Making Partnerships Effective Coalitions Foraction

Development Co-operation Report 2015:

Making Partnerships Effective Coalitions forAction

HIGHLIGHTS

HIGHLIGHTS2

Foreword

byAngelGurría,OECDSecretary-General

heworldhasmadegreatprogresssincetheMillennium DevelopmentGoalswereputinplacea decadeago.

Povertyhasbeencutinhalf.Illnessandearlydeathshavebeensignificantlyreduced,particularly amongwomenandchildren.Despitetheseachievements,hugechallengesremainifwearetomeet thenewandambitioussetofSustainableDevelopmentGoalsby2030.Thesetrulyuniversaltargets involve–anddependon–allnations,leadersandpeoplesfortheirsuccessfulrealisation.Likewise,we mustaddressclimatechangeandensure thatouractionstocombatitarefullyalignedwithcommon developmentobjectives.

Thestakesarehigh.Ifwearetosucceed,wemustraisethelevelofambitionandstrengthenthe capacityoftheinternationalsystemtosupportuniversal,inclusiveandsustainabledevelopment.

Onlythroughjoinedupactionguidedbyaneffectivesystemofglobalgovernancewillwebeableto maketheSustainableDevelopmentGoalsabreak-throughsuccess.Andthatis whatthisDevelopment Co-operationReport2015:MakingPartnershipsEffectiveCoalitionsforActionisallabout.Basedon analysisandexperience,itdrawsouttensuccessfactorsthatwillenableustoensure,aswego forward,thatpartnershipsfunctiontotheirmaximumpotentialandthattheyarefit-for-purpose in addressingtheimposingchallengesofthepost-2015 world.Amongthesesuccessfactors,strong leadership,countryownership,right-sizingpartnershipstothechallengeathandandafocusonresults are key.Thisisapowerfulmodel–andonethattheglobalcommunitycannotaffordtoignore.

TheOECDhosts various initiatives toadvanceeffectiveandcoherentdevelopmentpolicies,andis afront-line playerinongoingeffortstoimproveglobalgovernancemechanisms.Withourworkon taxation,privateinvestment,smartuseofofficialdevelopmentassistance,andcombatingbribery– just tonameafew–westandreadytojoinwithallstakeholders inproducing“BetterPoliciesforBetter Lives”andmakingthenewgoalsrealitythroughcommonaction.ThisDevelopmentCo-operation Report2015isanimportantcontributiontothatmission.

AngelGurría

OECDSecretary-General

3DevelopmentCo-operationReport2015:MakingPartnershipsEffectiveCoalitionsforAction

Editorial

byErikSolheim,ChairoftheOECDDevelopment Assistance Committee

heglobaldevelopmentprogressoverthepastdecadeshasbeenunprecedentedinhumanhistory. ExtremepovertyhasbeenhalvedandinthePeople’sRepublicofChinaalone,morethan600million peoplehavebeenbroughtoutofpoverty.Childmortalityhasalsobeencutinhalf,with17000fewer childrendyingeveryday.Almostallchildrennowgotoschool.Childrenborntodaycanexpecttolivefor

70yearsonaverage,20yearslongerthanthoseborn50yearsago.Theyarealsogrowingupinaworld that,contrarytowhatmanypeoplethink,ismuchmorepeacefulthaneverbefore.

Theremainingchallenges areundeniablyhuge.More than1billionpeople stillliveinextremepoverty,on lessthanUSD1.25perday.Weneedtoproducemorefoodandmoreenergyformorepeoplethanever beforewhileprotectingtheplanet.Theworldisnowembarkingonthehistoricmissiontoendextreme povertyby2030andtoimplementthenewSustainableDevelopmentGoals.

Weknowthattoday,forthefirsttimeever,humanityhas thecapacity,knowledgeandresourcesweneed toendpovertyandgreenoureconomies.Whatweneedistogoaheadanddoit.Wecannotwaitfora masterplanorforeveryonetoagreebeforewetakeaction.Theplanetanditspeoplewhoarelivingin povertycannotwaitfortheslowest,theundecidedandthoseleastwillingtoact.Nations,organisations, companiesandindividualswhoarewillingtoaddressspecificdevelopmentchallengesneedtogetstarted

–now!Forthis,weneedtomobilisepoliticalwillbehindcoalitionsforaction.

Allthegreatsuccessstorieshave happenedbecausesomeonehada goalandpulledpeopletogetherto getitdone.Ethiopia’sPrimeMinisterMelesZenawichosesoundpoliciesandmobilisedthenecessary assistanceandinvestmentstosethiscountryonapathtoimplementingtheMillenniumDevelopment Goalsandbecomingamiddle-incomecountrywithoutincreasinggreenhouseemissions.BillandMelinda Gatesmadethe initial investments toenergise the GaviVaccineAlliance, asuccessfulpartnership thathasvaccinated500millionchildrenandsavedmillionsoflives.Brazil,Indonesia,otherrainforest nations andafewprovidersofdevelopment assistance inspired theUN-REDDrainforest coalition to reducedeforestation.SofarBrazilhasreduceddeforestationby80%andWilmar,Asia’slargestpalmoil producer,haspromisednottocontributetoanyfurtherdeforestation.Africangovernmentsandover 200 companiesareworkingtogetherthroughGrowAfricatoexpandandgreenAfricanagriculturalsystems. TheUnitedNationsSustainableEnergyforAllinitiativeismobilisingthefinancialresourcesandpolitical willtoprovidegreenenergyfor1.3billionpeoplewholackaccesstoelectricityandbillionsmorewith insufficientaccess.

