alleviation The India- Brazil-South Africa Facility for Poverty and Hunger Alleviation (IBSA Fund) is an example of cooperation among three developing countries that con-

CASE STUDY 2


25

stitutes a pioneering initiative to implement SSC for the benefit of other South-ern countries in partnership with the United Nations system. The IBSA Fund supports projects on a demand-driven basis through partnerships with local governments, national institutions and implementing partners. What is unique about the IBSA Fund is how this funding mechanism functions. The three Gov-ernments of India, Brazil and South Africa each contribute $1 million a year to support other countries, especially the LDCs. Achievements of the IBSA Fund in-clude $28 million in contributions; 13 partner States, mostly LDCs; advancement towards the achievement of the eight MDGs; and various development impacts across the world including enabling 39,000 yearly reproductive health consulta-tions in Burundi, training 6 doctors and 11 paramedics in Cambodia, enhancing the diets of 13,000 farmers in Guinea-Bissau, enabling access by 25 villages to solar energy in Guinea-Bissau and the attainment of functional literacy by 1,000 adults, mostly women, also in Guinea-Bissau.

UNOSSC Priorities in 2013UNOSSC is in a process of transformation. In 2012, the High-level Committee on South-South Cooperation changed the name of the Special Unit for South-South Cooperation to the United Nations Office for South-South Coopera-tion (UNOSSC), signaling its commitment to stronger, enhanced system-wide coordination of SSC as a key priority in United Nations operational activities for development globally, regionally and nationally. In 2013, the HLC on SSC requested the Secretary-General to make a proposal on how to strengthen UN-OSSC to facilitate its accomplishment of its broader mandates. The new UNOSSC must prove its responsiveness, effectiveness and efficiency in carrying out its expanded mandate and in meeting higher expectations. To do so, its priorities are as follows:

• Pending the Secretary-General’s comprehensive proposal on further strengthening UNOSSC, which is to be submitted to the next session of the HLC in June 2014, UNOSSC, under the strong leadership/guidance of the UNDP Administrator and the Associate Administrator, will continue to carry out its General Assembly mandate as the global and United Nations system-wide promoter, coordinator and facilitator for South-South cooperation and triangular cooperation for development.• UNOSSC will sharpen its services and tools as a credible global and United Nations system-wide convener, knowledge broker, partnership builder, fund/portfolio manager and communicator by further professionalizing and insti-tutionalizing its services, products and tools and further diversifying funding sources and modalities.• UNOSSC will develop a more predictable and sustainable income strategy for the new UNOSSC.• UNOSSC will also develop a UNOSSC Strategic Framework for 2014-2017.

CASE STUDY 2


casE study 3

segment 1. human

resourCes

28

CASE STUDY 3Thai Volunteers Programme

Presented by Ms. Jitkasem Tantasiri, Director of External Cooperation, Thailand International Development Cooperation Agency (TICA), Ministry of Foreign Affairs

The Thailand International Development Cooperation Agency (TICA) was established as a new agency in 2004 when the Department of Technical and Economic Cooperation (DTEC) was dissolved to undertake the mandates of DTEC, including the administration of technical cooperation projects. Under the Ministry of Foreign Affairs (MoFA), TICA remains engaged in steering and co-ordinating Thailand’s technical cooperation activities under bilateral, trilateral, regional and multilateral frameworks and agreements. TICA projects, volunteer and expert programmes, fellowships, scholarships, training courses and study visits aim to enhance the capacity of personnel and institutions in partner coun-tries, particularly within the member countries of the Ayeyawady-Chao Phraya-Mekong Economic Cooperation Strategy (ACMECS). In order to implement this vision, TICA has recognized the central role that human resources play in strengthening these capacities not only for the partner countries but also within the agency itself. People – both staff and volunteers – are indeed central to the delivery of the agency’s mission.

INTRODUCTION TO THE THAI VOLUNTEERS PROGRAMME, “FRIENDS FROM THAILAND” The Thai Volunteer Programme, also known as “Friends from Thailand”, was initiated in 2003. The Programme dispatches young Thai volunteers to support Thailand’s technical cooperation programmes aiming to strengthen ties with its partner countries. Thai volunteers will continue the activities assigned by the experts under the project workplan in the host countries while the experts return to Thailand.

The objectives of the Programme are to: • Strengthen cooperation and partnership with counterparts in partner countries;• Exchange knowledge and gain experiences;• Gain international work experience; • Enhance human resources capacity; and • Provide complementary roles to Thai experts on the project.

As the name of the Programme implies, it also aims at building stronger people-to-people relationships at the grass-roots level between Thailand and its partner countries in addition to enhancing young people’s professional experi-ence. Through direct contact with the beneficiaries, the Programme is expected to contribute towards sustainable human resource development and promote cultural exchange.

CASE STUDY 3

SEGMENT 1. HUMAN RESOURCES

29

Thai Volunteers Programme

TARGETED GROUPS AND STAKEHOLDERSThe targets of the Programme are the LDCs and developing countries, espe-cially in Africa, Eastern Europe, Latin America, the Middle East, and South and Southeast Asia. Programme stakeholders are its counterparts, universities in the recipient countries and Thai agencies.

AREAS OF COOPERATIONThe Programme covers a variety of fields in which participating countries can enhance their technical cooperation. The areas of cooperation include agricul-ture, public health, community development, tourism, educational vocational fields and other activities such as dancing, handicrafts and construction.

MECHANISMThe Thai Volunteers Programme adopts a demand-driven approach. The budget for this programme provides 100 per cent in development activities for LDCs. The cost-sharing with developed countries will be based on the agreement be-tween Thailand and the target countries.

PROCEDURES The Programme is implemented through the following:

• Discussions with target countries;• Needs assessment;• Detailed design and terms of reference;• Preparatory course;• Implementation by implementing agency;• Review and revision; and • Monitoring and evaluation.

HUMAN RESOURCES AND THE THAI VOLUNTEERS PROGRAMME Strategic Planning and Analytical Skills for Assisting the Target CountriesMoFA and TICA made the Thai Volunteers Programme part of Thai national policy. They developed a five-year plan to promote Thai expertise and successes to other developing countries. Thailand has been transformed into an active ODA provider from a recipient country. Existing Thai modalities include:

• Development programmes/projects;• Experts/volunteers;• Human resources development: scholarships, training, study visits;• Equipment; • Construction; and• Tailor-made or individual requests.

The Thai Volunteers Programme is based on the model of Japanese and Korean programmes. The system for this Programme is set up with a memoran-dum of understanding (MoU), a Committee Meeting, a task force and annual consultation. The existing rules, regulations and procedures will be reviewed and

CASE STUDY 3


30

revised accordingly. Implementation of monitoring and evaluation will be carried out through the Project Management Committee and the Project Steering Com-mittee. There is a mid-term review and a final evaluation.

Negotiation and Conflict Management Skills • 3 layers of discussion:

» High-level consultation» Ministerial level » Annual consultation (working arrangements between agencies of two Governments);

• Memorandum of understanding (MoU);• Communication skills during coordination;• Contract and terms of reference;• Ownerships and participation; and• Counterparts as coordinating agencies.

Leadership and Teamwork Skills • High-level vision in support and decision-making for the programme;• Democracy and participation;• Understanding intercultural aspects of working with partners countries;• Management of personnel, resources and team work: structure and training; and• Relationships with all stakeholders.

Teamwork Skills• Identification of all stakeholders and beneficiaries; • Selection and training process; • Research and practices; and• Smooth coordination.

Intercultural SkillsStakeholders and volunteers should be trained in:

• Concepts of cross culture and culture shock;• Information from embassies/websites;• Development cooperation/development administration; and• Technical skills, intercultural skills, language, etc.

Interpersonal and Conversational Skills • To be included in the curriculum of training for preparation of volunteers;• New system and process of selection; and• Conflict management.

MANAGEMENT CHALLENGES Problems

• Recruitment dependent on requests from partner countries; • No demand survey or long-term plan; • No training centre for preparation of volunteers; and• No methodology to overcome the problems.

CASE STUDY 3


31

SOLUTIONS• Discussion and negotiation with partner countries and volunteers themselves; and• Research/study more from JICA/ Korea International Cooperation Agency/Peace Corps.

QUALIFICATIONS OF THAI VOLUNTEERS • University students or young professionals with long-term assignment (1-2 years); • Complementary to TICA experts (limitation: only short-term assignment of 3 to 6 months);• Age: between 21 and 30 years old; • Hold a bachelor’s degree in needed fields; • Have experience; • Be in good health: physical and psychological tests and mental health exami-nation to be conducted.

FINANCIAL SUPPORT FROM THE GOVERNMENT OF THAILANDVolunteers selected for the Programme receive financial support from the Govern-ment of Thailand including international airfare, local transportation, a monthly living allowance, accommodation, life insurance and medical care; partner coun-tries provide in-kind support.

Figure 1. Value of Thai ODA, by region Figure 2. Number of fellowships, by region

5.35%

6.65%

59.79%14.38%

8.97%

200

140

111

52

953

233

2.16%

2.43%

0.27%

CLMVCLMV

South Asia and Middle East

South/Middle East/East Asia

S/E Asia

S/E AsiaAfrica

Africa

East Asia The Pacific

Latin America

Latin America

OtherOther

CASE STUDY 3


32

CURRENT ACTIVITIES Cooperation in the Neighbouring Countries

• 5 Teaching Thai Language projects in Viet Nam in four sectors: agriculture, public health, education and human resources development;• Library Development Project for Supanuwong University in Lao People’s Democratic Republic; and• Volunteers in Bhutan.

Development Cooperation with Africa In Africa, bilateral cooperation has been implemented in more than 10 countries. Those are not big projects but they are based on a demand-driven approach.

There are various areas of development in different countries but the areas must be those where Thailand has expertise. For example, in Burundi, there is a project on prostheses in which the aim is to provide training in the making of artificial legs.

BotswanaHigher EducationAgriculture

BurundiProstheses

Egypt Artificial Reefs

LesothoAgriculture

MadagascarGems Cutting

MozambiqueRice ProductionFishery

NamibiaFishery LaboratoryHigher Education

SomaliaFishery

SenegalMalaria PreventionFishery

SwazilandMushroom Farming

TunisiaShrimp Farming

Development Cooperation with Africa

egypt

somalia

tunisia

senegal

madagasCar

swaziland

lesotho

mozambique

burundi

namibia

botswana

CASE STUDY 3


33

Activities in Latin AmericaargEntinaAt the bilateral level, Thailand and Argentina actively work together on the Project of Forensic Anthropology. They are also active in exchang-ing expertise in animal health, community-based tourism/ecotourism; activities in other scientific fields such as bio-safety, food security of genetically modified organisms, drought tolerance and maize breeding are in process.

