Transcript Europe Aid’s contribution in coping with Water Scarcity

EuropeAid
Making
Technical Cooperation more effective
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EC Guidelines on
Technical Cooperation and
Project Implementation Units
- Key messages -
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EUROPEAN
COMMISSION
The Backbone Strategy on Reforming TC
and PIU
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Reforming Technical Cooperation and Project
Implementation Units for External Aid provided by the EC
(July 2008)
Objectives:
•
Providing good quality TC that supports countryled programmes based on strong partner demand
•
Providing support through partner-owned project
implementation arrangements with substantial
reduction of parallel Project Implementation Units
4 slides
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Eight guiding principles
8. Consider
innovative
options for TC
provision
7. Avoid use of
Parallel PIU &
promote effective
Project
Implementation
Arrangements
6. Work
through
harmonized
and aligned
actions
1. Primary aim
is Capacity
Development
EC
Technical
Cooperation
5. Take account
of
country/sector
requirements
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2.Demand led
approach
where TC is
not provided
by default
3.Strong result
orientation
4.Country
owned &
managed TC
processes
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Four purposes of Technical Cooperation
Partner-owned TC support
Capacity Development support is the most
complex and demanding type of TC support!
The Backbone - five working axis
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4. Communication, knowledge management,
training
1. Strategic dialogue
2. Improve design management &
accountability
3. Improve tendering, contracting & other
procedures
5. Implementation and monitoring of the Strategy
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Guidelines on Making TC more effective
•
To implement the TC reform at
programme level
•
Practical advice on how to
operationnalize the 8 principles
•
Target : EC staff + partner
countries satkeholders, TC
providers, other donors
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Key issue for credibility of the Gs
is that incentives and procedures
change to make it possible to
follow these Gs
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Guidelines: Table of contents
• Chapter 1 – Reading Guide and Key Terms
• Chapter 2 – Reforming Technical Cooperation
• Chapter 3 – Demand-driven and harmonized TC Support
• Chapter 4 – Results-oriented TC Support
• Chapter 5 – Programme Implementation Arrangements
• Chapter 6 – Monitoring, Evaluation and Quality
Assurance
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A summary in three lines
1.
Convert ownership of programmes and implementation
arrangements into a practical concept
2.
Assess and adapt to demand, context and capacity –
and harmonize.
3.
Let results be the driver – and get them right
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The guidelines recognise that it is not always feasible
to go all the way to perfect ownership and clear
results.
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Focussing on the partner’s programme
Donor
TC inputs &
activitiesggggg
Donor
TC inputs
&
activities
Activities by
partner and by
donor TC
inputs, under
partner
leadership
is wrongly assumed
leading to
“may” lead to
Sustainable
capacity and
results
Sustainable
capacity and
results
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Ownership in practice
Partner-owned TC support
•
What partners do is the primary factor.
Support through TC is the secondary factor.
•
Partners: invest resources (leadership,
political capital, staff time.... )
•
Donors do not do programmes and do not do
capacity development!
Donors play second fiddle.
That is important for the
music, but not glamorous.
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Demand, context and capacity
Assessing demand for TC
•
How “specific” is the demand?
•
What is the “power” behind it?
•
Transparent information on TC costs
•
Scope of the demand
•
Who takes initiatives
•
Who drafts ToR
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Demand is not a constant, and can be nurtured – but
....when working with multiple stakeholders, whose
demand counts?
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Demand, context and capacity
Adapting to context and capacity
•
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Look at the context and at the incentives to
performance in country systems
•
Donor practices (topping-up)
•
Good practices in capacity assessments :
o
o
o
Self-assessments of capacity are the best
Make assessments an integral part of CD
Avoid gap assessments
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Demand, context and capacity
Harmonise whenever possible
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1. Keep other donors in the loop
2. Put all harmonization options on the table with
partners:
1.
Harmonisation around objectives/results,
individual supply
2.
TC support delegated to one agency
3.
Pooling of funds, administered by the partner
4.
Full partner implementation
3. Start harmonizing TC around analytical agenda
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Look for results beyond TC deliverables
Result-oriented TC support
nnn
Start from feasible impact, work backwards to determine if and
how TC support may be relevant and feasible
Recurrent
inputs
Internal
resources
TC
support
Capacity
CD
processes
Outputs
Outcomes
Wider
impact
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Result-oriented TC support
Getting the right inputs
•
Look beyond – far beyond – TA from OECD countries
•
Making good TOR: Pay much more attention to:
-
process (who, how, ownership...)
-
content (results chain, governance...)
Changing roles
Result-oriented TC support
•
‘Who does what?’ is as important than ‘What is
done?’
•
...the devil is in the details (who calls meetings, sets
the agenda...)
•
If the partners do not articulate strong demand, then
play a facilitating role
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
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Start where the partners are
Pay attention to the setting and the communication
process
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Programme implementation arrangements
Programme implementation arrangements
•
Partner-owned and partner managed
•
Embedded in the local institutional context
•
Varying between more autonomous or more
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integrated structures

over time

depending on purpose and expected results
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Programme implementation arrangements
Programme implementation arrangements
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Five key parameters:
1. Governance and accountability
2. Management set-up
3. Logistical autonomy
4. Relations between TC experts, partners and the EC
5. EC’s and other donors’ roles
More autonomous or more integrated depending on
purpose / nature of the programme and changing over time
!! No blueprint solutions – help partners to
get it right and flexible
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Quality Matrix of TC
Monitoring of TC support
1. Demand,
2. Fits the
3. The
4. Link to
5. The
adequate
ownership
and capacity
of partners
context and
existing
capacity
support is
harmonised
and
sustainabilit
y of benefits
considered
outputs and
expected
outcomes
programme
implementation
arrangements
are appropriate
•Commitment
and demand
• No critical
constraints
•Existing
capacity
enable
absorption
•Results
defined
beyond TC
deliverables
•Implementation
is adequate for
results
•Partner
participation
• Synergies
and
harmonisation
options
explored
•Similar
programmes/
TC support
has worked
•Stand-alone
TC support
clearly
justified
•Partner
inputs are
specified
•Managerial
autonomy is
adequate
•Partners lead
and are
accountable to
domestic
stakeholders
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Quality Grid: self assessment at country level
To be attached to the Action Fiche for “significant” TC
operations and all TC focused programmes
1. How have key stakeholders express their
demand (…) ?
2. How does the context analysis confirm
that TC is the appropriate aid response (…) ?
3. What synergies and harmonization options
have been explored (…)?
4. How are outputs and expected outcomes
defined (…)?
5. How is the PIA design based on results to
be achieved (…)?
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Guidelines: Table of annexes
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• Annex 1: Aid effectiveness commitments in the area of TC
• Annex 2: Court of Auditors’ Recommendations
• Annex 3: The cycle of operations for « TC support »
• Annex 4: Quality assessment grid
• Annex 5: Format for mutual performance dialogue
• Annex 6: Short guide to EC rules and procedures – How to
apply EC procedures to TC table of content
Thank you for your attention!
EuropeAid
For further information:
• Internet:
o www.ec.europa.eu/europeaid/what/delivering-aid/aideffectiveness/index_en.htm
• www.capacity4dev.eu
• Intranet:
o www.cc.cec/dgintranet/europeaid/activities/adm/technic
al_cooperation/index_en.htm
• Functional mail box: [email protected]