Thesearejustafewofthemanysuccessstoriesthatareteachingusthroughtheirexample.Andthere areplentyofothercoalitionsforactionjustwaitingforleadership.Herearesomesuggestions forways wecanmakechangethatreallymatters.

Weneedacoalition againstfossilfuelsubsidies, which costdeveloping countries aroundUSD500billion annually. Somepoor countriesspend moreonsubsidisingcheappetroleumthanonhealthand education combined. Fossilfuelsubsidies areexpensive,mainly benefit theupper middle classandincrease pollution.Afinancialfront-loading mechanismwouldallowgovernmentstoprovidebenefits–suchas cashdisbursementschemesandbetterpublicservicesforthepoor–beforeremovingtheinefficient,but sometimespopular,fuelsubsidies.

Weneedaglobalcoalitiontoprotectourbeautifuloceans,currentlyunderthreatfromclimatechange, pollutionandoverfishing.Developingcountriesarelosingbillionsofdollarsfromillegalandunreported fishing while sustainable fishing couldincrease thevalueofglobalfisheries bymorethanUSD60billion. Theworld’scoralreefs–whicharehometomanyuniquespeciesandhelp protectcoastalcommunities fromextremeweather–arethreatenedbyclimatechangeandpollution.Protectingtheoceansisa win- winforhumanityandtheenvironment.

Weneedcoalitions tobettermanagethemagnificent riversoftheworld,crucialtoprovidingclean hydropower, irrigatingagriculturetofeedafuture9.6billionpeopleby2050andmanagingincreasing floodsresultingfromclimate change.International expertiseandfront-loadedfinancingcouldhelpbalance immediatecostswiththelonger-termbenefitsofrivermanagement.

Thesearejustsomeofthemanypotentialcoalitionsforactionthatwouldbehighlybeneficialforpeople andtheplanet.

Thisreport showshow partnerships andcoalitions foractioncancontribute toendingpovertyand implementingtheSustainableDevelopmentGoals.Itoffersatheoreticalframeworkformakingpartnerships coalitionsforactionandgivesmanyinspiringexamplesofsuccessfulpartnerships.Thekeyinsightsare thateffectivepartnershipsmust:

• havestrongleadership

• becountry-ledandcontext-specific

• applytherighttypeofactionforthechallenge

• maintainaclearfocusonresults.

Mostimportantisleadership.Leadershipistherarestandmostpowerfulnaturalresourceon theplanet. Unlesssomeoneleads, nothingwillhappen.Butwhensomeoneleads,everythingispossible!

5DevelopmentCo-operationReport2015:MakingPartnershipsEffectiveCoalitionsforAction

Executive summary

hedevelopmentefforts madebytheinternational community overthepast60yearshavehad measurableimpact onreducing poverty,improving humanhealthandtackling otherpressing challenges. Yetfragmentedinitiatives,conflictingprioritiesanduncoordinatedapproachescontinueto

holdbackprogress.

Atthesametime, inourincreasingly interconnected andglobalised world, national boundariesare blurring;thenotionofstate sovereigntythatunderpinnedtraditionalformsofinternationalco-operationis increasinglychallenged.

Theneedforco-ordinatedactionismoreurgentthanever.TheUnitedNationshasledtheformulation of17ambitious,universalandfar-reaching SustainableDevelopmentGoalstobeachievedby2030. Improved and expandedinternationalco-operation,withinasystemofglobalgovernance underpinnedby appropriate mechanismsofmutualaccountability,willbeessentialtoachievethesegoals.

Partnershipsarepowerfuldriversofdevelopment

WhilemostagreethatpartnershipsarecrucialfordrivingcollectiveactiontoachievetheSustainable DevelopmentGoals,theterm“partnerships” encompassesdiverseapproaches,structuresandpurposes, makingitdifficult–ifnotimpossible–togeneraliseaboutthem.

At thesametime,whileuniversalinnatureandapplicabletoallcountries,theSustainableDevelopment Goalsarefoundedontherespectfordiversity–ofcontexts,needs,capabilities,policiesandpriorities, amongothers.Tobeeffective,itisessentialthatpartnershipsaddressingtheseglobalgoalsbedrivenby theprioritiesoftheindividualcountries.

Withinthiscontext,threeguiding principlescanhelptorealisethefullpotentialofpartnershipspost-2015:

1.ACCOUNTABLEACTION.Accountabilitymeansbeing responsibleforone’s actionorinactionand,inthe lattercase,acceptingpotentialsanctionsforlackofcompliancewithcommitments.

Althoughaccountability providedbygovernmentswillremainatthecoreofpost-2015action,today’s developmentpartnershipsbringtogetherarangeofstakeholders:nationalgovernments,parliaments, civilsociety,philanthropies,multilateralorganisations,businessesandmanyothers–notleastamong themthecommunitiesaffectedbydevelopmentinitiatives.While drawingoncommondevelopment effectivenessprinciples,manyoftoday’saccountabilityframeworksarefoundedontherecognitionthat differentstakeholdersmayapproachacommondevelopmentagendaindifferentways.Thisrecognition buildstrustandmutualrespect,twocharacteristicsthatareatthecoreofaccountability.

