Transcript Joint Evaluation of the International Trade Centre

Evaluation of the
International Trade Centre
Funding Modalities and
Organisational Aspects
Presentation to Informal Meeting of the JAG
November 24, 2005
Allan Barry and Murray Smith
Evaluation Core Team and Team Leader
with Ticon DCA, Copenhagen DC and Ace Global
Evaluation of the International Trade Centre
Funding Modalities & Organisational Aspects
Governance and Accountability
Financing Modalities & Harmonisation
Corporate Management and Capacity
Supporting Trade and Development
with Ticon DCA, Copenhagen DC and Ace Global
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Evaluation of the International Trade Centre
Governance and Accountability
Methodology
Findings and Conclusions
Recommendations
with Ticon DCA, Copenhagen DC and Ace Global
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Governance and Accountability
Methodology
Analysis of documentation establishing ITC, its
mandate, governance and oversight structures.
Analysis of how structures have changed over time,
their size, participation, nature of their role, input
and output documentation, and effectiveness.
Analysis of previous reviews and assessments of
supervisory structures, and interviews with some of
those participating.
with Ticon DCA, Copenhagen DC and Ace Global
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Governance and Accountability
Findings and Conclusions
Basic weaknesses in current governance and
accountability structure:
Currently lacks either an expert advisory group or
a small enough management body to provide
adequate programme review or policy guidance.
Absence of effective policy and programme review
at level of ITC’s overall operations.
Differing priority and accountability arrangements
for different programme areas.
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Governance and Accountability
Findings and Conclusions
Past experience provides:
Substantial evidence of benefits that can be
provided by a smaller and more expert group.
Precedents and lessons that can be drawn on.
Confirmation of feasibility of such a governance
mechanism within framework of formal
oversight by parent bodies.
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Governance and Accountability
Findings and Conclusions
Changing circumstances include:
Bilateral donors now provide half of ITC funding,
including part of its operational base.
The donor and beneficiary community has
established increasingly clear priorities postMonterrey on:
• Increased aid coherence,
• Measuring, monitoring and achieving results,
• Increased accountability for results.
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Governance and Accountability
Findings and Conclusions (2)
This provides a strong case for reassessing
supervisory and accountability structures for the
agency.
Such a mechanism would support a new ITC
management team with a more effective body for
dialogue, program review and results assessment.
This need not detract from the important but
different role played by the larger ‘board of
governors’ type of intergovernmental body of the JAG
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Governance and Accountability
Findings and Conclusions (3)
Burden of current oversight arrangements by
parent institutions, in particular the UN, is
excessive for a small organisation that is not
operationally part of the UN Secretariat, and
is not well-suited to ITC’s current needs.
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Evaluation of the International Trade Centre
Funding Modalities and Harmonisation
Methodology
Findings and Conclusions
Recommendations
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Financing Modalities and Harmonisation
Methodology
Analysis of:
Nature of funding arrangements: regular budget and
extra-budgetary resources.
Changes in composition and level of resources.
Programmes financed from different sources.
Individual bilateral funding agreements and projects.
Program-specific management or coordinating
arrangements.
Evaluation material on some of the programs, and
interviews.
with Ticon DCA, Copenhagen DC and Ace Global
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Financing Modalities and Harmonisation
Findings and Conclusions
Considerable progress in managing and
simplifying a complex set of funding modalities.
Still an overall lack of coherence, insofar as
differing modalities do not provide an
integrated program and budget that can be
effectively reviewed, monitored and assessed
by governments.
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Financing Modalities and Harmonisation
Findings and Conclusions (2)
Significant further scope for reducing the use of
earmarked funding other than in support of an
agreed program such as GTF.
ITC’s operations would be facilitated in terms of
reduced transaction costs, with potential gains
in efficiency and effectiveness of program
operations if the share of extra-budgetary
funding provided through GTF, in particular
Window I, could be increased further.
with Ticon DCA, Copenhagen DC and Ace Global
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Financing Modalities and Harmonisation
Findings and Conclusions (3)
Evidence of recent improvements in individual
funding arrangements readiness of donors to
envisage changes to strengthen program
coherence and reduce transaction costs.
Commitments in Rome and Paris Declarations
to achieve greater harmonisation in donor
financing provide a strong case for further
improvement in funding modalities.