At the trilateral level, formulating a workplan on microfinance and horticulture for the Lao People’s Democratic Republic is one of the biggest missions for the Governments.

BrazilThe Governments of Thailand and Brazil are currently designing their Plan of Action, in which cooperation areas focus on alternative energy such as mechanized sugarcane production and tourism. In trilateral cooperation (Lao People’s Democratic Republic and Myanmar), coop-eration is focused on agriculture and public health.

pEruThe Governments of Thailand and Peru cooperated in tourism, fish processing, avian flu and small and medium sized enterprises between 2012 and 2013. In the near future, Thailand will have development cooperation at the bilateral level with Paraguay and El Salvador, which have requested Thailand to focus its cooperation on “‘One Tambon [“subdistrict”], One Product” (OTOP) and sustainable economy. A workplan will be designed after the representative from each country undertakes a study visit to identify specific needs.

brazilperu

argentina

South America

CASE STUDY 3


segment 2. institutional

management and Coordination

meChanisms

casE studiEs 4-5

36

CASE STUDY 4Overview of Indonesian Approach to South-South and Triangular CooperationPresented by Mr. Priyanto Rohmattullah, Directorate for International Development Cooperation, Ministry of National Development Planning (BAPPENAS), Indonesia

INDONESIAN DEVELOPMENT COOPERATIONThe Ministry of National Development Planning (BAPPENAS) is in charge of formulating national development plans and budgets. The Indonesian model of development cooperation has three pillars. The first pillar is transfer of know-how, which optimizes traditional loans and grants for the replication or scaling up of policy development and development projects using BAPPENAS resources. The second pillar, investment leverage, encourages private-sector participation through public-private partnership (PPP), direct lending and other schemes. Through the third pillar, international cooperation, Indonesia aims to contribute to South-South and triangular cooperation and international forums such as the Group of 20 (G-20) and the Global Partnership for Effective Development Coop-eration, which provide opportunities for knowledge-sharing.

FRAMEWORK OF DEVELOPMENT COOPERATION

GLOBAL DEV.

AGENDA AND POST

2015

AID EFFECTIVENESS DEVELOPMENT EFFECTIVENESS

AID FOR DEV. EFFECTIVENESS• Strengthen country ownership• Building more effective and inclusive parnership• Delivering and accounting for development result

INDONESIA’S DEVELOPMENT COOPERATION PILLARS• Investment leverage• Transfer of know-how• International Cooperation

PARIS DECLARATIONACCRA AGENDA

BUSAN OUTCOME DOCUMENT

GLOBAL PARTNERSHIP FOR

EFFECTIVE DEV. COOP

JAKARTA COMMITMENT

CASE STUDY 4

SEGMENT 2. INSTITUTIONAL MANAGEMENT AND COORDINATION MECHANISMS

37

A combination of several factors resulted in the revitalization of Indonesian South-South cooperation and triangular cooperation (SSC/TrC). Implementation of Indonesian SSC/TrC was facing some problems including the fact that it was fragmented, less than optimal and unsustainable. Also, the global situation was changing owing to such factors as the Accra Agenda for Action, the Buenos Aires Plan of Action (BAPA), the G-20, the Fourth High-level Forum on Aid Effective-ness and emerging economies. These factors had an impact on Indonesia, com-bined with its position as a middle-income country and a member of the G-20.

The revitalization of Indonesian SSC/TrC was promoted through:• The inclusion of SSC/TrC as a development priority in the National Medium Term Development Plan (RPJMN 2010-2014);• Establishment of the Indonesia SSC/TrC Coordinating Team; and • Formulation of the Grand Design and Blue Print of Indonesian SSC/TrC.

FRAMEWORK OF INDONESIAN SSC/TRC

GRAND DESIGN AND BLUE PRINT OF INDONESIAN SSC/TRCThe vision of Indonesian SSC/TrC is “Better Partnership for Prosperity”. The Grand Design is a planning and policy document for SSC/TrC in the period 2011-2015 that provides strategic direction in line with the National Long Term De-velopment Plan (RPJPN 2005-2025). The Grand Design consists of the following: Preface (background, legal basis, and platform development, issues and challeng-es); Policies Direction of SSC/TrC (Objectives and Principles, Vision and Mission of SSC/TrC, SSC/TrC Policies in the Future); Strategies of SSC/TrC (Strength-ening the Legal Framework, Coordination and Institutional and Programme Development, Strengthening Funding Mechanisms, Knowledge Management, Communication Strategy, Monitoring and Evaluation); and Closing.

Also, the Grand Design functions as a reference for the minister and heads of non-ministerial government agencies, for the implementation of SSC/TrC at the local level and in planning the policy of the Government of Indonesia in providing

Formulation/ Assessment (Issues, Modalities, Partners, Funding Framework)

• Development• Good Governance• Macro- economic Mgmt. • Others

South-South Cooperation, Triangular Cooperation

Government, Dev’t Partners,Partner Country, Private Sector, CSOs, Philanthropy,Parliament

Funding Framework:Govt. of Indonesia, Dev’t. Partners, Partner Countries, Private Sector, Philanthropy

Implementation

FlagshiP Programmes

modalities Partners

Commitee oF PraCtitioners

/ hUBCUrrent

issUes

Lessons Learned

CaPaCity-BUilding

investment leverage

international develoPment CooPeration

CASE STUDY 4


38

assistance to developing countries in terms of SSC/TrC. It can also be a reference for business entities, development partners, the private sector, academics, commu-nity organizations, philanthropy and foundations in implementing SSC/TrC.

The Grand Design has three main pillars, which are presented below. Institutional Development and Empowerment

• Strengthen SSC/TrC by establishment of the National Coordination Team on SSC/TrC.

Programme Development and Funding• Strengthen programming through flagship and tailor-made programmes;• Implement SSC/TrC in a flexible manner; and• Improve funding mechanisms.

Monitoring and Evaluation and Knowledge Management• Strengthen monitoring and evaluation; and• Develop monitoring and evaluation, information system and database as the foundation of knowledge sharing and support SSC/TrC business process.

The Blue Print is a document that elaborates the implementation and action plan from the Grand Design in the medium term. The document is integrated into the RPJMN.

DEVELOPMENT STAGE

STAGE 12011-2014

STAGE 22015-2019

STAGE 3 2020-2025

Stronger Coordination within

Revitalized

Institutional Framework

1. Strengthen coordination

framework

2. Develop programme and

funding

3. Develop Information

system and knowledge

management

4. Develop promotion

and publication strategy

5. Develop monitoring and

evaluation system

New Emerging Partner in

Innovative South-South

Cooperation for

Developement

1. Strengthen Indonesian SSC/

TrC as new emerging partner

in innovative

development cooperation

2. Develop new

programme aligned with the

RPJMN 2015-2019

3. Strengthen stakeholder

involvement

4. Evaluate first period

Stronger Partnership within

Innovative and Inclusive

South-South Cooperatipon

1. Improve and broaden

cooperation

2. Develop new

programme aligned with

RPJMN 2020-2025

3. Improve involvement

of non-governmental

institutions

4. Evaluate second period

5. Evaluate Grand Design

FORMS OF COOPERATIONThe whole notion of SSC is geared towards the strengthening of development cooperation, and two approaches to the cooperation are adopted: supply side (flagship programme) and demand side (tailor-made programmes).

CASE STUDY 4


39

SSC and TrC cover numerous areas that contribute to strengthening mutually beneficial development cooperation. These areas include agriculture and food security, infrastructure, democracy and good governance, disaster risk manage-ment, human resource development, science and technology as well as sociocul-tural and economic areas.

ROLES AND FUNCTIONSThere are different roles and functions for which each actor is responsible with respect to SSC/TrC. For example, the Ministry of Foreign Affairs (MoFA) is in charge of foreign policy and diplomacy. BAPPENAS is responsible for national development policy priorities, development cooperation and budgeting. The Ministry of Finance (MoF) is in charge of fiscal policy and the State budget. The State Secretariat provides support and facilitation. Line ministries, local govern-ments, the private sector and NGOs are the implementing agencies. These actors comprise the National Coordination Team on SSC/TrC.

NATIONAL COORDINATION TEAM

WG 1 WG 2 WG 3

INSTITUTIONAL FRAMEWORK

PROGRAMME AND FUNDING

MONEY, PUBLICATION, KNOWLEDGE MANAGEMENT

STEERING COMMITTEE

Co Chair: Mininister of National Dev. Planning

Co Chair: Minister of Foreign Affairs

Vice Chairperson I: Vice Minister of NDP

Vice Chairperson II: Vice Minister of Foreign Affairs

Members: Echelon 1 Line Ministries, and private-sector representative

TECHNICAL COMMITTEE

Chair: Director of International Development Cooperation, BAPPENAS

Co Chair: Director for Socio-culture and International Organization Development Countries, MoFA; Chief

Bureau of Technical Cooperation, State Secretariat; Director for Multilateral Foreign Funding, BAPPENAS;

Director for Technical Cooperation, MoFA; Director for Politics and Communication, BAPPENAS; Head of

Reginal and Bilateral Policy, MoF

Members: Echelon 2 Line Ministries, including private-sector

Co-Chair: Director for Politics

and Communication, BAPPENAS;

Head of Regional and Bilateral

Policy, MoF

Members: Echelon 2

Co-Chair: Director for

Multilateral Foreign Funding,

BAPPENAS; Director for

Technical Cooperation, MoFA

Members: Echelon 2

Co-Chair: Head of Technical

Cooperation Bureau, State

Secretariat, Director of Socio-

culture IODC, MoFA

Members: Echelon 2

SECRETARIAT

CASE STUDY 4


40

FLAGSHIP PROGRAMMEIndonesia has identified three thematic programme areas in its flagship pro-gramme based on its comparative advantages: (a) development issues, including a poverty reduction programme (PNPM), artificial insemination for cattle (BBIB) and disaster risk management; (b) good governance and peacebuilding includ-ing democracy, peacekeeping, law enforcement, and local and regional develop-ment programmes; (c) economic issues, including macroeconomic management, public finance and microfinance, and others such as planning and budgeting, infrastructure, and education.

CURRENT PRIORITIESThe current priorities are: (a) providing a national budget to implement South-South cooperation through its line ministries; (b) implementing strategic cooperation with partner countries through pilot activities, e.g., education, plan-ning and budgeting, agriculture, poverty reduction, disaster management and democracy; and (c) enhancing the capacity of the National Coordination Team on SSC/TrC.