Sohow dowemanageaccountabilitywithin theincreasingcomplexityofinternationalco-operation? Newwaysofholdingeachothertoaccountareneeded,incombinationwithmeasurablecommitments andstandardsthatarecontinuallyreviewedandupdatedtokeepthemrelevantandresponsive,andto maintainsharedcommitmentandpoliticalmomentum.Itisalsofundamentaltoensurethatallpartners are representedwithingovernancemechanismsandthatallvoicesare heard.

2.CO-ORDINATEDAND EFFECTIVEACTION.With the growing diversity ofpartners involved in developmentco-operation,itismoreimportantthanevertoavoidduplicationofeffortandfragmentation

–problemsthathavelongchallengedtheeffectivenessofdevelopmentco-operation.

Whileeffectiveactionpost-2015 canbegreatlyfacilitated byfocusingpartnershipsonspecificissues orsectors–suchashealth,educationandsustainableenergy–thisdoesnotmeanthatmoreand biggerpartnershipsarethebestsolution;experiencedemonstratesthatthiscanactuallyhinderrather thanpromoteprogress.Streamlinedpartnerships–integratingexistingactorsandstructures–reduce fragmentedoroverlappingactionandease thereportingandadministrativeburdenondeveloping countries,therebyimprovingbothdeliveryandimpact.

Partnerships–includingbetweenthepublicandprivatesectors–canalsohelptakesolutionstoscale, expandingthereachofdevelopmentsolutionstolargenumbersofbeneficiariesinwaysthatindividual governments,businessesorphilanthropiesareusuallynotcapableofdoingontheirown.Finally–butby nomeansleastimportant–strong,committedleadershipgivespartnershipsthemomentumtheyneedto tacklecomplexdevelopmentchallenges,stayon courseandmobilisethehumanandfinancialresources requiredtogetthejobdone.

3.EXPERIENCE-BASEDACTION.The reform ofglobal development co-operation tomeet today’s developmentchallengescallsforchangesinbehaviourandmind-sets. Dialogueandlearning from experienceareessentialtoproducethesechanges.The11casestoriesincludedinthisreportrepresent diversepartnershipexperiencesandapproaches,yetthereisatleastonethingallofthemshare:an emphasis ontheimportanceoflearningfromexperience,knowledgesharingandthedistillationoflessons andgoodpractice.South-Southco-operationisanimportant vehicleforknowledgesharing,enabling countriestoapplylessonstakendirectlyfromtheexperienceofotherstoinformtheirownpoliciesand programmes.

Accountabilitymechanismscontributetolearningfromexperience,enhancingthequalityofdevelopment co-operationtoimproveitsimpact andrelevance.Thesemechanismsrangefrom peerreviewsthat focuson howdevelopmentco-operationisframed,managedanddelivered,tomonitoring,reportingand evaluationcyclesthatare usedtosupportcontinuingadaptation.

Post-2015partnershipswillbringnewandevolvingroles

AchievingtheSustainableDevelopmentGoalswillrequirestronginvolvement bymanyactors,including:

• theprivatesector,forjobcreation,technologydevelopmentandinvestment

• civilsocietyforholdingdevelopmentco-operationpartnerstoaccount,pushingforactionon nationalandglobalcommitmentsandscrutinytoensureproductiveandaccountableinvestment ofpublicresources.

Thisimpliesachangingroleforgovernments,whichhavetraditionallybeen seen asthemainproviders offinancefordevelopment.

Apolicyframeworkforpost-2015partnerships

TheDevelopmentCo-operationReport2015explorestheroleofpartnershipsinprovidingthenecessary balanceofsovereigntyandsubsidiarity,ofinclusivenessanddifferentiation,ofcoherenceandspecialisation fordeliveringtheSustainableDevelopmentGoals.Drawinglessonsfrom experience,itproposesten successfactorsthatprovideanimplementation andmonitoring framework formakingpartnerships effectivecoalitionsforaction:

1.Securehigh-levelleadership.

2.Ensurepartnershipsare country-ledandcontext-specific.

3.Avoidduplicationofeffortandfragmentation.

4.Makegovernanceinclusiveandtransparent.

5.Applytherighttypeofpartnershipmodelforthechallenge.

6.Agreeonprinciples,targets,implementationplansandenforcementmechanisms.

7.Clarifyrolesandresponsibilities.

8.Maintainaclearfocusonresults.

9.Measureandmonitorprogresstowardsgoalsandtargets.

10. Mobilisetherequiredfinancialresourcesandusethemeffectively.

Success factors for effective post-2015 partnerships

Overthepast60yearstheinternationalcommunityhashadaclearimpactonpoverty,healthandotherpressingneeds.Yetthemanyactorsandapproachesoftoday'scrowdeddevelopmentlandscape

presentchallenges.

Anewapproachtopartnerships withinacomprehensivesystem ofglobalgovernance,under- pinnedbystrongmonitoring mechanisms,canensurethat

actionleadstoresults.

10successfactors

1.Securehigh-levelleadership.

2.Ensurepartnershipsarecountry- ledandcontext-specific.

