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TRANSCRIPT
ANALYSIS OF E-GOVERNMENT PROGRAM ASSISTANCE BY
MAJOR INTERNATIONAL DEVELOPMENT AGENCIES
INTERNEWS NETWORK GRANT #1264 DRAFT,
World Bank infoDev Project Washington D.C.
May2006
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Table of Contents
I. INTRODUCTION ..................................................................................................... 5 II. METHODOLOGY ............................................................................................... 6 III. MAJOR INTERNATIONAL DONOR ORGANIZATIONS ........................... 8
Multilateral Organizations (Regional) ........................................................................ 8 African Development Bank ........................................................................................ 8 Andean Development Corporation ........................................................................... 10 CAF Countries .......................................................................................................... 10 CAF Themes ............................................................................................................. 11 CAF Annual Report and Corporate Brochures ......................................................... 11 Arab Gulf Programme for United Nations Development Organization ................... 13 Asian Development Bank ......................................................................................... 15 Economic Commission for Latin America and the Caribbean (ECLAC) ................ 18 ECLAC Countries ..................................................................................................... 18 Commonwealth Secretariat ....................................................................................... 20 Commonwealth Secretariat Project Area- Democracy ........................................... 22 East African Development Bank (EADB) ................................................................ 25 European Bank for Reconstruction and Development (EBRD) ............................... 27 European Investment Bank (EIB) ............................................................................. 29 European Centre for Development Policy Management .......................................... 31 European Commission Directorate General for Development ................................. 33 Euro-Mediterranean Partnership ............................................................................... 36
Regional Cooperation ................................................................................................... 37 Inter-American Development Bank (IDB) ............................................................... 38 International Organisation of the Francophonie (L'OIF) ......................................... 40 L'OIF .Members ........................................................................................................ 40 L'OIF Activities Report ............................................................................................ 41 ~ttp://www.francophonie.org/ressources/rapport.cfm Islamic Development Bank. 41 Islamic Development Bank ....................................................................................... 42 Kuwait Fund for Arab Economic Development ....................................................... 45 Organisation of East Caribbean States (OECS) ........................................................ 47 OPEC Fund forlnternational Development ............................................................. 53 OPEC Fund Themes- Public and Private Sector Lending ....................................... 53 Pacific Islands Forum Secretariat ............................................................................. 55 West African Development Bank ............................................................................. 57 La Banque Ouest Africaine de Developpement (French only) ................................. 57 BOAD Themes .......................................................................................................... 58
Multilateral Organizations (Global) .............................................................................. 59 Grant Criteria and Project Evaluation ....................................................................... 59 International Finance Corporation ............................................................................ 61 International Development Research Centre (IDRC) ............................................... 63 International Institute for Communication and Development (IICD) ...................... 65 International Monetary Fund (IMF) ......................................................................... 67
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Organisation for Economic Co-operation and Development (OECD) ..................... 68 United Nations Development Programme (UNDP) ................................................. 70 United Nations Online Network in Public Administration and Finance .................. 72 World Bank ............................................................................................................... 73 ·world Trade Organisati8n ........................................................................................ 75
IV. MAJOR BILATERAL DONORS ..................................................................... 77 Bilateral Organizations and National Governments ..................................................... 77
Australia .................................................................................................................... 77 Papua New Guinea ........................................................................................................ 77 South Asia ..................................................................................................................... 77 East Asia ....................................................................................................................... 77 Pacific ........................................................................................................................... 78 Africa & Middle East. ................................................................................................... 78
Austria ....................................................................................................................... 79 Geographic priorities .................................................................................................... 79 · Themes .......................................................................................................................... 79 Priorities ......................................................................................................................... 80 Goals and Principles ..................................................................................................... 80
Belgium ..................................................................................................................... 82 Canadian International Development Agency (CIDA) ............................................. 85 Canada Fund for Africa ............................................................................................ 87 Canadian e.-Policy Resource Centre .......................................................................... 87 Denmark ........................................................... , ........................................................ 88
Partner Countries .......................................................................................................... 90 Other Supported Countries ........................................................................................... 90
Finland ...................................................................................................................... 91 France ........................................................................................................................ 92 German Ministry of Economic Co-Operation and Development ............................. 95 Italy ........................................................................................................................... 99
Albania .......................................................................................................................... 99 Bolivia ........................................................................................................................... 99 Caribbean ............................................................................................ .-....................... 100 Jordan .......................................................................................................................... 100 Honduras ..................................................................................................................... 1 00 Iraq .............................................................................................................................. 100 Lebanon ....................................................................................................................... 100 Macedonia (F. Y .R. 0 .M) ............................................................................................. 100 Morocco ...................................................................................................................... 1 00 Mozambique ............................................................................................................... 100 Nigeria ......................................................................................................................... 100 Panama ........................................................................................................................ 100 Saint Lucia .................................................................................................................. 100 Saint Vincent and the Grenadines ............................................................................... 101 Tunisia ......................................................................................................................... 1 01 Uruguay ....................................................................................................................... 101