STAKEHOLDER ENGAGEMENT Indonesian SSC/TrC will be implemented in an inclusive manner and involve all stakeholders.

• Local Government» Align National Medium Term Development Plan (RPJM) with Regional Medium Term Development Plan (RPJMD);» Support a good environment for the cooperation with local government in SSC/TrC;» Support promotion and publication of local product; and» Improve human resources capacity of local government.

• Civil Society Organizations (CSOs)» Support CSOs to participate in the development of community resilience, improving information access for the community; » Encourage CSOs to be part of problem-solving, enhancing capacity of people through sharing knowledge and experiences.

• Private Sector» Private-sector participation in SSC/TrC is expected to support economic cooperation;» Private sector will become a main actor in investment and job creation; and » Government will facilitate through regulation and agreement to increase trade and investment.

• Academia and Universities» Improve partnership with universities, research centres and academia; and» Provide a bigger role to universities to develop innovative programme for SSC/TrC.

CASE STUDY 4


41

FUNDINGSources of funding include bilateral cooperation, State and local budgets, the private sector, trust funds and multilateral cooperation. Funding support is both internal and external. Internal funding support includes institutional and regulatory frameworks; programme development; and monitoring and evalua-tion knowledge sharing, promotion and publication. External funding support includes flagship programme implementation and other programme imple-mentation. The funding mechanism functions through triangular cooperation, bilateral cooperation (cost-sharing) and the State budget.

SSC/TRC ISSUES AND CHALLENGESIssues

• Not optimal, fragmented and unsustainable;• Lack of integrated strategy and policy of Indonesian SSC/TrC among minis-tries/ agencies; and• Lack of effective coordination in the implementation of SSC/TrC, includ-ing planning, budgeting, monitoring and evaluation, as well as information systems and publications.

Challenges• Improving effectiveness and benefits of SSC/TrC activities for all stakeholders;• Developing potential advantages that can be used in SSC/TrC;• Integrating SSC/TrC planning programme and its activities into planning and budgeting process;• Increasing involvement of private sector, academics, NGOs; and • Increasing public support to the implementation of SSC/TrC.

NEED FOR REGULATION OF INDONESIAN SSC/TRCAs a legal umbrella in determining national development policy that integrates international development cooperation and development priorities, regulation is needed for Indonesian SSC/TrC.

CASE STUDY 4


42

CASE STUDY 5Formulation of the Manual of South-South Technical Cooperation ManagementPrepared by Ms. Juliana Dei Svaldi Rossetto, South-South Cooperation Specialist, Food and Agriculture Organization of the United Nations (FAO) in Brazil, and author of the ABC Manual of South-South Technical Cooperation Management

INTRODUCTIONThis case study explores the process of planning, elaboration and validation of the Manual of South-South Technical Cooperation Management for the Brazilian Cooperation Agency (ABC) of the Ministry of External Relations (MRE), which was carried out from September 2012 to October 2013 and coordinated by an internal collaborator (a consultant) at the time. The ABC Manual is comprised of methodological guidance and technical parameters applicable to the identifica-tion, design, implementation, monitoring and evaluation of South-South techni-cal cooperation programmes and projects. As such, it was designed in accordance with the specific principles and modus operandi of Brazil’s South-South coopera-tion (SSC) policy.

CONTEXT A significant increase in Brazilian SSC in recent years had an enormous impact on ABC, resulting in considerable exposure and pressure on the organization to pursue greater transparency and accountability. In this context, aside from regular procedural and administrative assessments, national audit and control offices became increasingly interested in reporting on the results achieved by Brazilian SSC initiatives on the ground. Faced with a continuous rise in demand for its services, ABC was required to develop more sophisticated and standard-ized parameters and procedures for delivery of Brazilian SSC initiatives.

OBJECTIVES The goals of the Manual of South-South Technical Cooperation Management of the ABC are to:

• Equip the myriad actors involved in Brazilian South-South technical coop-eration initiatives with clear and standardized parameters for programme and project identification, design, implementation, monitoring and evaluation in accordance with the principles and modus operandi of Brazilian SSC policy; and• Provide the consistency and clarity required to deliver South-South technical cooperation initiatives in an efficient and effective manner while allowing for operational flexibility within a complex SSC environment.

ACTORS AND BENEFICIARIESThe main actors involved in the planning, elaboration and validation of the Manual were the top management of ABC, technical collaborators and the ad-ministrative and information technology units.

CASE STUDY 5


43

The expected beneficiaries of the Manual are ABC itself; other units of the Ministry of External Relations (MRE); line ministries, agencies, and other government and non-government Brazilian actors directly involved in delivering SSC projects; national audit and control agencies; and Brazilian society at large and stakeholders in partner countries.

DEVELOPMENT OF THE CASE STUDYThe main activities undertaken in the process of planning, elaborating and vali-dating the Manual were as follows.

Phase One: GroundworkFirst, a survey was conducted on the modalities and scope of Brazilian SSC initiatives in the previous years coinciding with its expansion, based on mate-rial from audits and evaluations. The survey was followed by a desk review of the legal, administrative and policy requirements already in place with regard to the involvement of Brazil in development cooperation with other developing countries. Second, a needs assessment workshop took place during a workshop with ABC collaborators, aiming at identifying the technical and managerial parameters and methodologies to be adopted by the Manual. An analysis of SSC practices of both ABC and other Brazilian cooperating institutions was jointly conducted, together with a discussion of current project management method-ologies adopted by the Development Assistance Committee of the Organization of Economic Cooperation and Development (OCDE/DAC) (e.g., results-based management) and Southern providers for potential benchmarking3. Finally, a general internal workshop with participation of the ABC top management and technical and administrative staff was conducted with two goals:

• Leveling the understanding of key concepts and issues relating to Brazil-ian SSC, including strategic principles and goals of Brazilian SSC policy, the modus operandi of SSC bilateral and trilateral modalities, and comparative advantages of Brazilian SSC; and • Presenting, discussing and validating the results of the work previously un-dertaken, with a focus on the needs assessment.

Phase Two: Planning The planning phase required four steps. First, a permanent working group was formed, tasked with jointly elaborating the contents of the Manual. The working group was composed of managers and technical staff representing each of the ABC units involved in SSC as well as a Group Coordinator, who provided techni-cal guidance to the whole process.

Second, based on a work plan prepared by the Group Coordinator, the work-ing group began to meet weekly to produce definitions and elaborate the content of the Manual, which included:

3 Note on benchmarking: According to Joyce, benchmarking consists of “making comparisons of processes, practices, and performance with other organizations” (Joyce, 1999). However, the workshop concluded that benchmarking “cross-national-ly” was difficult owing to the particularities of Brazilian SSC policy and differences in the context of developed and develop-ing countries. Benchmarking with other Brazilian organizations was also considered impractical owing to the unavailability of an organization within the Government of Brazil with a mandate similar to that of ABC.

CASE STUDY 5


44

• Definition of the different modalities and types of initiatives of Brazilian SSC (programme, project, other initiatives) and the respective application;• A request template for presentation of SSC requests by interested countries;• Identification of actors, beneficiaries and other stakeholders and definition of their respective roles; • Tools for participative ex-ante analysis (needs assessment, situation analysis, mapping of stakeholders);• A description of decisions, key tasks and methodologies for each stage of the project management cycle, designed specifically for Brazilian SSC (Stage 1: Identification; Stage 2: Planning; Stage 3: Formulation and Appraisal; Stage 4: Implementation and Monitoring; and Stage 5: Evaluation and Closure).• Project and programme templates, including specific logical frameworks for Brazilian SSC.

Following each meeting, participants would consult with the manager of their respective unit and then take the results of that consultation back to group in the following meeting.

Third, a second general internal workshop for presentation, discussion and validation of content prepared up to that point with all units of ABC was held after adjustment I.

Fourth, the elaboration of the remaining content of the zero draft of the Manual was performed by the Group Coordinator in charge (3 months) after adjustment II. In order to ensure appropriateness and also to receive inputs from all units of ABC, once a first draft of the Manual was ready, a series of internal meetings was held, as described below.

Phase Three: Internal ValidationThe process of internal validation was twofold. First, a complete zero draft was presented to all ABC units. A few days later, a series of meetings with ABC tech-nical and administrative units was held separately to collect feedback (impres-sions and contributions). Once adjustments had been prepared, a second draft

AdjustMent I PARTICIPATION IN ThE WORKING GROUP WAS ExTENDED TO ALL

UNITS OF ABC, INCLUDING ADMINISTRATIVE AND INFORMATION TEChNOLOGY,

IN ORDER TO OBTAIN CONTRIBUTIONS ON COMPLEMENTARY AREAS OF PROJECT

MANAGEMENT.

AdjustMent II ELABORATION OF WEEKLY CONTENT WAS PERFORMED BY ThE

GROUP COORDINATOR IN ChARGE OF ELABORATING ThE Manual BEFORE EACh

MEETING IN ORDER TO SAVE TIME AND MEET ThE FINAL DEADLINE. CONTENT

PROPOSED BY ThE COORDINATOR BEGAN TO BE DISCUSSED AND VALIDATED BY ThE

GROUP ON AN Ex POST BASIS. ThIS WAS OWING TO ThE REALIzATION ThAT:

» Ex-ANTE CONSENSUS ON CONTENT WAS UNATTAINABLE ON A WEEKLY BASIS; AND

» ThERE WAS A DISPARITY IN TEChNICAL AND OPERATIONAL KNOWLEDGE AMONG

GROUP PARTICIPANTS.

CASE STUDY 5


45

was presented and discussed during an Internal Validation Workshop with wide participation of ABC staff and management.

Phase Four: External ValidationThe draft of the Manual that had been validated internally was then presented to the main Brazilian actors involved in delivering SSC projects (governmental institutions at the federal, state and municipal levels, as well as state-owned and civil society organizations under the coordination of ABC) three weeks prior to an External Validation Workshop that resulted in the preparation of the final draft of the Manual.

CHALLENGES A paradigm shift of this proportion – one that requires the adoption of new techni-cal and operational procedures as well as decision-making practices – demands changes in organizational culture, including in mindsets and behavior. At first, there was resistance to change because previous attempts to elaborate and adopt such a manual did not “grow roots”, causing top management and staff to be skep-tical of such efforts. In addition, although change was considered to be an exciting opportunity by some, it was perceived as a disruption of the “way we do things around here”. This was owing to the fact that the different ABC units involved in SSC (organized geographically) enjoyed a certain degree of informal operational autonomy in regard to project management procedures and tools, which were not standardized throughout the organization. Lastly, resistance to change was also rooted in pessimism related to fear of what was perceived as more complex or bu-reaucratic procedures that would lead to an increase in workload.