3.Avoidduplicationofeffortand fragmentation.

4.Makegovernanceinclusiveand transparent.

5.Applytherighttypeofpartnership modelforthechallenge.

6.Agreeonprinciples,targets, implementationplansand enforcementmechanisms.

7.Clarifyrolesandresponsibilities.

8.Maintaina clearfocuson results.

9.Measureandmonitorprogress towardsgoalsandtargets.

10.Mobilisetherequiredfinancial resourcesandusethemeffectively.

Thesetensuccessfactorsprovide apolicyframeworkto

maketoday’spartnershipsthe effectivecoalitionsforactionthatwillbe neededto achievetheSustainable DevelopmentGoals.

Chapter1

Making partnerships effective coalitions for action

byHildegardLingnauandJuliaSattelberger,DevelopmentCo-operationDirectorate,OECD

Theuniversal,transformative andinclusiveagendadefinedbythenewSustainableDevelopmentGoals meansthattheneedtoco-operateandworkeffectivelyismoreurgentthanever.Partnershipsarethe wayforwardforeffectivedevelopment.ThisoverviewchapteroftheDevelopmentCo-operationReport

2015proposesanew,multi-levelsystemofaccountabilitytoguideeffectivepartnershipsinimplementing andmonitoringworktoachievetheSustainableDevelopmentGoals.Itdefinesthreecorefunctionsof partnershipsthatarecentraltothesuccessfulimplementation ofthenewgoals:accountability,co- ordinatedactionandknowledgesharing.Drawinglessonsfrom5conceptchaptersand11diversecase storiesofpartnershipsfromaroundtheworld,itdefinesaframeworkforeffectivepost-2015coalitions foractionbasedon10successfactors.

PART I

The power of partnerships for achieving the

Sustainable Development Goals

Chapter2

The promise of partnerships in a post-2015 world

byHomi KharaswithJulieBiau,TheBrookingsInstitution

WhilepartnershipsaregenerallyrecognisedasapromisingvehiclefordeliveringthenewSustainable DevelopmentGoals,thischapteremphasisestheimportanceofchoosingtherightpartnershipforeach challenge.Forinstance,broadco-operationattheglobalandcountrylevelscanbeusefulinensuring basicneeds,butpublic-private partnershipsatthelocallevelmaybemoresuitedfortacklingissues ofinfrastructure. Toaddress free-rider issues associated withbiodiversity,peacekeepingorclimate change,globalintergovernmentalnegotiationscontinuetobe thecentralmechanism.Notallsectorsand challengeshavebeenequallysuccessfulingalvanisingthelevelofinternationalco-operationnecessary toachieveafocusedresponse.Successfactorsforpartnershipsincludeensuringastrongconnection betweenglobalstrategyandlocalimplementation;havingclear,ambitiousandattainabletargets;using performance-based allocationmodels; andensuring that the governancestructure isparticipatory, includingrepresentativesofallstakeholders.

AmatrixofpartnershipapprochesfortheSustainableDevelopmentGoals

Geographicscope

Global

Publicgoods

•Climatechange

•Oceans

•Peace

•Biodiversity

Human settlements

•Energy

•Cities

•Infrastructure

Basicneeds

•Poverty

•Education

•Hunger

•Water

•Health

Socialprogress

•Employment

•Inequality

•Gender empowerment

Stakeholder

Local

Recommendationsforpartnershipsinapost-2015world

• Createa“multi-layered backbonestructure” thatprovidescoherencearoundacommonagenda, establishessharedmeasurementsystemsandfacilitatescontinuouscommunication,witheach layer–global, regional,nationalandlocal–playingadifferentrole.

• Ensurethatallparticipantsare committedtofindingsolutionstocommonproblems.

• Promotechangesinbehaviourandmind-sets whereneededtoensurethatmulti-stakeholder partnershipsfunctionwell.

• Articulateasimplemissionwithclear,ambitiousandattainabletargets.

• Putinplaceaparticipatorygovernancestructureencompassingrepresentativesofallstakeholders.

• Ensurethetypeofpartnershipissuitedtothedevelopmentgoal:

» Basicneedsareveryamenabletoglobalmulti-stakeholder co-operation,whichcanbe steppeduptoensureaglobalsocialfloor.

» Traditionallocalpublic-privatepartnershipsmaybebettersuitedforinfrastructure.

» Globalintergovernmental negotiationsarethebestmechanismforaddressingthefree-rider problemsassociatedwithbiodiversity,peacekeepingorclimatechangemitigation.

» Socio-culturalgoalsarebesthandledthroughlocalmulti-stakeholderpartnerships.

Chapter3

Inclusive partnerships for effective development co-operation

byBrendaKillen,DevelopmentCo-operationDirectorate,OECD

Thefirstdecadeofthismillenniumsawconsensusgrowingaroundtheneedtoheightentheeffectiveness ofdevelopmentco-operation.Anevolvingseriesofdeclarations–fromtheParisDeclarationtotheAccra AgendaforActionandtheBusanPartnershipagreement–setoutandreaffirmedunderpinningprinciples andsetmeasurableindicatorsofeffectivedevelopment.These,inturn,wereendorsedandtakenup byanincreasinglydiverserangeofdevelopmentpartners.Theprocessculminated in2011withthe creationoftheGlobalPartnershipforEffectiveDevelopmentCo-operation:anallianceof160developing anddevelopedcountries,morethan45organisations,civilsocietyandtheprivatesector.Thischapter highlightswhythisGlobalPartnershipcanbepartofthe“how”ofimplementingandmeasuringprogress towardstheSustainableDevelopmentGoalsandmakesrecommendationsforsuccessfulpartnerships post-2015.