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Financing Modalities and Harmonisation
Findings and Conclusions (4)
Harmonisation of donor-provided extrabudgetary resources and improved
governance and accountability are closely
related.
Progress on harmonisation is likely to require
steps to strengthen governance structure and
provide for review of an integrated program
and budget.
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Financing Modalities and Harmonisation
Findings and Conclusions (5)
Greater use of multi-year commitments, and early
availability of promised funding, would allow more
effective programming and likely enhancement of
results.
A single fiscal year for all ITC operations, and
development of an integrated program and budget
document, for review by contributors and
beneficiaries, would provide a better basis for
consideration of an overall harmonised approach to
extra-budgetary funding.
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Recommendations
Implementing Harmonisation
Increased harmonisation of donor support
should be undertaken as a priority with the
objective of reducing transaction costs and
further improving overall program coherence
and effectiveness.
If possible, this should be in the form of a
Program-Based Approach (PBA)
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Recommendations
Program-Based Approach (PBA): Key Elements
An integrated program and budget document, with a
structured medium-term strategy, to facilitate an
assessment of tradeoffs and relationships between
different activities.
A results-based management framework that reflects
the needs of the organisation and is responsive to
requirements of sources of funding.
An overall program review body, representative of
both donors and beneficiaries.
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Recommendations
Implementing Harmonisation (2)
Consideration should be given to greater use
of multi-year commitment authority and
reduction of late availability of funding
authority for the year or years in question.
Steps should be taken to facilitate a
harmonised approach, in particular movement
to a single fiscal year for all ITC operations,
and preparation of an integrated program and
budget document covering all ITC operations.
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Recommendations
Strengthening Governance & Accountability
Governance and accountability structures should
be re-examined, with a view to providing a
smaller and more effective mechanism for
overall program review and policy guidance.
Such a mechanism should complement and
support the existing Joint Advisory Group.
It should also replace some existing
mechanisms such as Consultative Committee of
GTF.
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Recommendations
Strengthening Governance & Accountability (2)
Any such new arrangement should be
relatively small and representative of both
donor governments and different geographic
groupings of beneficiary governments.
Interested governments should establish a
process for initial review of the governance
structure and further steps for greater
harmonisation of donor support.
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Recommendations
Strengthening Governance & Accountability
Current overload of technical oversight
mechanism appropriate to UN secretariat
bodies should also be reviewed.
with Ticon DCA, Copenhagen DC and Ace Global
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Evaluation of the
International Trade Centre
Capacity of the Organisation
Presentation to the Joint Advisory Group
November 24, 2005
Murray Smith, Team Leader
with Ticon DCA, Copenhagen DC and Ace Global
Evaluation of the International Trade Centre
Capacity of the Organisation
Monitoring systems differ for Regular Budget
and Extra-budget
ITC is at an early stage of implementing RBM
Self-Evaluation is effective but is linked to
operational management at present
ITC programming is in line with its
comparative advantage; newer programming
draw on ITC’s experience and capacity for
networking of TSI partners
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Evaluation of the International Trade Centre
Strengthening Operational Performance
More systematic needs assessment and
measuring unit costs including backstopping
Monitoring of utilisation of products and
results achieved
Managing for Development Results (MfDR) is
best addressed by more emphasis on
country-specific projects in the portfolio of
projects
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Evaluation of the International Trade Centre
Strengthening Operational Performance
ITC should implement a change management
strategy
Implementing RBM should be a high priority
Monitoring of results will require TSIs to
measure results achieved in terms of capacity
building for TSIs and especially
Greater emphasis on strategic HR,
professional development and gender balance
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Evaluation of the International Trade Centre
Supporting Trade and Development
ITC should utilise an “MDG” lens to integrate
development goals including
ITC should explore innovative programmes
for the informal sector and women
entrepreneurs
ITC should work with TSI partners to develop
performance standards, monitor results
achieved and increase sustainability of TSIs
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Evaluation of the International Trade Centre
Supporting Trade and Development (continued)
Sustain co-operation with UNCTAD and WTO
Explore new development partnerships
Options to strengthen field presence should
be explored
Greater emphasis on country-specific projects
If key management and institutional reforms
can be implemented, the scale of ITC
programming should be increased
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