To ease the resistance to change, the Director of ABC played a leadership role in the process, providing inspiration and guidance and granting impetus to the change process together with a shared sense of a common way forward.

OUTCOMESAs a result of these processes, Brazilian SSC is equipped with: (a) a single, com-mon operational framework for project management (from identification of SSC opportunities to the formulation, implementation, monitoring and evaluation of initiatives; (b) mechanisms and tools for joint decision-making and coordi-nation; (c) clear instructions on the role and responsibilities of each actor and stakeholder involved in Brazilian SSC initiatives; and (d) a common method for evaluation of results. In addition, ABC and its Brazilian partner organizations are supported in their SSC efforts with standard written processes, procedures and methods of project management.

AdjustMent III ThE ORIGINAL WORK PLAN PROVIDED FOR PERIODIC ExTERNAL

CONSULTATIONS WITh ThE MAIN BRAzILIAN PARTNERS OF ABC. OWING TO PRESS-

ING DEADLINES AND ThE GREAT NUMBER OF INSTITUTIONS INVOLVED, ThIS PROVED

TO BE IMPRACTICAL.

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46

EVALUATION AND LESSONS LEARNEDThe following remains to be evaluated, but it is possible that the process of conception and elaboration of the Manual has helped ABC to:

• Develop teamwork and thus partially compensate for the negative effects of high turnover; and• Create readiness and capability for change by improving communication and coordination between units and helping to unblock information flows between self-contained units.

NEXT STEPS• Evaluate the application/implementation of the Manual in order to identify and systematize lessons learned. • Elaborate a spin-off specific chapter on triangular cooperation for the Manual. • Improve the ABC project management information system in order to better support the new management methodology for SSC.• Develop indicators of horizontality/SSC, mutual learning and innovation/development solutions through SSC.

REFERENCES • Brazilian Cooperation Agency of the Ministry of External Relations (2013). Manual of South-South Technical Cooperation Management (Manual de Gestão da Cooperação Técnica Sul-Sul). Brasilia: ABC/MRE. Available in Portuguese at: http://www.abc.gov.br/Content/ABC/docs/Manual_SulSul_Final-Dia-gramado_Corrigido_23-04-2014.pdf.• Joyce, P. (1999). Strategic Management for the Public Services. Buckingham, United Kingdom of Great Britain and Northern Ireland: Open University Press. • Senior, B. and Swailes, S. (2010). Organizational Change, 4th edition. London: Financial Times Press/ Prentice Hall, Pearson.

CASE STUDY 5


segment 3. legal and

institutional framework

casE studiEs 6-7

50

CASE STUDY 6The Institutional Arrangement of Japanese Official Development Assistance (ODA)

Presented by Ms. Megumi Tsukizoe, Deputy Assistant Director, Japan International Cooperation Agency (JICA), Brazil Office

LEGAL FRAMEWORK AND IMPLEMENTATION OF ODAThe official development assistance (ODA) of the Government of Japan is pro-vided in accordance with the ODA Charter, which was ratified by the Cabinet in 1992 and revised in 2003. The ODA Charter defines the main objectives of ODA as “to contribute to the peace and development of the international community, and thereby help ensure Japan’s security and prosperity”. The philosophy behind the ODA is to utilize Japan’s experience for economic and social development, human resource development and institution-building.

The post-cold-war era has also helped to shape current ODA. Given the dra-matic changes in the international environment after the cold war, global issues as well as humanitarian issues such as poverty, famine, refugee crises and natural disasters have become more prioritized in the ODA.

BASIC POLICIESJapan provides ODA based on the following policies:

• Supporting the self-help efforts of developing countries, with respect for the ownership by the developing countries and taking fully into account their development strategies;• Bearing in mind the human-security perspective in addressing the four ODA priority issues, implementing ODA to protect and empower individuals and reduce the vulnerabilities of individuals, communities and countries;• Assuring fairness in the formulation and implementation of its assistance policies, including by giving consideration to the socially vulnerable, to gaps among regions and to gender equality;• Utilizing the experience and expertise of Japan, including its experience in economic and social development and in economic cooperation when assist-ing the development of developing countries while taking into account their development policies and assistance needs; and• Partnering and collaborating with, among others, the international com-munity, United Nations organizations, international financial institutions, other donor countries and NGOs as well as promoting South-South coopera-tion in partnership with more advanced developing countries in Asia and other regions, strengthening collaboration with regional cooperation frame-works and supporting regional cooperation involving several countries.

PRIORITY ISSUES• There are four priority issues in the ODA Charter: poverty reduction, sus-tainable growth, addressing global issues (e.g., global warming, infectious diseases and energy) and peacebuilding. JICA believes that these issues should

CASE STUDY 6

SEGMENT 3. LEGAL AND INSTITUTIONAL FRAMEWORK

51

also be tailored to the needs of the individual regions when carrying out projects or programmes. One of the most important current global agendas is the post-2015 development agenda, which aims to achieve sustainable growth from three integrated perspectives: social sustainability, economic sustain-ability and environmental sustainability. The core issue of the SDGs remains poverty reduction, as it has been for the existing MDGs.

PRIORITY REGIONSThe ODA provided by Japan is focused on four priority regions, i.e., Asia, Africa, the Middle East and Latin America, with the aim of achieving specific regional goals:

• Asia: strengthen a close relationship and improve socioeconomic conditions;• Africa: contribute to a large number of the LDCs;• Middle East: provide assistance towards social stability and consolidation of peace; and• Latin America: extend assistance to rectify the disparities arising within the region as well as within countries.

FORMULATION AND IMPLEMENTATION OF ODA

MoFA and JICA have different roles in ODA. MoFA is responsible for overall ODA policymaking while JICA plays an operational role. Once MoFA sets out the ODA policy, JICA drafts the project implementation plan based on the MoFA policy framework. JICA implementation includes execution, evaluation, environ-mental and social considerations, transparency and external audit, and security of related personnel.

COUNTRY ASSISTANCE PLAN AND PROJECT FORMULATIONJICA drafts and authorizes country assistance plans in which JICA sets priority areas and project planning in cooperation with the ODA Task Force based in the respective countries. The members of the Task Force are representatives of the Embassy of Japan, MoFA and the local JICA office.

JICA

ODAOfficial Development Assistance

BILATERAL ASSISTANCE

MULTILATERAL ASSISTANCE

TECHNICAL COOPERATION

ODA LOAN

GRAND AID*

Source: JICA website: http://www.jica.go.jp/english/about/oda/index.html.

* This excluded Grant Aid which the Ministry of Foreign Affairs will continue to directly implement for the necessity of diplomatic policy

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52

OFFICIAL REFERENCE SITES • Ministry of Foreign Affairshttp://www.mofa.go.jp/policy/oda/index.html• Japan’s Medium-term Policy on ODAhttp://www.mofa.go.jp/policy/oda/mid-term/policy.pdf• Japan’s ODA Charterhttp://www.mofa.go.jp/policy/oda/reform/revision0308.pdf• Reshaping of Japan’s ODA Charterhttp://www.mofa.go.jp/policy/oda/reform/paper0411.pdf• The Act of JICAhttp://association.joureikun.jp/jica/act/frame/frame110000002.htm

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53

CASE STUDY 7The Mexican Law for Development Cooperation

Presented by Mr. Robert Mohar, Director of Bilateral Cooperation with South America, Africa and the Middle East, Mexican Agency for International Development Cooperation (AMEXCID)

INSTITUTIONAL ARRANGEMENTS FOR DEVELOPMENT COOPERATION BEFORE 2011The international arrangements for the development cooperation of Mexico prior to 2011 are presented below.

LEGISLATIVE PROCESSThe Mexican Law for International Development Cooperation (LCID) was pre-sented to Congress in March 2007 and approved by both Chambers in April 2010. After approval, the President of Mexico sent the Law back with comments in September 2010, and it was approved by Congress in its final version in December 2010. As the Law was published in the Official Journal of the Federation on 6 April 2011, it went into force 10 days later. This Law established the first Mexican for-mal national system of international development cooperation. The LIDC “aims to provide the Federal Executive with the necessary tools for programming, promotion, consultation, development, coordination, implementation, quanti-fication, evaluation and accounting of international development cooperation initiatives and programs between Mexico and foreign governments, as well as with international organizations, through the transfer, receipt and exchanges of resources, goods, knowledge and of expertise in the education, cultural, techni-cal, scientific, economic and financial fields.” (Art. 1)

1970 1980 1990 2000 2010

1971 Creation of the General Directorate for International Technical Cooperation (DGCTI)

1988 International development cooperation as a principal of foreign policy (ARt. 89º f.X.)

1990 Creation of the General Directorate for Technical and Scientific Cooperation

2000 Creation of the Under-Secre-tary for Economics and Internations Cooperation (SECI)

2011 Mexican Agency for International Development Cooperation (AMEXCID)

2004 Unit for Economic Relations and International Cooperation (URECI) is created

1994 Creation of the Under- Secretary of International Cooperation

2001 IMEXCI disappears

2007 LCID is pre-sented in Congress to be discussed

1998 Creation of the Mexican Institute for International Cooperation (IMEXCI)

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54

The LCID formalized the initiative to create the Mexican Agency for Inter-national Development Cooperation (AMEXCID) on 28 September 2011. Subse-quently, the Internal Regulation of the Ministry of Foreign Affairs (MoFA) was modified and, as a result, AMEXCID was joined by the Unit for Economic Rela-tions and International Cooperation (URECI) on 5 October 2011. The Internal Regulation of MoFA also modified the Mesoamerica Project to AMEXCID on 27 February 2012.

GEOGRAPHICAL AND THEMATIC PRIORITIESThe LCID and the Mexican Programme of International Cooperation for De-velopment (PROCID) set Central America and other countries of Latin America as their geographical priorities. Additionally, Africa, Asia and Oceania are the second prioritized regions.

The thematic priorities are the convergence of the global and national the-matic agendas. The international agenda includes sustainable human resources development, defense and promotion of human rights and gender equality. The sectorial priorities of the national agenda includes the fight against poverty, disaster prevention, the fight against inequality, the fight against social exclusion, education and culture, environment and climatechange, science and technology, public safety and health.