Recommendationsforinclusivepartnershipsforeffectivedevelopmentco-operation

• Ensurepartnerships areinclusive. Putinplaceworking practicesthatfacilitate participation, ownership,dialogueandmutuallearning.

• Makegovernancearrangements representative toenhancelegitimacy andstrengthen buy-in.

Takeaflexible,openapproachtoparticipationandmembership–allpartnersneedtohaveequal standing,rightsandabilitytoinfluenceoutcomes.

• Anchorthepartnership toagreedprinciplestoprovidefocus,asharedlanguageandcommon objectives, whilesimultaneously acknowledging a diversity ofapproaches and means for accomplishingthem.Complementpoliticalengagementwithimplementation onthegroundto avoidturningthepartnershipintoa“talkshop”.

• Putinplaceamechanism formonitoringprogressonpromisesandcommitments –basedon empiricaldataandclearmetrics–maketheseresultspublicandfacilitateopendialogue around themtoenablemutuallearning.Thepoliticalwilltobeheldtoaccountbuildstrust,whichisthe startingpointforgenuinepartnership.

Chapter4

Private sector partnerships for sustainable development

by AlexEvans,CenteronInternationalCooperation,NewYorkUniversity

Thepost-2015 Sustainable Development Goalswillrequirecontributions fromallcountries andall actors:publicandprivate.Progresswillneedtobemadeinthreekeyareas:fragilestates,inclusive andsustainablegrowthinmiddle-incomecountries,anddomesticpoliciesindevelopedcountriesthat affectpovertyreductionandsustainableproductionandconsumption.Manyoftheseareasimply a strongrolefortheprivate sector,throughjobcreation,technologydevelopmentandinvestment.However, partnershipswiththeprivatesectorcomewithsomecaveatsthatneedtobeaddressed.Thischapter explorestheroleoftheprivatesectorindeliveringthepost-2015 sustainabledevelopmentagenda, focusingonwhatbusinesscando(andwhatitcannotdo)andtherolegovernmentsneedtoplaytoavoid risksandmaximisepotential.

Recommendationsforprivatesectorpartnershipsforsustainabledevelopment

• Getthebasicsright –ensurebusinessesplaybysocialresponsibilityrules,thatgovernments createanenablingenvironmentandthatdevelopingcountrieshavethecapacitytheyneed.

• Targetspecificsectorsorvaluechains.

• Focusinitiallyonasmallnumberofpartnershipstodemonstrateresultsontheground.

• Monitorbusinesses’performanceontheircommitmentsandmaketheresultspublic.

• Put inplacerules,regulationsandmeasurestoencourageandenablesustainableprivatesector financingandinvestment.

• Ensuregovernmentsprovideincentivesfortheprivatesectortoinvestintheleastdeveloped countriesandinglobalpublicgoods.

• Eliminateperverseincentives.

Chapter5

The concept of accountability in international development co-operation

byPhilippDann,HumboldtUniversityofBerlinandJuliaSattelberger,DevelopmentCo-operation

Directorate,OECD

Accountabilityisaboutsettingcleargoalsandtargets,beingresponsiblefordeliveringonthemand acceptingpotentialsanctionsforlackofcompliancewithcommitments.Withthegrowingnumberof stakeholdersactivelyengagingindevelopmentco-operation,implementingaccountabilityisbecoming increasinglycomplex.Thischapterclarifies theconceptofaccountabilityintoday’sdevelopmentco- operation context. It outlines itsmainfunctions: clarifying roles and responsibilities, encouraging responsibleaction,andbuildinglegitimacyandtrust.Italsodiscussessomeareaswhereimprovements areneededtoprovideobjectivity,tobalancethemeansofenforcementamongpartnersandtoensure thatkeystakeholdersareabletomaketheirvoicesheard. Itconcludeswithrecommendationsonhow todesignaccountabilitymechanismsthatwillenhancetheeffectivenessofdevelopmentco-operation.

Recommendationsforaccountabilityininternationaldevelopmentco-operation

•Definewhoisaccountabletowhomandensuresomeindependenceamongthoseparties.

•Formulateprecisestandardsofexpectedbehaviourandperformance.

•Providethepossibilityofsanctionsincasesofnon-compliance.

•Ensureobjectivityofevaluation.

•Makesureaccountabilityisdemandedequallyfromallpartners.

•Putinplacethemechanismsneededtogiveallstakeholdersavoice.

Chapter6

Accountability mechanisms in development co-operation

byRahul MalhotrawithMeganGrace Kennedy-ChouaneandHanna-MariKilpelainen,DevelopmentCo-operation

Directorate,OECD

Development co-operationtoday involves manylevelsandactors.How can accountability beachievedinthiscomplex environment? This chapterreviewsthe existinginstrumentsand mechanismsfor ensuringaccountabilityindevelopmentco- operation,whichareusefulinestablishing sharedgoalsandcommitments,measuring progress and creating incentives to spurbehaviour changeandimproved performance,despite(and perhaps becauseof)thelackofhardenforcement mechanisms.Thechapterconcludeswitha set ofprioritiesforincreasing the relevance and impact oftheexisting accountability measuresinthepost-2015 frameworkof SustainableDevelopmentGoals.