Japan ........................................................................................... ~ ........................... 102
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Korea ................................................................................ : ...................................... 104 Official Development Assistance (ODA) ................................................................ 106 Luxembourg ............................................................................................................ 111 Netherlands ............................................................................................................. 112 Dutch Themes - Good Governance ........................................................................ 113 New Zealand ........................................................................................................... 114 Norway ...................................................................... .' ............................................. 118 Portugal ................................................................................................................... 119 Spain ....................................................................................................................... 120 Sweden .................................................................................................................... 122
United States···············································································.···························· 128 Bellanet International Secretariat.. .......................................................................... 131 http://home.bellanet.org/ ......................................................................................... 131 Bill and Melinda Gates Foundation ........................................................................ 133 British Overseas NGOs for Development (BOND) ................................................ 135 British Overseas NGOs for Development (BOND) ................................................ 13~ Canadian Council for International Cooperation (CCIC) ....................................... 136 The Ford Foundation ............................................................................................... 137 W.K. Kellogg Foundation ....................................................................................... 139 Kellogg Foundation Grants Database .................... : ................................................ 140 Open Society Institute ............................................................................................. 141 Transparency International ..................................................................................... 143
V. LIST OF THE MAJOR INTERNATIONAL DONOR ORGANIZATIONS. 146 Multilateral Organizations (Regional) ........ : ...................................................... 146 Bilateral Organizations and National Governments: ............................................ 147
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e-Government Program Assistance By Major International Development Agencies
I. INTRODUCTION
Due to the importance placed on the status of e-Government program assistance by major international agencies, and the inability to capture the enormous information collected under the Knowledge Map and Toolkit deliverables, Internews Network decided to compile and submit a separate deliverable to infoDev, reflecting the in depth research conducted by Internews and her partners.
This deliverable incorporates the objectives of the donor audit component for theeGovernment Knowledge Map and Toolkit deliverables submitted by Internews Network to infoDev under Grant #1264. Under the Donor Audit components in the deliverables, considerable research was carried out to establish the status of e-Government assistance by major International agencies and the key results of this research was captured and included in the Knowledge Map and Toolkit documents, albeit in a summarized form.
Internews believes this deliverable will become an important tool in addressing donor coordination efforts to avoid duplication of resources. The deliverable will also be an important component for developing countries as they seek to determine donor priorities on e-Government. It will assist policy makers submit the right proposals to the most appropriate donor.
For the last ten years, various donors have invested heavily in ICT projects in developing countries to address donor priorities in the areas of public sector reform, democracy and governance, and economic growth. Due to the significant role played by govenp:nents in addressing these priorities, the bulk of donor investment has been directed towards assisting with government-to-government communication needs.
A common misconception in developing countries is that the local representatives of international or bilateral donors work in isolation and can respond independently to host country funding requests. In reality, funding processes and priorities are strictly controlled by the donor organization's headquarters. Headquarters may also establish and shape the requirements that must be met before funding for programs can be released.
Officials and staffers in developing countries can visit donor websites to gain an understanding of these processes and priorities before developing their own strategies for obtaining donor funding. As government officials and policymakers craft their eGovernment strategies, they can consult expert sources on trends and projections in donor assistance on e-Government. Local staff in the donor agencies can provide useful, but non-sensitive, information to policy makers, including information on strategies that would be consistent with donor priorities and project models that stand better chances of getting funded. However, it. is important to note that expatriate staff in these agencies often do not have authorization to divulge sensitive, financial information to host governments for fear of influencing funding expectations. Nevertheless, the local staff
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members are also well placed to become liaisons between the expatriate staff and the host government officials and may assist with communication about the various interests of the two governments. Information from reliable and trusted sources should assist policy makers with informed decision-making in the design and development of e-Government projects.
Each donor has its own goals and missions; the best strategies for approaching the donor will draw on its stated interests and niche within the funding spectrum.
There are at least two approaches among donors to supporting the use ofiCTs to improve government services. Some donors believe that increased access to information will empower citizens to make better decisions about public policy and the political process. They believe that this gain in knowledge and citizen input may, in tum, increase demands for government accountability. Donors operating with this mindset would tend to fund eGovernment programs under so-called "Public Sector Reform" and "Democracy and Governance" initiatives.
II. METHODOLOGY
In undertaking this analysis of e-Government program assistance by donors, secondary data and various case studies on donor websites and individual case studies were reviewed. Earlier terminologies in various donor assistance projects that involved what is now known as e-Govemment were taken into account. It requires a considerable effort to obtain reliable data on these projects, due to the limited publishing of detailed information.
Several websites were reviewed using the e-Government keyword search but very few documents were found. However, additional search was conducted by evaluating specific sector documents (e.g. ICT, Democracy and Governance sectors) in a bid to find e-Government related documents that were not necessarily termed as e-Government.
USAID's funded DOT-COM Alliance website contains up to date e-Government information for all projects implemented. The World Bank's website also contains up to date information on e-Government projects that are being implemented. The various presentations with lessonsleamt were particularly helpful.
Most of the country portals that the team reviewed published informational eGovernment material that comprised of strategies, plans, and basic organizational information. Some of the websites contained information one-Government projects, but no funding details were provided. Looking back in the period before the term eGovernment was widely used, some earlier "connectivity" projects in developing countries involved G2G activities. However, there was little information to determine levels and sources of funding.
