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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
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2
The Backbone Strategy on Reforming TC and PIU
Objectives:
• Providing good quality TC that supports country-led programmes based on strong partner demand
• Providing support through partner-owned project
implementation arrangements with substantial
reduction of parallel Project Implementation Units
Reforming Technical Cooperation and Project
Implementation Units for External Aid provided by the EC
(July 2008)
4 slides
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6
7. Avoid use of Parallel PIU & promote effective Project ImplementationArrangements
ECTechnical
Cooperation
1. Primary aim is Capacity Development
2.Demand led approach where TC is not provided by default
8. Consider innovative options for TC provision
3.Strong result orientation
6. Work through harmonized and aligned actions
5. Take account of country/sector requirements
4.Country owned & managed TC processes
Eight guiding principles
EuropeAid
Four purposes of Technical Cooperation
Capacity Development support is the most
complex and demanding type of TC support!
Partner-ow
ned TC
support
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1. Strategic dialogue
2. Improve design management & accountability
3. Improve tendering, contracting & other procedures
4. Communication, knowledge management, training
5. Implementation and monitoring of the Strategy
The Backbone - five working axis
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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
Key issue for credibility of the Gs
is that incentives and procedures
change to make it possible to
follow these Gs
EuropeAid
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
EuropeAidA 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
9
The guidelines recognise that it is not always feasible
to go all the way to perfect ownership and clear
results.
EuropeAidFocussing on the partner’s programme
Don
or
TC
inp
uts
&activ
itiesg
gg
gg
is wrongly assumed leading to
Sustainablecapacity and
results
“may” lead to Sustainablecapacity and
results
Activities by partner and by
donor TC inputs, under
partner leadership
Partner-ow
ned TC
support
DonorTC inputs &activities
EuropeAidOwnership in practice
• 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.
Partner-ow
ned TC
support
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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
Dem
and, context and capacity
Demand is not a constant, and can be nurtured –
but ....when working with multiple stakeholders, whose
demand counts?
EuropeAidAdapting to context and capacity
• Look at the context and at the incentives to
performance in country systems
• Donor practices (topping-up)
• Good practices in capacity assessments :o Self-assessments of capacity are the besto Make assessments an integral part of CDo Avoid gap assessments
13
Dem
and, context and capacity
EuropeAidHarmonise whenever possible
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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Dem
and, context and capacity
EuropeAidLook for results beyond TC deliverables
nnn
TC suppo
rt
CD processes
Recurrent inputs
Capacity Outputs Outcomes
Wider impact
Internal resour-ces
Start from feasible impact, work backwards to determine if and how TC support may be relevant and feasible
Result-oriented T
C support
EuropeAid
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...)
Result-oriented T
C support
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Changing roles
• ‘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
Start where the partners are
Pay attention to the setting and the communication process
Result-oriented T
C support
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Programme implementation arrangements
• Partner-owned and partner managed
• Embedded in the local institutional context
• Varying between more autonomous or more
integrated structures
over time
depending on purpose and expected results
Program
me im
plementation arrangem
ents
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Programme implementation arrangements
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
Program
me im
plementation arrangem
ents
!! No blueprint solutions – help partners to
get it right and flexible
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Quality Matrix of TC
1. Demand,
adequate ownership and capacity of partners
2. Fits the
context and existing capacity
3. The
support is harmonised and sustainability of benefits considered
4. Link to
outputs and expected outcomes
5. The
programme implementation arrangements are appropriate
•Commitment and demand
•Partner participation
• No critical constraints
•Existing capacity enable absorption
•Similar programmes/TC support has worked
• Synergies and harmonisation options explored
•Stand-alone TC support clearly justified
•Results defined beyond TC deliverables
•Partner inputs are specified
•Implementation is adequate for results
•Managerial autonomy is adequate
•Partners lead and are accountable to domestic stakeholders
Monitoring of T
C support
EuropeAidQuality 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 (…)?
EuropeAid
Guidelines: Table of annexes
• 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
EuropeAidThank you for your attention!
For further information:
• Internet: o www.ec.europa.eu/europeaid/what/delivering-aid/aid-
effectiveness/index_en.htm
• www.capacity4dev.eu
• Intranet:o www.cc.cec/dgintranet/europeaid/activities/adm/
technical_cooperation/index_en.htm
• Functional mail box: [email protected]