Theelementsof anaccountabilitymechanism

Recommendationsforaccountability mechanismsindevelopmentco-operation

• Continuallyrefresh andcontextualise measurablecommitments andstandards tokeepthem relevantandresponsive.

• Consolidateexistingaccountabilitymechanismstomaximisetheircollectivecontributiontomutual learningandaccountability.

• Focusonresultsandonevidenceofwhatworks.

• Deployglobalandregionalplatformsformutuallearninganddialogue.

PART II

Development partnerships in action

Chapter7

The Global Partnership for Effective Development

Co-operation

byJoséAntonioMeadeKuribreña,SecretaryofForeignAffairs,MexicoandCo-ChairoftheGlobalPartnershipfor

EffectiveDevelopmentCo-operation

TheGlobalPartnership forEffectiveDevelopment Co-operationisalreadyhelpingtobuildaholistic, inclusiveandaction-orientedpost-2015developmentframework.Fromitsinclusivegovernancestructure toitsroleincreatingaspace forexchangeamongthefullrangeofdevelopmentactors,itisprovingto beparticularlyeffectiveasatransformativetoolontheground.Thischapteroutlinessome ofits practical achievementstodate,which include tracking progressontheimplementation ofthedevelopment effectivenessprinciples,organisingawidelyattendedhigh-levelforuminMexico,andsupportingnearly

40practicalinitiativestoenhancedevelopmenteffectivenessaroundtheworld.

ThischapteralsoincludesanopinionpiecebyLiliannePloumen,DutchMinisterforForeignTradeand

DevelopmentCo-operationandone ofthreeCo-ChairsoftheGlobalPartnership.

Chapter8

The Gates Foundation’s experience with successful development partnerships

byMarkSuzman,PresidentofGlobalPolicy,Advocacy,andCountryPrograms,BillMelindaGates Foundation

Overthepast15yearstheBillMelindaGatesFoundationhasbuiltupawealthofexperienceinworking throughglobalpartnershipstoproduceadramaticimpactonpeople’slives.Thischapterdrawslessons fromthisexperience,lookingatpartnerships–suchasGavi,theVaccineAlliance;theGlobalFundto FightAIDS,Tuberculosis andMalaria; FamilyPlanning2020; andEveryNewborn –toidentifysuccess factors.Whiletheco-ordinatingmechanismsandgovernancestructuresofthese partnershipsvary,they allhavecertaincharacteristicsincommon:asharedsenseofpurpose,aunifiedmission,actionplans, well-definedtargetsandagreedaccountabilitymechanisms.

Chapter9

The International Health Partnership+

by TimEvans,SeniorDirector,Health,NutritionandPopulation,WorldBankandMarie-PauleKieny,Assistant

Director-General,HealthSystemsandInnovation,WorldHealthOrganization

TheInternationalHealth Partnership+isamulti-stakeholder partnershipfocusingonimprovinghealthin developingcountries.Itprovidesa platformforco-ordinatingandaligningefforts,forsharingknowledge andforholdingeachothertoaccount.Thepartnershiphasagreedonseven“behaviours”foreffective co-operationinthehealthsector,buildingontheprinciplesoftheParisDeclarationonAid Effectiveness; theseemphasisesupportfornationalhealthsectorstrategiesandtheuseofcountrysystems.Thischapter exploressomeofthestrengthsandchallengesofthepartnership, andconcludesthatasthedevelopment contextbecomesincreasinglycomplex,itsroleisasrelevantasever.

Development partnerships in education

byManosAntoninis,EducationforAllGlobalMonitoringReport

Whiledevelopmentpartnershipsinbasiceducationhavetakenmanyforms,theEducationforAllFast TrackInitiativeanditssuccessor,theGlobalPartnershipforEducation,have bestexpressedtheaspirations oftheinternationalcommunity.Unlikeinthehealthsector,theseeducationpartnershipsdidnotinitially establishaglobalfund.Instead,theysoughttoestablishacompactamongdevelopmentco-operation providersandgovernmentstocatalyseincreased contributionsbyboth.Inpractice,theformationofthe partnership hadalonggestationperiod.Despiteimprovementsinthegovernancearrangementsand operationalprocedures,thequestionremainsopenwhetherthepromiseofacatalyticeffecthasbeen realised.Buildingonlessonslearned,itisclearthatpartnershipsafter2015willneedmorefundsand betterevidencetodeliverimprovededucation outcomes.

Thischapter alsoincludes anopinion piecebyQianTang,Assistant Director-General forEducation, UNESCO.