The team concluded that it would be beneficial to encourage more e-Government reporting using various terminologies including "inter-ministerial coimectivity",
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'information systems", "local and wide area networks", "Integrated Financial Management Systems", and other terminologies that policy makers and technologists involved in the government sector would have used to describe their projects.
As an example, in the late-1990s the U.S. Government through the Education for Development and Democracy Initiative funded the design and development of information systems to establish connectivity between Parliaments and various high level Ministry officials in several African governments. In recent years, the assistance provided under this Initiative has been scaled up in most African countries to achieve effective Government-to-Government communication.
The project is widely known among policy makers as ExecNet, who identify it clearly as an e-Government project. There may be a number of similar donor initiatives that were undertaken in the past, but the information would be hard to capture without collecting primary data from host countries.
As donors begin formulating e-Government projects for developing countries, there is need to construct mechanisms for capturing and hosting of e-Government project reports. This could be done, in part, through donor coordination forums that exist in developing countries.
Finally, to facilitate future donor audits of e-Government projects, donors should consider the inclusion of electronic information for all projects funded through their own websites; such an endeavor would encourage an open exchange of information on this important component of e-Government strategy.
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III. MAJOR INTERNATIONAL DONOR ORGANIZATIONS
Multilateral Organizations (Regional)
African Development Bank
www.atClb.org
The African Development Bank is a regional multilateral development bank, engaged :ln promoting the economic development and social progress of its Regional Member Countries (RMCs) in Africa. The Bank, established in 1964, started functioning in 1966 with its Headquarters in Abidjan, Cote d' Ivoire. Its shareholders are the 53 countries in Africa as well as 24 countries in the Americas, Europe, and Asia.
The Bank's principal functions are: (i) to make loans and equity investments for the economic and social advancementofthe RMCs; (ii) to provide technical assistance for the preparation and execution of development projects and programs; (iii) to promote investment of public and private capital for development purposes; and (iv) to respond to requests for assistance in coordinating development policies and plans ofRMCs. In its operations, the Bank is also required to give special attention to national and multinational projects and programs which promote regional integration.
AFDB Beneficiary Countries
Angola Benin Burkina Faso Bunmdi Cameroon Cape Verde Central African Republic Chad Comoros Congo Cote d'lvoire Democratic Republic ofCongQ Djibouti Eritrea
AFDB Public Sector Governance
Ethiopia Gambia Ghana Guinea Guinea Bissau Kenva Lesotho Liberia Madagascar Malawi Mali Mauritania Mozambique Niger
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Nigeria Rwanda Sao Tome & Principe Senegal Sierra Leone Somalia Sudan Tanzania Togo Uganda Zambia Zimbabwe
http://vvww.afdb.org/portal/page? pageid=313,1651 06& dad=portal& schema=PORTAL
Themes: Anti-Corruption, Civil Society, NGO & Popular Participation, Governance, Government & Public Institutions, Public Sector Development
AFDB New Partnership for Africa's Development (NEPAD)
http://w\vw.afdb.org/portal/page? pageid=313.476346& dad=portal& schema=PORTAL
NEP AD's goals are threefold: to promote accelerated growth and sustainable development, to eradicate widespread and severe poverty, and to halt the marginalisation of Africa in the globalisation process. These goals translate into six concrete sectoral priorities: first, bridge the Infrastructure Gap (this priority is tackled along four different angles- bridging the Digital Divide, Energy, Transport, Water and Sanitation). Second, build human resources (this priority regroups four missions- reduce poverty, bridge the education gap, reverse the Brain Drain and improve health). Third, develop a strong and sustainable agriculture. Fourth, ensure the safeguard and defence of the environment. Fifth, spread and favour culture across the continent. Sixth, finally, develop science and technology. The implementation ofNEP AD is expected to bring about economic growth and development, increased employment, a reduction in poverty and inequity, the diversification of productive activities, enhanced international competitiveness and increased exports, and finally an increased integration of the African continent.
AFDB Sample Projects
!lttp:/ /www.afdb.org/portal/page? pageid=,313, 164 713& dad::'=portal& schema= PORTAL
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Andean Development Corporation
http:/ /w~t\'W .caf.com
The Andean Development Corporation (CAF) is a multilateral financial institution that promotes the sustainable development of its shareholder countries and regional integration. Serving both public and private sectors, the CAF offers a wide range of financial services to a broad client base composed of the governments ofshareholder countries , public and private companies and financial institutions. Its policies incorporate social and environmental variables, and all its operations are governed by criteria of ecoefficiency and sustainability. The CAF has maintained a permanent presence in its shareholder countries, which has strengthened its regional leadership in terms of effective mobilization of resources. The Corporation is currently the leading source of multilateral financing for the countries of the Andean Community, contributing 55% of total funds approved by multilateral agencies from 1997 to 2002.
