Financing of OAS Activities Sources of cooperation Cooperation modalities Cooperation actors...
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Transcript of Financing of OAS Activities Sources of cooperation Cooperation modalities Cooperation actors...
Financing of OAS Activities
Sources of cooperation
Cooperation modalities
Cooperation actors
Specific Funds management models and resources mobilization
Sources of Cooperation
Financial
1. Regular Fund
2. Voluntary Funds (FEMCIDI)
3. Specific Funds
Non-financial
Cooperation Modalities
Direct
Partnerships with other actors
Experience sharing (networks, South-South, triangular, etc.)
Training programs
Beneficiaries
DonorsBilateralMultilateralFoundations and associationsPrivate sector
General Secretariat and its different areasMember States
Cooperation Actors
Funds Management Models
Financing of projects and/or activities
Financing of programs with different components
Cooperation funds
Donor tables
General Objective: Mobilization of larger external resources
What for? ------ to implement the mandates approved by the Member States
How? -------- through quality and results-oriented programs, projects and cooperation activities
Specific Strategic Objectives:
Increase of the Regular FundKeeping current donors and increase their contributionsExpansion of external donors (traditional –countries-,
non-traditional –foundations, private sector, universities, etc- and International Organizations)
Improvement of institucional capacities of the Organization
Greater focus
To achieve the General Objective and Specific Strategic Objectives we have a challenge (RETO)
ResultsEfficiency and effectiveness __________ Viable Transparency PartnerObjectives (clear and focalized)
AND
Be able to demonstrate the added value of working with the OAS
Elements that distinguish the OAS and give its value added:
It is the main multilateral forum of the HemisphereThe OAS promotes values and principles shared with
potential donors (democracy, human rights, rule of law, etc.)
Bilateral and multilateral efforts of the donors can be complemented by the OAS activities (in some cases the efforts channeled through multilateral organizations can be more effective)
The OAS addresses issues that are transnational in nature which are best addressed through a multilateral organization.
Elements that distinguish the OAS and give its value added (slide 2):
Through the collective decisions of Member States we have a political validation at the highest level of our actions
The organization has a unique blend of politics, policies and action
Has the ability to implement programs, projects and cooperation activities of national, subregional, regional or hemispheric nature and in multiple issues (flexibility)
Existence of internal processes for the validation of mandates and technical quality projects
Actions: A. Increase of Donors and contributions
Conduct analytical work and research on donor’s procedures and priorities
Liase with donors and potential donors at different levels (political, managerial, operational and technical)
Prioritize effort on promotion and image aimed at achieving the mobilization of more resources
Outreach to non-traditional donors (foundations, associations, private sector) and International Organizations (IDB, WB, UN and its agencies)
Prepare an inventory of existing agreements and work in making them operational
Actions: A. Increase of Donors and contributions (slide 2)
Produce a matrix of demand (needs) and supply (offers) (Horizontal and South-South cooperation)
Integrate the OAS Offices in the countries and foundations associated with the OAS (PADF, Trust of the Americas, YABT, Private Sector Forum) in the efforts to mobilize external funds
Promote effective management mechanisms (¿?) of cooperation (establishment of funds to have greater certainty as to the quantities, the term and goals, so that it can be better planned – eg Canadian Fund, Spain Fund, eventually EU and others)
Actions:B. Improving internal capacities of the Organization
Improve internal coordination (not to compete, create synergies, ensure that the mobilization of resources for the implementation of mandates, etc.)
Strengthen with staff the area responsible for coordinating the mobilization of external resources (using regular fund, external funding and ICR)
Continue to improve the administration aiming at achieving greater transparency and efficiency in project implementation: strengthen the ability to provide financial reports to donors in a timely manner, strengthen procurement, more efficient administrative processes, etc.)
Actions:B. Improving internal capacities of the Organization (slide 2)
Strengthening the promotion and image capabilities, particularly through electronic media (New Media)
Continue training of staff in project preparation (technical quality)
Implement a results-based Management and continue advancing in the process of monitoring and evaluation
Definition of the expected resultsFollow up on the implementation towards the defined
results and the use of the resources, using proper indicators
Identification and management of risksIncrease our knowledge through lessons learned which
can retro-feed our activities Produce reports showing the results achieved
Results-based Management
Role of the Project Evaluation Committee in the Management of Specific Funds
Reviews project proposals, submitted by technical areas, for financing through specific funds
Evaluates whether the proposed project is in line with OAS mandates and whether the General Secretariat can offer institutional advantages for its implementation
Ensures that the Mission of the member state benefiting from that project has been consulted and that a counterpart institution has been identified in that country
Role of the Project Evaluation Committee in the Management of Specific Funds (slide 2)
Verifies that the proposed project is technically consistent with its purpose, results, activities, and budgetary inputs
Requests responsible area to introduce necessary changes into order to comply with aforementioned points
SAF will not disburse funds without CEP’s approval
Focus / Priority
Organization: Political bodies mandates (ideal to reduce the number of mandate or prioritize the existing ones)
Donors (make compatible donor priorities with the priorities of the Organization expressed in the mandates approved by the Member States)
Flexibility in specific funds management models
Financing of projects and/specific activies
Financing of programs with different components
Cooperation funds
Table of donors (IACHR, CIM, FEMCIDI, etc.)
Tasks to address the challenge (RETO)
Results Implement results-based Management and results monitoring and evaluation program
Efficiency Further develop effective skills for good quality projects and that they respond to mandates (CEP)
Transparency Further improve transparency in administrative processes and ability to report
Objectives To achieve greater focus. Clear objectives