Chapter11

Sustainable Energy forAll

byKandehYumkella,UnitedNationsSecretary-General’sSpecialRepresentativeforSustainableEnergyforAll

Poverty and climate change are the twomajor challengesofour time. Sustainable energy holds hugepotentialfortacklingthesetwochallengestogether,supportingactionacrossallthreepillarsof sustainabledevelopment:economicgrowth,environmentalprotectionandsocialprogress.Energyisa developmentenablerfor othercrucialgoals,suchashealth,genderequality,andaccesstofoodandwater. TheSustainableEnergyforAllinitiativeisauniquepartnershipbetweentheUnitedNationsandtheWorld Bank,alongwitharemarkablenetworkofleadersfromdevelopinganddevelopedcountrygovernments, theprivatesector,civilsociety,andmultilateralandnationalfinancialinstitutions.Thischapterdescribes how together theyarecatalysing actionandinvestment toachievethreeambitious goals:ensuring universalaccess tomodernenergyservices,doublingtheglobalrateofimprovementinenergyefficiency anddoublingtheshareofrenewableenergyintheglobalenergymix.

ThischapteralsoincludesanopinionpiecebyMary Robinson,Presidentof theMaryRobinsonFoundation- ClimateJusticeandmemberoftheSustainableEnergyforAllAdvisoryBoard.

Chapter12

TheAid-for-Trade initiative

byYonovFrederickAgah,DeputyDirector-General,WorldTrade Organization

Thepowerfuldevelopmentalroleoftradehasbeen recognisedbytheinclusionoftradeobjectives–and ofaidfortrade–inpreparatory workontheSustainableDevelopmentGoals.Yetdevelopingcountries

–especiallytheleastdeveloped–requirehelpinbuildingtheirtrade-relatedcapacities.Thischapter describestheAid-for-Tradeinitiative,launchedin2005asapartnershiptobuildthesupply-sidecapacity andtrade-relatedinfrastructureofdevelopingcountries.Thischapterexplorestheinitiative’sstrengthsand weaknesses,concludingthattenyears afteritslaunch,ithasfirmlyestablisheditselfintheinternational policyenvironmentandremainsasrelevanttodayaswhenitwas firstlaunched.

Chapter13

The Effective Institutions Platform

byStevePierce,UnitedStatesAgencyforInternationalDevelopmentwithNeilCole,CollaborativeAfricanBudget

ReformInitiative

Effectivenationalinstitutionsandsystemsarevitalforachievingsustainabledevelopment.TheEffective InstitutionsPlatformsupportscountriesinstrengtheningtheirpublicsectorinstitutionsthroughinitiatives suchasthetwodescribedinthischapter.LearningAlliancesonPublicSectorReformoffer–tocollaborative groupsofinstitutions,practitionersandresearchers–organised,hands-onopportunitiestolearnfrom eachother’sexperienceswiththechallenges,risksandpitfallsofpublicsectorreform.CountryDialogues forUsingandStrengtheningLocalSystemspromotegreateruseofcountrysystemsbydevelopment co-operationprovidersasameansofbuildingcapacityandaccountability.Together,theydemonstrate practicalwaysinwhichcollaborativeworkingcanhavegreaterimpact.

Chapter14

The International Dialogue on Peacebuilding and

Statebuilding

byKaifalaMarah,MinisterofFinance,SierraLeoneandChair,g7+

Countriesaffectedbyconflictandfragilityneednewwaysofworkingthatarebettertailoredtotheir specificchallenges.The InternationalDialogueonPeacebuildingandStatebuildingwascreatedin2008 tobringtogetherconflict-affectedandfragilecountries,internationalpartnersandcivilsocietytocatalyse successfultransitionsfromconflictandfragility.TheInternationalDialoguealsoestablishedtheNewDeal forEngagementinFragileandConflict-affectedStatesasaninnovativewayofpromotingdevelopment andmeasuringprogressinthesecontexts.Thiscasestoryreviewstheachievementsandchallengesof boththeInternationalDialogueandtheNewDealtodate.

Chapter15

The Partnership in Statistics for Development in the 21st

Century (PARIS21)

byOlaAwad,President,PalestinianCentralBureauofStatisticsandLeslieRae,PARIS21

PARIS21isanestablishedmulti-stakeholderpartnershipthatcontributestobuildingstatisticalcapacity in developingcountriesthroughsupportfor theproductionofhigh-qualityandtimelystatistics;co-ordination amongprovidersofdevelopmentco-operation,policymakers,anddatausersandproducers;andsupport fordocumenting,archivinganddisseminating data.Italsohelpstoforgestrongalliancesamongkey playersinstatistics,dataanddevelopment,andhasprovidedplatformsfordevelopingcountriestomake theirvoicesheard.Adatarevolutionwillberequiredtoachieveandtracktheimplementationofthe SustainableDevelopmentGoalsindevelopingcountries.ThischapteroutlinesthestrengthsofPARIS21 inpartneringwiththeglobalcommunityto supportthisdatarevolution,aswellasthechallengesitfaces.

ThischapteralsoincludesanopinionpiecebyWinnieByanyima,ExecutiveDirectorofOxfamInternational.

The GrowAfrica partnership

byArneCartridge,ChiefExecutiveOfficer,GrowAfrica

Africa’sfarmingsectorhasgreatpotentialforgeneratingeconomicgrowthandcreatingjobs,particularly forfarmers,womenandyoungpeople.Privatesectorinvestmentisvitaltodriverapidandsustainable growthinagriculture,butdoessomost efficiently when itisinpartnershipwithgovernment and developmentco-operationproviders.ThischapterdescribestheeffortsofGrowAfricato enablecountries torealisethepotentialoftheagriculturalsector.AkeyelementofGrowAfrica’sworkinvolvesincubating newpublic-private partnerships,aswellasstrengthening existingones.Thischapterhighlights some successfulmodels,aswellassomelessonslearnedalongtheway.