CAF Countries
Bolivia
Colombia
Ecuador
Peru
Venezuela
Argentina
Brazil
Chile
Costa Rica
Dominican Republic
Jamaica
Mexico
Panama
Paraguay
Spain
Trinidad and Tobago
Uruguay
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CAFThemes
Governance Strengthening Program http:/ /~'\:>..'w.cafcom/view/index.asp?ms'= 11 &pageMs= 14451
Four major working areas were defined in relation to governance, which integrate, complement and reinforce each other:
Ethics and transparency for development. Promote a line of conduct for social actors in which their attitudes are guided by ethics and a commitment to transparency, accountability and social control, attitudes that would contribute to sustaining the legitimacy of their actions. ·
Institutional strengthening. Promote the development of government institutions and procedures capable of giving an efficient and effective response to social demands and needs, in which relations and interactions between the actors are facilitated by definition of transparent rules and procedures.
Decentralization and citizen participation. Develop and train leaders and support teams at subnationallevels of government in the effective performance of their functions and the use of their authority.
Leadership for the transformation. Educating young people in vision of country and democratic values. Identify potential leaders in the region and lay the foundations for a new style of leadership, enhancing their value systems and supplying them with the tools to assume responsibilities of leadership in the future based on ethical principles and a deep civic and democratic sense.
CAF Annual Report and Corporate Brochures
http://~'\VW.caf.com/view/index.asp?ms= 11 &pageMs= 182?0
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Arab Fund for Economic and Social Development (AFESD)
http://www.arabfund.org/
The AFESD is an Arab regional financial institution, having an independent juridical personality. Its function is to assist the economic and social development of Arab countries through (1) financing development projects, with preference given to overall Arab development and to joint Arab projects; (2) encouraging the investment of private and public funds in Arab projects; and (3) providing technical assistance services for Arab economic and social development.
The AFESD also provides secretariat services for the Coordination Secretariat of Arab National and Regional Development Institutions, which meets periodically to discuss ongoing and planned development projects with the intention of streamlining operational procedures among the member institutions. Members of the coordination group are the Abu Dhabi Fund for Development, the Arab Bank for Economic Development in Africa, the AFESD itself, the Islamic Development Bank, the Kuwait Fund for Arab Economic Development, the OPEC Fund for International Development, and the Saudi Fund for Development. The Coordination Secretariat publishes, twice per year, a Summary of Loans and Technical Assistance Extended to Developing Countries by Arab National and Regional Development Institutions.
AFESD Countries
Members of the AFESD includes all 21 Arab countries that are members of the League of Arab states: Algeria, Bahrain, Djibouti, Egypt, Iraq, Jordan, Kuwait, Lebanon, Libya, Mauritania, Morocco, Oman, Palestine, Qatar, Saudi Arabia, Somalia, Sudan, Syria, Tunisia, United Arab Emirates, Yemen.
AFESD Themes
During 2004, the Arab Fund continued its developmental activities and support ofhigh·priority economic and social development programs in Arab countries. Particular attention was paid to projects in the following areas: electricity generation and transmission, construction of roads, and the provision of housing, potable water and sewerage. These projects contribute to the provision of basic services, improving its productive capacity, alleviating its deficiencies, laying the infrastructure foundation for new investment opportunities and developing existing projects in Arab countries. Furthermore, several grants were provided to member states to enhance the efficiency of their institutions; undertake feasibility studies; organize and host a number of conferences; and modernize their health services, education, training and information systems; as well as support the implementation of emergency programs.
AFSED Projects
http:/ /vvvvw .arabfund.org/ENIND EX. HTM
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Arab Gulf Programme for United Nations Development Organization
http://\vww.agfund.org/
The Arab Gulf Programme for United Nations Development Organizations (AGFUND) is a regional developmental institution, established in 1980 upon the initiative ofHRH Prince Talal Bin Abdul Aziz, and with the support of the Leaders of the Arab Gulf States that constitute its membership and contribute to its budget. AGFUND is concerned with the support of sustainable human development efforts, targeting the neediest groups in the developing countries, particularly women and children, in cooperation with the organizations and institutions active in this field.
AGFUND Structure- Board of Directors and Member States
http://vv'\~·w.agfund.org/english/about-stmcture.htm
Board ofDirectors of AGFUND, chaired by HRH President of AGFUND, and the membership the representatives of the Member States, namely: Kingdom of Saudi Arabia, State ofKuwait, State of Qatar, State of Bahrain, State ofUnited Arab Emirates, and Sultanate of Oman.
AGFUND Themes
During 2004, the Arab Fund extended 26 grants to several Arab countries, having a total value of about KD 5.1 million. These grants sought to enhance the economic and social development efforts in the Arab states, as well as improve the capabilities and efficiency oftheir institutions. They included 11 inter-Arab grants, totaling KD 1.74 million, to support joint Arab projects, and 15 country-specific grants, totaling KD 3.31 million, which twelve Arab states benefited from. The grants focused on providing institutional support and training. Ten of the country-specific grants, totaling KD 2.0 million, and eight of the inter-Arab grants, totaling KD 1.2 million, were aimed at improving the types of services provided by specialized institutions, improving manpower skills and information systems, preserving national heritage, and supporting the activities of several Arab research, training and education centers. The rest of the grants were devoted to activities that included conducting general research, undertaking feasibility studies, and organizing seminars and conferences dealing with issues important to Arab development.