ELEMENTS OF THE MEXICAN DEVELOPMENT COOPERATION SYSTEMAs the graphic shows, the policy system of Mexican international cooperation for development has a comprehensive framework with five pillars to enable the delivery of a comprehensive programme of international development coopera-tion: (a) legal (LCID); (b) administration (AMEXCID); (c) finance (budget for international development cooperation; (d) statistics (registry and information system); and (e) programmes (PROCID).

LCID

AMEXCID

BUDGET OF INTERNATIONAL DEVELOPMENT COOPERATION

POLICY SYSTEM OF MEXICAN

INTERNATIONAL DEVELOPMENT COOPERATION

REGISTRY AND INFORMATION

SYSTEM

tHe COOPeRAtIOn LAW sets A COMPReHensIVe FRAMeWORK

OF FIVe ResOuRCes

LEGAL

ADMNISTRATION

STATISTICS

PROGRAMMES

FINANCE

PROCID

CASE STUDY 7


55

PROGRAMME FUNDAMENTALS AND EXPECTED RESULTSFollowing the creation of a law, a programme (PROCID) was developed to encourage international development cooperation, with annual and biannual reviews. The vision of PROCID is to consolidate Mexican international coopera-tion for development (CID) as an instrument of a dual public policy: contribut-ing to national and to International development efforts, particularly in Latin America. The mission of PROCID is to conduct, coordinate and implement the Mexican international cooperation for development policy according to national and international priorities in order to foster sustainable development.

PROCID is one of the foundations of AMEXCID programmes because once it enters into force, it will be the basis for the planning and implementation of Mexican international cooperation for development interventions and for the strategies of receipt, transfer and exchange of resources, goods, knowledge and experiences in the fields of education, culture, technology, science, economics and finance. It will also be the basic reference for Mexican cooperation policy since it determines the objectives, priority areas and strategies of execution.

The expected results are the organization/systematization of the policy branch; consolidation of a State policy on cooperation for development; attrac-tion of international resources for development; promotion of Mexican views and interests; and articulation of the cooperation-trade-investment nexus.

ORGANIzATIONAL STRUCTURE OF AMEXCIDThe organizational structure of AMEXCID is as follows.

ADMINISTRATIVE COORDINATION

COORDINATION ADVISORS

DG COOPERATION AND ECONOMIC

PROMOTION

DGREB DGPEI DGCTC DGCEC PM

DG INTERNATIONAL COOPERATION FOR

DEVELOPMENT

DG OF CULTURAL AND TOURISTIC

PROMOTION

DG COOPERATION WITH MESOAMERICA AND THE CARIBBEAN

ADVISORY BOARD

TECHNICAL/ FINANCIAL

BODY

MINISTRY OF FOREIGN AFFAIRS

AMEXCID

DIRECTIVE/ ADMINISTRATIVE BODY

EXECUTIVE DIRECTOR

DG PLANNING

CASE STUDY 7


56

AMEXCID COORDINATION MECHANISMThe LCID established various instruments and means of coordination of AMEXCID.

INSTRUMENTS AND MEANS OF COORDINATION ESTABLISHED BY LCID

AMEXCID/EXECUTIVE DIRECTOR

STATED MEXICAN INTERNATIONAL COOPERATION POLICY

• Public policy documents• International cooperation programmes• International policy positions

INFORMAL BODIES (1) ADVISORY COUNCIL TECHNICAL COUNCILS

STRUCTURE OF THE AMEXCID ADVISORY COUNCILThe structure of the AMEXCID Advisory Council is presented below.

ADVISORY COUNCIL

MINISTRY OF FOREIGN AFFAIRS

AMEXCID

EXECUTIVE DIRECTOR

SRESEGOBSEDENASEMARSHCPSEDESOLSEMARNATSENERSESEGARPA

SCTSFPSEPSALUD STPS SRASECTURCONACYTCONACULTACDI

17 STATE SECRETARIATS / 3 PUBLIC ENTITIES

CASE STUDY 7


57

CHALLENGESChallenges include: (a) increasing resources (human, financial, capacities); (b) improving formal mechanisms to interact with other actors; (c) improving moni-toring and evaluation and systematizing results; (d) consolidating coordination system; and (e) designing a communication strategy. A solid legal framework enables long-term institutional sustainability.

CASE STUDY 7


segment 4. projeCt

management

casE studiEs 8-9

60

THE SITUATION OF BLINDNESS IN THE WORLD

A total of 285 million people are visually impaired: 26.3 percent in Africa, 23 per cent in the Middle East and North Africa (MENA), and 24 per cent in Latin Ameri-ca. Of these visually impaired people, 90 per cent are in developing countries.

A total of 39 million people are blind: 15 per cent in Africa,5 per cent in Latin America and 20 per cent in the MENA region and Asia. Of these cases, 80 per cent can be avoided; 82 per cent of the people have been blind for more than 50 years; and 200,000 are children.

The leading cause of blindness in the world is cataracts. In Tunisia, the fight against cataracts, and the prevention of avoidable blindness began in the early 1980s with the support of the NGO Nadi Al Bassar (NAB) and the Government.

NADI AL BASSAR (NAB)Nadi Al Bassar (NAB), the North African Centre for Sight and Visual Science, was founded in October 1980 by a group of volunteer Tunisian ophthalmologists who started to launch a series of treatment campaigns to fight against cataracts beginning in Tunisia and later in some African countries with a high prevalence of glaucoma, trachoma and cataracts. The first campaign in Tunisia began in

CASE STUDY 8Alliance to Fight A gainst Avoidance Blindness

Presented by Ms. Sonia Barka, Programme and Projects Direction, Tunisian Agency for Technical Cooperation

285 MILLIOn PeOPLe ARe VIsuALLy IMPAIRed

27%

60%20%

15%

5%

26%24%

23%

30 MILLIOn PeOPLe ARe bLInd

Figure 1. Percentage of visually impaired people. Figure 2. Percentage of blind people by region.

Africa

Africa

Latin America

Latin America

Others

Others

MENA

MENA Region Asia

CASE STUDY 8

SEGMENT 4. PROJECT MANAGEMENT

61

Alliance to Fight A gainst Avoidance Blindness

1980 with an average of 2,000 surgeries each year. This campaign was exported first to Niger, then to several countries including Chad, Djibouti, Libya, Mali, Mauritania, Palestine, Senegal, South Africa and Sudan.

The results achieved by NAB between 2003 and 2012 include:• Sight of 12,538 patients restored;• 32,443 specialized medical consultation performed;• Hundreds of eye care personnel, ophthalmologists and technicians trained;• 500 surgeries organized every week; and• 1,000 to 1,500 consultations held every week.

NAB has made a great contribution since the start of its campaign in 1980. However, because of the lack of ophthalmologists and the shortage of medical equipment, hospitals are only equipped to manage no more than 10 surgeries each week; therefore a great need still remains. NAB formed an alliance with donors such as the Islamic Development Bank (IsDB) and the Arab Bank for Economic Development in Africa (BADEA), ministries of health of IsDB member countries, and NGOs involved in eye care since 2003.

MAIN OBJECTIVES OF THE NAB CAMPAIGNSThe main objectives of the NAB campaigns are to:

• Reduce the prevalence of the disease by offering high-quality and free medi-cal eye care;• Improve access to eye care by identifying affected populations, reaching the most vulnerable people, and covering out-of-the-way areas; and• Reinforce the exchange of technology and enhance capacity-building by of-fering medical and ophthalmic equipment, taking account of the local needs and context, organizing capacity reinforcement projects for local personnel and organizing workshops on the use of equipment.

OUTCOMESThis initiative has helped thousands of people to restore their sight. It has also reinforced the capacity of and training for local professionals such as ophthalmol-ogists and technicians. It has further provided high-quality and free medical eye care such as ophthalmic consultations, vision therapy and ophthalmic equipment.

ISSUES AND CHALLENGESThe NAB campaigns are necessary to reduce avoidable blindness. However, it is not enough to meet the huge demand due to the lack of human resources. In addition to human resources, reinforcement of the capacity-building of local pro-fessionals is crucial for the sustainability of the project. Furthermore, additional resources such as human resources and medical equipment must be ensured for the further success of this project. Moreover, partnerships between the public and private sectors should be strengthened more than ever before.

The achievements of the NAB campaigns would not have been possible with-out the human support from the NAB medical team in addition to the generous contribution of donors. Despite the benefits of triangular cooperation for such

CASE STUDY 8


62

projects, mainly ensuring their sustainability, there is, however, also the risk of misappropriation of the initiative by financial partners.

ABOUT THE TUNISIAN AGENCY FOR TECHNICAL COOPERATIONThe Tunisian Agency for Technical Cooperation is a public institution with autonomous management and finances that was founded in 1972. It is one of the instruments for the implementation of the national policy of technical coop-eration. The Tunisian Agency for Technical Cooperation is supervised by the Ministry of Economy and Finance. As a non-profit organization, it was created as a result of Tunisia’s will in mobilizing its human and institutional resources and know-how for the service of international solidarity and development. The Tunisian Agency for Technical Cooperation is dedicated to identifying, selecting and appointing Tunisian professionals, experts and consultants to work abroad through technical cooperation; organizing and managing career development training for foreign professionals; and carrying out technical assistance projects and promoting South-South and triangular cooperation.

CASE STUDY 8


63

CASE STUDY 9Trilateral Cooperation on Road-Sector Development

Presented by Mr. Priyanto Rohmuttalluah, Directorate for International Development Cooperation, Ministry of National Development Planning (BAPPENAS), Indonesia

The State Ministry of National Development Planning (BAPPENAS) of Indonesia has been working with the Japan International Cooperation Agency (JICA) to promote effective South-South and triangular cooperation. The project “Trilat-eral Cooperation on Road-sector Development in Timor-Leste” is an example of such triangular cooperation.

BACKGROUNDA major problem faced by Timor-Leste is its lack of a sufficient road network and adequate maintenance activities. Major roads are very vulnerable to heavy rain in the rainy season. According to data from the Government, more than 70 per cent of road networks are badly damaged and about 22 per cent are damaged, leaving only 8 per cent of the road networks in a normal condition. This means that almost all of the road networks are in bad condition and difficult to maintain.

Indonesia has a comparative advantage in road-sector development because of its background and rich experiences in road development as a result of its loan projects and technical cooperation projects. It also has a long history of coopera-tion with JICA on the development of the road sector.

JICA, for its part, has been focusing on the development of the road sector as one of its prioritized cooperation areas in Timor-Leste, and it has been exploring the possibility of introducing a new aid modality for the country.