Chapter17

Reducing Emissions from Deforestation and Forest

Degradation

byPerFredrikIlsaas Pharo,Director,NorwegianInternationalClimateandForestInitiative,NorwegianMinistryof

ClimateandEnvironment

Theurgentneedtoreducecarbonemissionsfromforestlosspromptedtheinternationalcommunityto negotiatetheReducingEmissionsfromDeforestation andForestDegradation (REDD+)mechanismunder theUnitedNationsFrameworkConventiononClimateChange(UNFCCC).Thiscollaborativemechanismis designedtoprovideincentivesfordevelopingcountriestoreducegreenhousegasemissionsfromtheir forestandpeatlandsectors.Abroadrangeofstakeholders–governments,multilateral organisations,civil society,indigenousgroupsandotherforest-dependentcommunities,academiaandtheprivatesector– areincludedinallREDD+planningandimplementation processes.ThischapterdescribeshowREDD+ worksanddrawsoutsomecommondenominatorsamongthepartnershipsitpromotes.

ThischapteralsoincludesanopinionpiecebyBharratJagdeo,formerPresidentofGuyana.

HIGHLIGHTS16

PART III

Profilesof development co-operation providers

Learning from experience with the Millennium Development Goals as policy and advocacy tools prepared byChantalVergeroftheOECDDevelopmentCo-operationDirectorate

Astheinternational community movestowardsimplementation ofthenewSustainableDevelopment Goals, learningfrom theexperienceoftheMillennium DevelopmentGoals(MDGs)canhelptomake thenewgoalsfunctionasinfluentialpolicytools.Evidenceshowsthattheglobalnarrativearoundthe MDGsnotonlyincreasedpublicandpoliticalsupportforinternational development, italsoresultedinthe reorientationofdevelopmentco-operationprogrammesandpolicies,andpromotedbehaviourchanges withindevelopmentco-operationagencies.Thissectionlooksatthesechangesamongthemembersof theOECDDevelopment Assistance Committee (DAC),drawing onarepresentative sample ofeightDAC membercountries.

DevelopmentAssistance Committee members’ ODA

performance in 2013 and 2014

prepared byYasminAhmadoftheOECDDevelopmentCo-operationDirectorate

Accordingtopreliminarydata,in2014 netofficial development assistance (ODA)flowsfrommember countriesoftheDevelopmentAssistanceCommittee(DAC)wasUSD135.2billion,representing0.29%of gross national income (GNI).Inthepast15years,netODAhasbeen risingsteadilyandhasincreasedby

66%since2000.DespitetherecessioninseveralDACmember countries which hasledtoreductions in theiraidbudgets,itisencouraging thatoveralllevelsofODAremainhighandstable.

Bilateral ODAbyincomegroup,2003-13,grossdisbursements

BillionsUSD,2012constantprices

60

Leastdevelopedcountries

Lower middle-incomecountries

Otherlow-incomecountries

Uppermiddle-income countries

50

40

30

20

10

0

20032004200520062007200820092010201120122013

Source: OECD(2014),“Detailed aidstatistics: ODAofficialdevelopmentassistance:Disbursements”,OECDInternationalDevelopmentStatistics

(database),(accessedon 20April2015).

1 2

Profilesof DevelopmentAssistance Committee members

prepared byIdaMcDonnell andValentina SannaoftheOECDDevelopmentCo-operationDirectorate

Theprofiles ofDACmembersgivekeydataonresourcestheymobilise forsustainabledevelopment, includingofficialdevelopmentassistanceaswellasotherofficialflows,privateflowsatmarketterms andprivate grantsmobilised byNGOsandfoundations. Theprofiles reflect efforts byDACmembers to promotetheeffectiveuseofresourcesforsustainabledevelopment,notablyinrelationtodeveloping countryownership,focusonresults,aidpredictabilityandaiduntying.UsingthelatestdatafromOECD statistics,theprofiles alsoshowthechannels DACmembers usetoallocate theirODA,aswellashowODA isallocatedby geographyandsectors.

Providers of development co-operation beyond the DAC: Trends and profiles

prepared byWillem LuijkxoftheOECDDevelopmentCo-operationDirectorate

Thissectionpresentsinformation onthevolumeandkeyfeaturesof thedevelopmentco-operation providedbycountriesthatarenotmembersoftheDevelopmentAssistanceCommittee(DAC).Itincludes

18providerswhoreporttothe OECDontheir development co-operation programmes, aswellas9 otherproviders thatarepriority partners fortheDAC.Fortheseproviders, theOECDhasestimatedtheir programmevolumebasedonofficialgovernmentreports,complementedbyweb-basedresearch(mainly oncontributions tomultilateral organisations).TheBillMelinda GatesFoundation,theonlyprivate fundingentityreportingtotheOECD, isalsoincludedinthissection.

HIGHLIGHTS18

FormoreinformationandtoaccesstheDevelopmentCo-operationReport2015:

19DevelopmentCo-operationReport2015:MakingPartnershipsEffectiveCoalitionsforAction