AGFUND Projects
http://wv·rw.agfund.org/cnglish/projects.htm
Since its establishment and up-till 1998, AGFUND has contributed to supporting and funding of 893 projects, including projects of the accredited United Nations Development Organizations and other international organizations, and projects of non-governmental organizations, and Arab governmental bodies, these projects are centered on the sectors of education, health, training and institutional stmcture. AGFUND has also funded 23
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relief.operations. These projects covered 125 developing countries worldwide, at a total cost of US$ 200.000.000 (two hundred million US dollars), which was offered through AGFUND cooperation with 19 UN and other international, regional and national organizations, 167 non-governmental organizations, and a number of Arab government bodies.
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Asian Development Bank
\'{\\'W.adb.org
ADB is a multilateral development financial institution owned by 64 members, 46 from the region and 18 from other parts of the globe. The work of the Asian Development Bank (ADB) is aimed at improving the welfare of the people in Asia and the Pacific, particularly the 1.9 billion who live on less than $2 a day. Despite many success stories, Asia and the Pacific remains home to two thirds of the world's poor. ADB's vision is a region free of poverty. Its mission is to help its developing member countries reduce poverty and improve the quality of life of their citizens.
ADB's main instruments for providing help to its developing member countries are policy dialogue, loans, technical assistance, grants, guarantees, equity investments. ADB's annual lending volume is typically about $6 billion, with technical assistance usually totaling about $180 million a year.
ADB Developing Member Countries
• Afghanistan • Myanmar • Armenia • Nauru • Azerbaijan • Nepal • Bangladesh • Pakistan • Bhutan • ReRub!ic of Palau • Cambodia • Pa12ua New Guinea • China, Peo(21e's ReRublic of • PhiliRRines • Cook Islands • Samoa • Fiji Islands • Singa(2ore • Hong Kong, China • Solomon Islan'ds • India • Sri Lanka • Indonesia • TaiRei,China • Kazakhstan • Tajikistan • Kiribati • Thailand • Korea, ReRublic of • Timor-Leste • Kyrgyz Re(2ublic • Tonga • Lao People's Democratic Re(2ublic • Turkmenistan • Malaysia • Tuvalu • Maldives • Uzbekistan • Marsha!! Islands, ReRublic of the • Vanuatu • Micronesia, Federated States of • VietNam, Socialist Regublic of • Mongolia
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ADB Themes - Governance
http://w~r\n...v.adb.org/Govemance/default.asp
Most of ADB's technical assistance projects and loans seek to integrate governance principles into their capacity building design and implementation. Improving the efficiency and effectiveness of line ministries, agencies, and departments has, and will remain, the major emphasis of ADB's work on governance and public sector management. However, ADB is moving increasingly to address the functioning of core agencies, such as Ministries of Finance, Civil Service Commissions, or Supreme Audit Authorities, whose work affects the functioning of the public sector as a whole. ADB is also working on challenges of sub-national/local governance, reflecting the increasing interest of many Asian and Pacific countries in decentralization. Other priority public governance themes include the public-private interface -- regulation, management of state-owned enterprises, privatization, and corporatization, law and development, strengthening of civil society.
With the adoption of ADB's i\.nticmTuption Policv in July 1998, increasing attention is also being given to the strengthening of key accountability institutions, such as anticorruption 'agencies, supreme audit institutions, and ombudsmen or other watchdog offices.
In all cases, the guiding principle in providing assistance will be to act in full consideration of the characteristics and situation of individual developing member countries.
ADB Governance Assessments
http://www.adb.org/Governance/gov cga.asp
ADB Project Web Sites
http://www.adb.org/Projects/proj websites.asp
ADB Sample Project
Enhancing Municipal Services Delivery Capability Project- Phase 2 http:/ /w\v~rv .adb .org/proj ects/Benchmarking/
The regional technical assistance "Enhancing Municipal Services Delivery Capability or Benchmarking Project- Phase 2" was completed 30 March 2003. It attempted to improve municipal service delivery and institutionalize change capacity in twelve participating municipalities using the change techniques of Benchmarking and Continuous Improvement. These municipalities were led by the core cities in each country: Bangalore, India; Cebu, Philippines; and Colombo, Sri Lanka.
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At the end of the project, the core cities established capacity tb conduct improvement studies; conducted service analyses and awaiting implementation; involved the community in various levels of institutional change; established mechanisms and systems for continuous improvement.
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Economic Commission for Latin America and the Caribbean (ECLA C)
http://w\\'W.eclac.cl
The Economic Commission for Latin America and the Caribbean (ECLAC) is one of five regional commissions of the United Nations Economic and Social Council (ECOSOC). It was created in 1948 to support Latin American governments in the economic and social development of that region. Subsequently, in 1966, the Commission (ECLA, at that time) established the Subregional Headquarters for the Caribbean in Port of Spain to serve all countries of the insular Caribbean, as well as Belize, Guyana and Suriname, making it the largest United Nations body in the subregion.