CONTEXTTimor-Leste developed its Strategic Development Plan for the period 2011-2030 taking into consideration the fact that infrastructure is essential for the socioeco-nomic development of the country. As noted earlier, road-sector development is one of the JICA prioritized programmes in Timor-Leste.

“TRILATERAL COOPERATION ON ROAD-SECTOR DEVELOPMENT” PROJECTThe goal of the project was to improve the road and bridge infrastructure in Timor-Leste, which is essential for socioeconomic development.

The purpose of the project was to strengthen the technical capacity of the Directorate of Roads, Bridges and Flood Control of the Ministry of Public Works of Timor-Leste through the implementation of training programmes and the dispatch to Timor-Leste of an Indonesian follow-up team on road and bridge construction and maintenance.

CASE STUDY 9


64

The objectives of the project were for the participants to:• Increase their knowledge and ability in doing the maintenance work;• Develop a thorough understanding of the work of maintaining roads and bridges; and• Be able to implement knowledge about the maintenance of roads and bridges in Timor-Leste.

PROJECT FORMULATION PROCESS AND PROJECT DESIGNThe highlights of the project formulation process were as follows:

• May 2010: Expert meeting in Indonesia (beginning of the project);• June 2010: Regional meeting in Manila;• November 2010: Fact-finding mission to Timor-Leste; and• December 2010: Cooperation agreement signed between Timor-Leste, Indo-nesia and JICA for 2011-2012.

The main elements of the project design include:• A training programme in Indonesia with a follow-up team to Timor-Leste, tailor-made to the analyzed needs of Timor-Leste;• Road sector: planning/design, construction, implementation and supervi-sion, and operation and maintenance;• Primary beneficiaries: 15 engineers in Timor-Leste, split into two groups, participated in the two training sessions, respectively; and• A follow-up team dispatched to Timor-Leste to monitor the training outcome.

PROJECT IMPLEMENTATION PROCESS After the Agreement was signed, project implementation started in 2011. Four training sessions were held in Indonesia, with four follow-up missions in Timor-Leste. At the end of the project implementation, a terminal evaluation was con-ducted and a seminar was held to discuss topics relating to the project.

Organizing institutions (stakeholders) were as follows: Timor-Leste: the Ministry of Public Works; and Indonesia: the Education and Training Centre, and the Ministry of Public Works National Coordinating Team of South-South and Triangular Cooperation. The primary target groups for capacity-building were 15 engineers of the Directorate of Roads, Bridges and Flood Control of the Ministry of Public Works of Timor-Leste.

10 persons 10 persons 9 persons 10 persons

2 persons 2 persons 2 persons 4 persons

2011 2012

TRAINING 1 TRAINING 2 TRAINING 3 TRAINING 4

TRAINING IN INDONESIA

FOLLOW-UP TEAM IN TIMOR-LESTE

YEAR OF COOPERATION

Road and bridge Maintenance Road Reconstruction and

Rehabilitation

CASE STUDY 9


65

EVALUATION FOR TIMOR-LESTEThe evaluation results of the training and follow-up for Timor-Leste were as follows:

• Relevance: Consistent with existing policy, development issues, essential to be supported; • Effectiveness: Knowledge, skills increased, more attention paid to learned issues;• Efficiency: Outputs adequately produced; training sessions and follow-ups timely and sufficient; and • Impact: Prospect of having an effect with development of the road sector.

The project resulted in increased confidence among the engineers as they came to understand that a lab test requires plural samplings (this was practised). It was understood that the project leader prepares the implementation quality plan and that associations of consultant/contractor strengthen capacity. Engineers are ac-tive in giving inputs to the DG.

EVALUATION FOR INDONESIAThe evaluation results of the training and follow-up for Indonesia were as follows:

• Relevance: Consistent with national policy of SSC/TrC, including its vision of “Better partnership for prosperity”, solidarity, mutual opportunity and mutual benefit;• Effectiveness: understanding achieved of what constitutes engagement that is not “stand-alone” and “one-off”; and• Impact: Potential capacity to implement SSC/TrC with consideration of development effectiveness.

Also, the Indonesian partners were open to engage with the Timor-Leste part-ners, which triggered bilateral South-South cooperation and wider cooperation including the private sector.

CHALLENGESIn the follow-up missions, the importance of the institutional capacity develop-ment of Timor-Leste was recognized since Timor-Leste faced limitations and difficulties when it tried to put learned knowledge into practice. The challenges included: government regulations and procedures; the institutional function of the Ministry and related institutions; lack of continuous advice to the engineers on site in a readily understandable manner; and development of their own system in Timor-Leste. Also, keeping a balance with other kinds of assistance such as bi-lateral cooperation with JICA is challenging because SSC/TrC is complementary.

OUTPUTSOutputs of the project were as follow:

• The engagements, including schedules, lectures, modules, field trip on-the job experience and on-site follow-up, were relevant to the infrastructure de-velopment policy of Timor-Leste and supported the duties of the officer of the Ministry of Public Works of Timor-Leste;

CASE STUDY 9


66

• The participants gained confidence in their knowledge and skills in road and bridge rehabilitation and maintenance; and• The engagements provided the participants with valuable opportunities to understand the substance easily since it was delivered in the local language.

LESSONS LEARNEDIn triangular cooperation partnerships, a common background in the partner-ship enables effective capacity development, as shown in the figure below.

The Indonesian experiences in road infrastructure development have a great deal of potential to strengthen the capacity of Timor-Leste; this is not limited to government interventions but can also be expanded to the private sector.

The focus of engagements shifts from Indonesia to Timor-Leste, based on the feedback of each follow-up activity.

RECOMMENDATIONS FOR FUTURE COOPERATIONFor more effective triangular cooperation, there should be:

• A new project design reflecting the particularities of SSC/TrC for effective development of the road sector;• A more clearly defined project design, if continued, for results-based engagement;• A shift in project focus to on-site advice (job experience) in Timor-Leste for capacity development; and• Promotion of the use of the capacity of Indonesia, with the spirit of “mutual” SSC/TrC for better partnership.

COMMON BACKGROUND

demand driven

DEVELOPMENT EFFECTIVENESS

JICA

INDONESIATIMOR-LESTE

Horizontal RelationMutual Opportunity

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segment 5. CommuniCations

casE studiEs 10-11

70

CASE STUDY 10Ensuring the Efficient Use of Donor Funds and Promoting Transparency in Public Financial ReportingPresented by Mr. Henry Kyeremeh, Ministry of Finance, Ghana

GHANA’S ECONOMY IN PERSPECTIVEGhana is a democratic country with the practice of multiparty democracy. The economy, which is generally agrarian, depends primarily on the export of cocoa, minerals and oil for its developmental activities. International price fluctuations affect the receipts from these commodities. Hence, there is a reliance on the sup-port of development partners for most of its development projects.

ENGAGEMENT OF DONOR COUNTRIESGhana relies substantially on foreign inflows for financing development; mobi-lizations of foreign (external) resources are crucial for financing development. Official development assistance (ODA) is an important external resource for financial development. According to the Development Assistance Committee of the Organization for Economic Cooperation and Development (OECD/DAC), ODA is defined as “the flows to countries and territories on the DAC List of ODA Recipients and to multilateral development institutions which are: (a) provided by official agencies, including state and local governments, or by their executive agencies; and (b) each transaction of which: (i) is administered with the promo-tion of the economic development and welfare of developing countries as its main objective; and (ii) is concessional in character and conveys a grant element of at least 25 per cent.” Ghana has a grant element of 35 per cent.

BILATERAL AND MULTILATERAL DONORSBilateral DonorsMember States of the United Nations that provide development assistance di-rectly to recipient countries are often referred to as “bilateral donors”. According to the International Development Statistics of OECD, major bilateral assistance providers are: Australia, Belgium, Canada, Denmark, Finland, Germany, Ireland, Italy, the Netherlands, Norway, Spain, Sweden, Switzerland, the United King-dom of Great Britain and Northern Ireland, and the United States of America. In addition, Brazil, Russia, India, China and South Africa (BRICS) are currently providers of South-South cooperation.

Multilateral DonorsMultilateral donors include the African Development Bank, the World Bank, the European Union, the United Nations, the Organization of the Petroleum Export-ing Countries (OPEC), the Arab Bank for Economic Development in Africa (ABEDA) and the Nordic Fund.

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SEGMENT 5. COMMUNICATIONS

71

Financing options available to the Government of Ghana include the following: • Commercial loans: inflows from commercial banks (repayable);• Concessional loans: inflows from development banks (repayable);• Mixed credits: a combination of loans and grants (loan component repayable);• Grants: inflows that are considered free (not repayable); and• Technical assistance: used in providing financial support, e.g., capacity-building.

ENGAGEMENT OF DONOR COUNTRIES IN GHANA AND PREFERRED FINANCING OF THE GOVERNMENT As envisioned in the Ghana Aid Policy, the Government of Ghana prefers grants the most, followed, in descending order of preference by concessional loans and mixed credit; commercial loans are the least preferred form of financing. Though it is ranked as the least preferred option, commercial loans are considered good for projects that can repay such loans by themselves (self-financing).

In addition to self-financing projects, the Government has been focused on PPPs as one of its most preferred means of financing for development. It also recently launched the Ghana Infrastructure Investment Fund (GIIF), the new conduit for expending infrastructural provisions in the country. The Ministry of Finance (MoF) is required by the GIIF Act to replenish the funding required for the full operation of the Fund. It is already engaging DAC countries, multilat-eral institutions and many other financing agencies regarding the possibility of attracting cheap financing for projects/programmes identified for funding under the GIIF.

AID COORDINATION AT THE POLITICAL LEVELThe Government of Ghana-Donor Partner Group is an apex coordinating body between the Government and donor partners. The objectives of the Group are to: (a) address the need for regular, structured development dialogue between the Government of Ghana and development partners; and (b) provide a framework for discussion of issues emerging from the Heads of Cooperation Meetings. The Government-Donor Partner Group will therefore be the key organ for coordinat-ing the implementation of aid effectiveness principles. The Group was inaugu-rated in March 2013 and subsequently, a Joint Government-Donor Partner Group Task Force was set up to follow through on the implementation of recommenda-tions. The membership of the Group comprises the Government of Ghana and development partner institutions. The Group meets twice a year.