ECLAC Countries
• ANGUILLA • ANTIGUA ANTI BARBUDA • ARtJBA • BAHAMAS • BARBADOS • BELIZE • BRITISH VIRGIN ISLANDS • CUBA • DOMINICA • DOMINICAN REPUBLIC • GRENADA • GuYANA • HAITI • JAMAICA • MONTSERRAT • NETHERLAt'JDS ANTILLES • · PUERTO RICO • SAINT LUCIA • ST. KITTS AND NEVIS • ST. VINCENT ANDTHE GRENADINES • SURINl\_ME • TRINIDAD AND TOBAGO • UNITED ST'ATES VIRGIN ISLANDS
ECLAC Themes- Knowledge Management
http:/ /wv.,rw .eclacpos.org/Kl\1C/default.asp
At the ECLAC Subregional Headquarters for the Caribbean, data, information and the collective knowledge gleaned from research and interaction with counterparts in the CDCC Member States and elsewhere, are the tools with which we work. Data, information and knowledge as articulated in technical reports, programmes of technical
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assistance, and presentations to seminars, meetings, and workshops, are the major direct products that result from what we do. The Caribbean Knowledge Management Centre is committed to compiling, analyzing, and organizing data into intelligible items of information that create knowledge in the shortest time and with optimal use of our own scarce resources. We aim to ensure that the information that is disseminated fills a real need, is easily accessible, and contributes to a fuller understanding of the development issues facing the Caribbean region.
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Commonwealth Secretariat
http:/ /wvv'\v. thecommonwealth. org/
The Commonwealth Secretariat, established in 1965 is the main intergovernmental agency of the Commonwealth, facilitating consultation and co-operation among member governments and countries. The Commonwealth Fund for Technical Co-operation (CFTC) is the principal means by which the Commonwealth delivers development assistance to member countries. Established by Commonwealth Heads of Government in 1971 to put the skills of member countries at each other's disposal, the CFTC operates on the principle of mutual assistance, with member governments contributing financing on a voluntary basis and obtaining technical assistance as needed.
Commonwealth Member Countries
A!ltiR\J_;;t_and Barbuda
Australia
The Bahamas
Bangladesh
Barbados
Brunei Darussalam
Cameroon
Dominica
Fiji Islands
The Gambia I .
.
.
Malavsia
Mauritius
tvfozambigue
New Zealand
Pakistan
St Kitts and Nevis
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St Vincent and the Grenadines
Sevchellcs
Sierra Leone
Singapore
Solomon Islands
Sri Lanka
Swaziland
Trinidad a11d Tobago
United Kingdom
United Reoublic of Tanzania
Vanuatu
~ ~
*Nauru is a Special Member.
Commonwealth Themes
The CFTC provides for technical co-operation between Commonwealth member countries.
Public Service Reform and Public Sector Restructuring The CFTC designs and implements strategies for improving governance systems, administrative restructuring and integrated public policy management, and assists governments in building the capacity for sustained public sector reform. Integrated packages of policy advice and training focus on improving performance in the public sector, restructuring public enterprises, and promoting public-private sector partnerships.
Legal and Economic Advice The CFTC's in-house consultancy service provides policy advice on such issues as private sector and capital market development, and investment promotion. Its legal and economic specialists draw up model licensing agreements for mining, petroleum and fisheries development, and assist governments in negotiations on natural resource development and maritime boundaries.
Democracy Good Governance and Human Rights The CFTC supports the Secretariat's efforts to advance democracy in Commonwealth countries by providing specialist advisory services, training, experts, consultants and workshops to deepen democracy and strengthen democratic and oversight institutions such as electoral commissions and the offices of ombudsman and auditor-general.
Commonwealth Secretariat Project Area: Governance and Institutional Development
http://V.".VW.thccommonwcalth.org/Templates/Internal.asp?NodeiD=38138
The Governance and Institutional Development Division has responsibility for the Secretariat's mandate on public sector development. Its work covers the full spectrum of public sector administration and management as well as issues relating to civil society and private sector institutions with a public responsibility. GIDD's role is to·provide advice and technical assistance in institutional and capacity building towards poverty alleviation and sustainable development to Commonwealth member countries. It has inhouse specialist expertise in areas such as governance, public sector reform initiatives, public expenditure management, human resource management and development, public private sector partnerships, public sector informatics and anti money laundering.
GIDD's in-house specialists and advisers work in collaboration with other divisions and external partners in providing assistance across a wide range of development issues to meet the particular needs of individual member countries in a complex international
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environment. GIDD is also responsible for the Commonwealth Service Abroad Programme (CSAP), which is an innovative volunteer-based programme designed to assist in the development and implementation of people-centred, mass-impact projects that contribute to the achievement of the Millennium Development Goals.
Commonwealth Secretariat Project Area -Democracy
http://www.thecommomvealth.org/Temp1ates/Interna1.asp?NodeiD=39260&intlstParent NodelD=20639
The Commonwealth is committed to a set of fundamental values spelt out in the Harare Commonwealth Declaration of 1991, at the core of which is belief in and adherence to democratic principles.
We promote democracy through advocacy of democratic principles and practical action to help make them a reality:
Mutual Assistance - we work to improve democratic arrangements through the observation of elections and the provision of technical assistance and training.
Promotion of Best Practice- through the organisation of workshops, seminars and conferences and the production and circulation of publications we work to promote 'best practice' and in general to strengthen democratic values ancl culture.
CMAG - the Commonwealth Ministerial Action Group , a group of eight Foreign Ministers, can take action against countries which are in "serious or persistent violation" of the democratic principles.
The purpose is to ensure that democracy in the Commonwealth is a matter of substance, not merely the adoption of democratic forms.
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Council of Europe Development Bank
http:/ /wv.rw. coebank.org/hom een. htm
Set up in 1956, the Council of Europe Development Bank (CEB) is the oldest international financial institution in Europe and the only one with an exclusively social vocation. The CEB is the financial instrument of the policy of solidarity developed by the Council of Europe. The CEB is a multilateral development bank placed under the supreme authority of the Council of Europe. It nevertheless has its own full legal status and financial autonomy. By granting loans, the Bank participates in the financing of social projects, responds to emergency situations and thus contributes to improving living conditions and social cohesion in the less advantaged regions of Europe. The CEB grants loans in Europe, in the member states.
CEDB Countries
The Council of Europe Development Bank is composed of the following 38 members:
Albania Holy See Poland·
Belgium Hungary Portugal
Bosnia and Herzegovina Iceland Romania
Bulgaria Ireland San Marino
Croatia Italy Serbia and Montenegro
Cyprus Latvia Slovak Republic
Czech Republic liechtenstein Slovenia
Denmark Lithuania Spain
Estonia Luxembourg Sweden
Finland Malta Switzerland
France Moldova "the former Yugoslav Republic of Macedonia"
Germanll Netherlands Turkey
Greece Norway
CEDB Partners
http:/h;vv-.,rw.coebank.org/en/activites/f[partcnariats.htm
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CEDE Themes
http://www.cocbank.org/cn/activitcs/fmaturc.htm
The Bank's fields of action, as defined in its Articles of Agreement and Resolution 1480 (20C~ of the Administrative Council, are structured as follows:
• Strengthening social integration: Aid to refugees, migrants and displaced populations
Social housing
Job creation ahd preservation in SMEs
Disadvantaged urban areas and rural modernisation
• Managing the environment:
Natural of ecological disasters and preventive action
Protection of the environment
Preservation of historic and cultural heritage
• Developing human capital:
Education and vocational training
Health
CEDE Project Examples
http:/ /wwvv .coebank.org/ en/ activitcs/frcxcmp] cs. htm
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East African Development Bank (EADB)
http://www.eadb.org/
The East African Development Bank (EADB) was established in 1967 under the treaty of the then East African Cooperation. Following the break up of the community in 1977, the Bank was re-established under its own charter in 1980. Under this charter, the Bank's role and mandate were reviewed and its operational scope expanded.
Under its expanded operational scope, the Bank offers a broad range of financial services in the Member States of Kenya, Uganda and Tanzania with an overriding objective of strengthening socio-economic development and regional integration. EADB is owned by the three member states of Kenya, Uganda and Tanzania. Other shareholders include the African Development Bank; FMO (Netherlands); DEG (Germany); Consortium of Yugoslav Institutions; SBIC- Africa Holdings; Commercial Bank of Africa, Nairobi; Norbanken AB, Stockholm; Standard Chartered Bank, London; and Barclays Bank International, London.
The revitalization of the regional cooperation among the Member States through the establishment of the new East African Community (EAC) has accorded the Bank the opportunity of playing a catalyzing role in regional integration through provision of development finance. The ensuing prospects conform to the Bank's envisaged stable outlook. The Bank is internationally rated.
EADB Members
1 Kenya Government 124.07 ~:------i
j Uganda Government !24.07 --+------;
j Tanzania Government !24.07
l African Development Bank ·--+~-13-.-36----1 r---------------r-----~ j FMO- Netherlands 10.00
j DEG - Germany
j Consortium of Yugoslav lnstitutio
! SBICcAfrica Holdings
.67
.75
! Commercial Bank of Africa l 0.13 .
fN"ordea Bank Sweden AB jo~--~ ------·-~-------~
~tandard Chartered Bank, London I 0.05 -.·~: j Barclays Bank International 10.05
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EADB Themes
http://'l•"v'>lW.cadb.org/scctors.asp?cat=2
The product range is offered to most productive sectors of the Member States' economies with emphasis on:
Agriculture and Agro-Processing. Industry and Mining Tourism Infrastructure (Including Energy, Information and CommunicationTechnology, Transport and Real Estate and Property Development). Services (including education, health, finance)
EADB Sample Projects
http://wvvw.coebank.org/en/activites/11-exemples.htm
EADB and Regional Integration
http://vv\X.\v.eadb.or0faqs.asp
EADB plays a major role in regional integration by supporting projects that cut across the Member States borders. Such projects are mainly in infrastructure sector (energy, transport and telecommunication). The ownership of the Bank also brings together the three governments of East Africa. The Governing Council of the Bank comprises the three Finance Ministers ofthe Republic ofKenya, Untied Republic of Tanzania and Republic of Uganda.