INTERVENTIONS TO DEEPEN AID TRANSPARENCY AND REPORTINGAid on BudgetThe outcome of the Busan High-level Forum on Aid Effectiveness among other things re-emphasized the need for development partners to use country sys-tems of partner countries. In the 2012 Budget, the Ministry set up a technical team to operationalize this. The technical team has completed its work and has concluded that integrating aid flows into the government financial system of the Government (aid on budget) entails that aid be:

CASE STUDY 10


72

• On plan (included in the planning documents behind budget submissions);• On budget (included in the budget document);• On Parliament (approved by Parliament as part of the Appropriation Act);• On Treasury (all funds channeled through government systems);• On accounting (accounted for through Government systems and by the Gov-ernment Chart of Accounts);• On audit (audited through the Ghana Audit Service audit of the accounts of the Government); and• On report (included in ex-post reports from the Government).

Data ManagementThe data management platform is a web-based information collection, tracking, analysis and planning tool for the Extreme Division. It seeks to (a) provide a uni-form platform for disbursement forecasting by development partners and valida-tion by ministries, departments and agencies; (b) serve as a decision-support tool for the Government to coordinate development efforts in the country; and (c) assess the alignment of aid projects with national strategies and priorities.

Use of the Country System The country system (a) harmonizes disbursement procedures and aligns them to the system of the Government of Ghana, (b) codes all donor-funded projects/programmes in conformity to the Chart of Accounts (CoA) used for Government projects/programmes, and (c) prepares dummy warrants for disbursement of funds of development partners.

Ghana Aid PolicyThe Ghana Aid Policy is a coherent and consolidated framework for Government and development partners. It sets out policies and strategies for the sourcing and utilization of development assistance. It is underpinned by the principles agreed to in the Paris Declaration and reinforced in the Accra Agenda for Action as well as those introduced at the Fourth High-level Forum in Busan. The objective is to promote effective development cooperation. Thus factors such as ownership and leadership, effective aid coordination and management, managing for develop-ment results and strengthening mutual accountability become important.

HIGHLIGHTS• Provides an overview of the challenges in aid management;• Sets out policy areas;• Outlines aid planning, mobilization, management and coordination strategies;• Defines the legislative framework and assigns roles as well as responsibilities to various Government institutions; and• Identifies additional work to be undertaken.

CHALLENGESThe following challenges have been identified as militating against effective reporting of donor funds:

• Lengthy approval process of the Government of Ghana;

CASE STUDY 10


73

• Lengthy and cumbersome processes of development partners;• Lack of a project readiness filter;• Inadequate human and technical capacity in the management of aid delivery;• Transaction costs; and• Conditionality and unpredictability of aid.

ACTIONS BEING TAKEN TO ADDRESS THE CHALLENGES• A project readiness filter has been developed. The filter helps to streamline the Division business process and serves as a standard of measure to be used to indicate properly the actions required/obligations at various stages of project preparation, design, fact-finding, appraisal and loan negotiation. In this regard, projects approved would use a readiness checklist enabling timely effectiveness of projects.• A web-based information collection, tracking, analysis and planning tool is being procured by the Division (B/M) with support from the African Develop-ment Bank.It is expected that, when the Ghana Aid Policy and Strategy is approved and

becomes operational, aid management will be rationalized and coordinated.

CASE STUDY 10


74

CASE STUDY 11Survey of Brazilian Cooperation for International Development (COBRADI)Presented by Mr. João Brigido, COBRADI Coordinator, Planning and Research, Institute for Applied Economic Research (IPEA), Brazil

The Institute for Applied Economic Research (IPEA) is a federal public founda-tion linked to the Secretariat of Strategic Affairs of the Presidency of the Re-public. It provides technical and institutional support to Government actions, enabling the formulation and reformulation of public policies and Brazilian development programmes.

INTRODUCTIONEvaluating the work of development organizations is an important approach to strengthen development effectiveness and improve the implementation of inter-national cooperation policy. The Institute for Applied Economic Research (IPEA) is responsible of conducting and coordinating the survey of the work of Brazilian Cooperation for International Development (COBRADI), which aims to apply its solutions to various problems of Southern development.

EXPERIENCE OF IPEA WITH COBRADIBrazilian International Cooperation and the Principle of Non-indifferenceBrazil has made use of solutions created and developed domestically on topics such as agriculture, education and public safety in order to support countries facing similar difficulties in overcoming obstacles to their development. Whether it is through specific actions such as donations of food and medicine to victims of natural disasters, technical cooperation projects, granting scholarships to foreign students or contributions to international organizations, the principle of non-indifference inspires and drives Brazilian cooperation for international develop-ment (COBRADI).

The decision of the federal government to take on the challenge of mapping the various expressions of its current international cooperation is considered to be an evolution towards the improvement of the international cooperation policy of Brazil.

COBRADI SurveyThe COBRADI survey provides information and transparency and proves the usefulness of efforts that promote cooperation for Brazilian citizens, who will then have a basis for analysis, as well as for the Governments of other developing coun-tries that are willing to improve the evaluation of cooperation opportunities abroad.

The research coordinated by IPEA in the period 2010-2013, along with federal agencies responsible for implementing public policies, enabled a greater under-standing of how they organize and communicate when providing their body of knowledge within international partnerships. The actions of COBRADI, which were executed by the federal government, are implemented with budgetary resources from the National Treasury used in the adoption of responsibilities

CASE STUDY 11


75

Survey of Brazilian Cooperation for International Development (COBRADI)

assumed in treaties, conventions, agreements, protocols, institutional acts or International commitments.

The survey of the Union’s expenditures was carried out by involving and ob-taining the commitment of approximately 91 federal institutions. These institu-tions made their records available in electronic form in a web environment, with the mobilization of approximately 250 public servants and collaborators.

The survey was a pioneering initiative to: (a) identify international commitments made by Brazil; (b) survey expenditures made by federal government institutions with the implementation of COBRADI; and (c) describe events/actions carried out by the Government of Brazil in international development cooperation.

The Government of Brazil published the first edition of the report on CO-BRADI in 2010 with data on cooperation gathered between 2005 and 2009. In August of 2013, the 2010 COBRADI report was published while it is expected that the 2011 report will be edited during the first half of 2014. From the survey of the 2010 COBRADI data, IPEA characterized the profile of Brazilian cooperation in Latin America and the Caribbean based on the events/actions carried out in the region and its sectorial and thematic expressions, with the aim of exploring what the Government of Brazil actually executed under the implementation of COBRADI. The sectors with the highest number of occurrences in the region were: security and defense (in first place), followed by education, agriculture, and livestock and supplies. COBRADI is also active in social protection and inclu-sion; industry and trade; and environment and energy.

Future StudyThe study of Latin America and the Caribbean is complete. The same method-ological approach will be used in the study of COBRADI in Africa. The 2011 Re-port adopts the same approach, given its relevance to the Brazilian policy debate regarding cooperation for development.

IPEA made available the English version of the 2010 COBRADI Report on its web-site, with the availability of the print version expected in late 2013. A second edition of the 2010 COBRADI Report will also be available on the website and in hard copy.

The IPEA Study Group on Cooperation for International Development began planning the 2014 survey, defining the method to be used in 2014 and 2015 in the analysis of Brazilian cooperation for international development for the period 2012-2015.

CASE STUDY 11


annexes

1-list of participants

2-prograMME

78 ANNEx 1

ANNEx 1

CoUntry

Angola

Argentina

Benin

Brazil

Burundi

Cambodia

Cape Verde

Chile

China

Colombia

Democratic Republic

of the Congo

Dominican Republic

Egypt

El Salvador

Ghana

Guatemala

Guinea

institUtion

Ministry of External Relations

Ministry of External Relations and Cult



Ministry of External Relations and Interna-tional Cooperation

Ministry of Foreign Affairs Council for the Development of Cambodia,

Cambodian Rehabilita-tion and Development Board (CRDB)


Chilean International Cooperation Agency

China International Centre For Economic & Technical Exchanges


Ministry of Foreign Affairs, International Cooperation and Francophonie

Vice-Ministry of Interna-tional Cooperation



Ministry of Finance

Secretariat of Planning and Programming of the Presidency

Guinean Agency for Technical Cooperation

name

Ms. Tuwyra Alicia Vaz Pitta Grós

Ms. Carola Davicino

Mr. Emmanuel Egbonde Ohin

Mr. Welton Rocha Filho

Ms. Salomé Ndayisaba

Mr. Lumang Bopata Kim

Ms. Dúnia Eloísa Pires do Canto Ms. Javiera Arellano Castillo

Mr. Kunxian Li

Ms. Stephany Betancourt Mendez

Mr. Celestin Tshikaya Kapongo

Ms. Rosanna Arias Tejeda

Ms. Ghada Soliman

Ms. Nancy Elizabeth Rivas

Mr. Henry Kyeremeh

Ms. Irma Yajaira Orozco Fuentes

Ms. Aminata Diallo

Post

Officer - South-South Cooperation

Project Manager

Director of Americas

Analyst of Multilateral Cooperation Programme

Director-General of Administration and Management

Aid Policy Officer

Secretary

Management Coordinator

Deputy Director, South-South Cooperation Division

Adviser of International Cooperation

Head of South America Division

Cooperation with Brazil

Director of Bilateral Cooperation

Economic Planning Officer

Specialist

Head of Division

dePartment

Directorate of Multilateral Affairs

Directorate General of International Cooperation

Chancery Office

Aid Coordination Policy Department

South-South Cooperation South-South and Trian-gular Cooperation Area

Directorate of Interna-tional Cooperation Directorate of Bilateral Cooperation with Southern Countries

Directorate-General of Bilateral Cooperation

Directorate General of Development Cooperation

External Resources Mobilization Bilateral Division

Subsecretariat of Inter-national Cooperation

List of Participants in the 2nd Capacity Development Training Session

79ANNEx 1

Honduras

Indonesia

Kenya

Liberia

Malawi

Malaysia

Mexico

Mozambique

Myanmar

Nepal

Nicaragua

Palestine

Peru

Republic of Korea

Rwanda

Sao Tome and Principe

Timor-Leste

Thailand

Technical Secretariat of Planning and External Cooperation

Ministry of National Development Planning/BAPPENAS

Vice-Ministry of Planning


Ministry of Foreign Affairs and International Cooperation


Mexican Agency for In-ternational Development Cooperation (AMEXCID)

Ministry of Foreign Affairs and Cooperation

Ministry of National Planning and Economic Development


Chancellery



Korea International Cooperation Agency

Ministry of Foreign Affairs and Cooperation

Ministry of Foreign Affairs and Communities

Ministry of Foreign Af-fairs and Cooperation

Ministry of Foreign Affairs, Thailand International Development Cooperation Agency (TICA)

Mr. Alex Geovanny Colindres Almedares

Mr. Priyanto Rohmattullah

Mr. Bonface Kamau Ngigi Mr. Chris W. Moore

Ms. Gloria Chinwemwe Sandasi

Ms. Sharifah Ezneeda Wafa Syed Mohd Zulkarnain Wafa

Mr. Roberto Mohar Rivera

Mr. Sergio Mário Mate

Ms. Yi Yi Pyone

Mr. Ramesh Kumar Charmakar

Ms. Ana Yasmina Miranda Moreno

Ms. Shrehan Abughosh

Ms. Claudia Martha Acuña Plaza

Mr. Jin Lee Sung

Mr. Aime Muyombano Irivuzimana

Ms. Nádia Alexandra Bom Jesus Lima Viegas

Mr. Aviano Antonio da Silva Faria

Mrs. Jitkasem Tantasiri

External Cooperation Specialist

Deputy Director for South-South and Trian-gular Cooperation

Senior Economist Assistant Minister

Principal Foreign Service Officer

Director

Director

Head of Department

Staff Officer

Section Officer

Coordinator of Policy and International Cooperation

Attaché

Specialist

Strategic Planning Team

Specialist - Cooperation with South America

Diplomat

Director of External Cooperation Branch II

dePartment

Directorate for Inter-national Development Cooperation

Bureau of International Cooperation and Economic Affairs

Department of Interna-tional Cooperation

Malaysian Technical Cooperation Programme

Bilateral Cooperation with South America, Africa and Middle East

Directorate for Europe and Americas

Planning department

Division of South America

International Cooperation Directorate

Directorate of Manage-ment and International Negotiation, Peruvian Agency of International Cooperation

Strategic Planning Department

Department of Europe and Americas

Directorate of External Policy, Department Bilateral/Regional Organizations

National Directorate of Cooperation

CoUntry institUtion name PostList of Participants in the 2nd Capacity Development Training Session

80 ANNEx 1

Tunisia

Uganda

United Republic of

Tanzania

Zambia

CPLP Focal Point 1 - STP

CPLP Focal Point 2 Angola

CPLP Focal Point 4 Cape Verde

Tunisia Agency for Technical Cooperation


Ministry of Foreign Affairs and International Cooperation


Mission of São Tome and Principe at CPLP

Mission of the Republic of Angola at CPLP

Mission of Cape Verde at CPLP

Ms. Sonia Barka

Mr. Emmanuel Orinzi

Ms. Rosemary Stella Jairo

Ms. Linda N. Chipuma Mbangweta

Mr. Nilson Francisco d’Assunção dos Reis Lima

Ms. Constancia Van Dunem do Amaral Vieira

Ms. Gracinda Marisia da Cruz Fortes

Head of Department

Counsellor

Main Economist

Cooperation Focal Point / Third Secretary

Cooperation Focal Point / First Secretary

Cooperation Focal Point / Secretary

Programmes & Projects Direction

Latin America

Development Cooperation

dePartmentCoUntry institUtion name Post

81ANNEx 2

PROGRAMMEOctober - November

prEparatory actiVitiEs (onlinE)Participants are invited to join the online platform and to post the following information in the forum:

• A brief description of their job roles;• What their institutions are doing in SSC/TrC;• With the objective of sharing information about their management chal-lenges, participants are asked to ask at least one question to another partici-pant regarding challenges related to at least one of the training modules. Ask a participant who has not answered any questions yet.

Participants are free and welcome to upload documents and photos related to the three questions above, as well as institutional material.

Training venue: Palácio do Itamaraty (Itamaraty Palace) – Santiago Dantas con-ference roomAddress: Esplanada dos Ministérios – Bloco H - Brasília

DAY 1 25 NOVEMBER - MONDAY

9:10 Departure from hotel

Participants meet at the hotel lobby

OpeNING SeSSION

Welcome Speech

09:30 Mr. Marcio Correa

Coordinator-General of Multilateral Technical Cooperation

Ministry of External Relations, Brazilian Cooperation Agency

09:35 Mr. Jorge Chediek,

Resident Representative

UNDP Brazil

09:40 Ms. Mami Yamada Sakurai

Assistant Director, Partnerships and Triangular

Cooperation Division

United Nations Office for South-South Cooperation (UNOSSC)

ANNEx 2Course Programme – 2nd Capacity Development Training Session

82

09:45 Mr. Júlio Akira Inoue

Project Coordinator

Japan International Cooperation Agency (JICA) - Brazil Office

09:50 Participants’ introduction

10:40 Introduction of Training team and Training Methodology

Ms. Maria Clara Whitaker, Training Facilitator

INTrOdUCTION: OvervIeW Of SOUTH-SOUTH ANd TrIANGUlAr

COOperATION MANAGeMeNT

Introductory part

10:55 Concepts involved in South-South and Triangular


Mr. Marcio Correa, Coordinator-General of Multilateral Technical Cooperation

Brazilian Cooperation Agency, Ministry of External Relations, Brazil

11:15 Plenary discussion

11:45 Coffee-break

CASe STUdy

11:55 Case- Internal and External Relations Governance in Triangular

Cooperation Projects

Mr. Wofsi Yuri de Souza, Coordinator-General of Triangular

Technical Cooperation


12:15 Questions and comments

12:45 UNOSSC support to Member States in South-South and Triangular

Cooperation

Ms. Mami Yamada Sakurai, Assistant Director, Partnerships and Triangular

Cooperation Division


13:05 Lunch at the conference room lobby

14:05 Participant rotation & words by facilitator

SeSSION 1

HUMAN RESOURCES

Introductory part

ANNEx 2

83

14:10 ►Introduction to Human Resources

Ms. Celina Dantas, Coordinator of People Development

Presidency of the Republic, Brazil

14:30 ► Plenary discussion

CASe STUdIeS

15:00 Case 1: Thai Volunteers Programme: Human Resources

Ms. Jitkasem Tantasiri, Director of External Cooperation

Thailand International Development Cooperation Agency, Thailand

15:20 ► Questions and comments

16.00 Coffee-break

16:30 Case Analysis (group work)

18:00 Departure to restaurant Porcão Churrascaria

18:10 Arrival at restaurant Porcão Churrascaria

18:20 Welcome dinner

20:30 Departure to hotel

DAY 2 26 NOVEMBER - TUESDAY


09:00 Welcome by facilitator

SeSSION 2

INSTITUTIONAL MANAGEMENT AND COORDINATION MECHANISMS

Introductory part

09:05 ►Introduction to Institutional Management

Mr. Amarildo Baesso, Programmes Director, Executive Secretariat

Ministry of National Integration, Brazil

09:25 ► Plenary discussion

CASe STUdIeS

09:55 Case 1: “Overview of Indonesian approach to South-South

and Triangular cooperation”

Mr. Priyanto Rohmattullah

Directorate for International Development Cooperation,

Ministry of National Development

ANNEx 2

84


10:45 Coffee-break

10:55 Case 2: Formulation of the Manual of South-South Technical


Ms. Juliana Rossetto, South-South Cooperation Officer Representation of the Food and Agriculture Organization

of the United Nations in Brazil





SeSSION 3

LEGAL AND INSTITUTIONAL FRAMEWORK

Introductory part

13:35 ►Introduction to Legal and institutional framework

13:40 Case 1: The Institutional Arrangement of the Japanese ODA

Ms. TSUKIZOE Megumi, Deputy Assistant Director

Japan International Cooperation Agency (JICA), Brazil Office


14:15 Case 2: The Mexican Law for Development Cooperation

Mr. Roberto Mohar, Director of Bilateral Cooperation with South America,

Africa and Middle East

Mexican Agency for International Development Cooperation, Mexico


14:50 ► Case Analysis (group work)

16:00 Departure from Itamaraty Palace

16:15 Arrival at the National Congress (parliament)

16:30 Guided visit

17:30 Departure to Hotel

ANNEx 2

85

DAY 3 27 NOVEMBER - WEDNESDAY


9:30 Participant rotation & welcome by facilitator

SeSSION 4

PROJECT MANAGEMENT

Introductory part

09:35 Introduction to the Project Cycle Management

Mr. Júlio Akira Inoue, Project Coordinator Japan International Cooperation Agency (JICA), Brazil Office


CASe STUdIeS

10:25 Case 1: Alliance to Fight Against Avoidable Blindness

Ms. Sonia Barka, Programmes & Projects Direction

Tunisia Agency for Technical Cooperation, Tunisia


11:15 Coffee-break

11:25 Case 2: Trilateral Cooperation on Road Sector Development

Mr. Priyanto Rohmattullah, Directorate for International

Development Cooperation

Ministry of National Development Planning (BAPPENAS), Indonesia




14:45 Departure from Itamaraty Palace

15:15 Arrival at EMBRAPA

15:30 Technical visit of Embrapa Genetic Resources and Biotechnology


ANNEx 2

86

DAY 4 28 NOVEMBER - THURSDAY



SeSSION 5 COMMUNICATIONS

Introductory part

09:35 ►Introduction to Communications

Mr. Jorge Duarte, Deputy Chief, Communications Secretariat

EMBRAPA - Brazilian Agricultural Research Corporation, Brazil


CASe STUdIeS

10:25 Case 1: Ensuring the Efficient Use of Donor Funds and Promoting

Transparency in Public Financial Reporting

Mr. Henry Kyeremeh, Economic Planning Officer, External Resources

Mobilization – Bilateral Division

Ministry of Finance, Ghana


11:15 Coffee-break

11:25► Case 2: Survey Brazilian Cooperation for International Development

(COBRADI)

Mr. João Brígido, COBRADI Coordinator, Planning and Research

Institute for Applied Economic Research (IPEA), Brazil





SeSSION 9 BeST prACTICe COMpIlATION

14:20 Compilation of cases challenges and solutions into a Best Practice

Report (group work)

16:10 Coffee-break

ANNEx 2

87

16:20 Compilation of cases challenges and solutions into a Best Practice

Report (group work)

17:00 Group presentations


DAY 5 29 NOVEMBER - FRIDAY



SeSSION 10 fINAl SeSSION

09:35 Preparation of Individual Action Plans

09:55 Networking Activity

11:15 Individual course assessment and Certificates

11:30 Coffee-break

11:40 Training follow-up activities

Plenary discussion

fINAl WOrdS

12:40 Mr. Marcio Correa, Coordinator-General of

Multilateral Technical Cooperation


12:45 Ms. Anna Parini, Programme Specialist, Partnerships



12:50 Mr. Chiaki Kobayashi, Representative

Japan International Cooperation Agency (JICA), Brazil Office

12:55 Group photo

13:00 Farewell lunch at the conference room lobby


ANNEx 2

compilation of case studies on management of south-south...

Documents