The Bank's lending activities spread across the three countries. The Bank's regional operation enhances economic activities in the region, hence promoting regional trade. With revitalisation of regional integration through the signing of the East African Customs Union Protocol, EADB has an opportunity to step up support to more viable regional enterprises. The Bank has already expressed desire to participate in financing energy projects stipulated in the region's power master plan which proposes to interconnect the three countries' grids.
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European Bank for Reconstruction and Development (EBRD)
http://\nv\v.cbrd.com/
The European Bank for Reconstruction and Development was established in 1991 when communism was crumbling in central and eastern Europe and ex-soviet countries needed support to nurture a new private sector in a democratic environment. Today the EBRD uses the tools of investment to help build market economies and democracies in 27 countries from central Europe to central Asia.
The EBRD is the largest single investor in the region and mobilises significant foreign direct investment beyond its own financing. It is owned by 60 countries and two intergovernmental institutions. But despite its public sector shareholders, it invests mainly in private enterprises, usually together with commercial partners.
H provides project financing for banks, industries and businesses, both new ventures and investments in existing companies. It also works with publicly owned companies, to support privatisation, restructuring state-owned firms and improvement of municipal services. The Bank uses its close relationship with governments in the region to promote policies that will bolster the business environment.
EBRD Members
http://www .ebrd.com/ countrv/index .htm
The EBRD is the largest single investor in central and eastern Europe and the CIS, where it has a strong presence through a network of over 30 local offices. EBRD staff combine sector expertise with in-depth knowledge of the social, economic and political conditions in each country. The Bank takes a flexible approach and accommodates the needs of private investors. It takes long-term positions and is able to cope with political risk in each country and sector.
EBRD Themes
http://www.ebrd .com/about/index.htm
The mandate of the EBRD stipulates that it must only work in countries that are committed to democratic principles. Respect for the environment is part of the strong corporate governance attached to all EBRD investments.
Every EBRD investment must: Help move a country closer to a full market economy: the transition impact Take risk that supports private investors and does not crowd them out Apply sound banking principles
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Through its investments, the EBRD promotes: Structural and sectoral reforms Competition, privatisation and entrepreneurship Stronger financial institutions and legal systems Infrastructure development needed to support the private sector Adoption of strong corporate governance, including environmental sensitivity
Functioning as a catalyst of change, the EBRD: Promotes co-financing and foreign direct investment Mobilises domestic capital Provides technical assistance
EBRD Sample Projects
http://www. ebrd. corn!proj ects/psd/index.htm
EBRD- Legal Reform
http://v..,,w--..v.ebrd.com/countrv/sector/law/index.htm
The EBRD's Legal Transition Programme helps create an investor-friendly, transparent and predictable legal environment to improve the investment climate in the Bank's countries of operations. The programme focuses on developing legal rules and establishing legal institutions as well as nurturing a culture that is essential for a vibrant market-oriented economy.
EBRD- Telecoms Reform
http://www.ebrd.com/countrv/sector/law/telecoms/about/index.htm
No matter how diverse the policies that countries wish to adopt, there are elements and mechanisms that need to be included in any telecommunications framework which aims to attract private investment while contemplating even limited liberalisation. The EBRD has been an important catalyst of change with respect to reform and development throughout the transition economies. In particular, the EBRD has assisted its countries of operation to gain from the global information and communication revolution. In addition to being a significant investor in the communications sector in the region, the EBRD also provides technical assistance to implement modem and transparent telecommunications regulation and mechanisms which foster the investment environment.
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Europeanlnvestment Bank (EIB)
http://w\vw.eib.eu.int/
The task of the European Investment Bank, the European Union's financing institution, is to contribute towards the integration, balanced development and economic and social cohesion of the Member Countries. To this end, it raises on the markets substantial volumes of funds which it directs on the most favourable terms towards financing capital projects according with the objectives of the Union. Outside the Union the EIB implements the financial components of agreements concluded under European development aid and cooperation policies.
EIB Shareholder Countries and Partners
The shareholders of the European Investment Bank are the 25 Member States of the European Union. Both an EU institution and a Bank, the EIB tailors its activity to EU policies and acts in partnership with the banking community and international institutions.
The cooperative ties which the EIB has forged with the EU institutions and the European banking community enable it to ensure optimum interaction between its loans and EU budgetary aid, and to mobilise sound banking resources for projects which it supports in order to further the Union's economic objectives. The banking community The EU Institutions T'he multilateral development banks
EIB Themes
The Corporate Operational Plan (COP) is a strategic document, approved by the Board of Directors, for defining medium-term policy and setting operational priorities in the light of the objectives assigned to the Bank by its Governors. It is also an instrument for ex post evaluation ofthe EIB's activities. The plan spans three years, although the strategic projections may be adapted during this period in order to take account of new mandates and changes in the economic climate.
Lending activity is geared to six operational priorities: Economic and social cohesion in the enlarged EU Implementation ofthe Innovation2010 Initiative (i2i) Development of Trans-European and Access Networks Support ofEU development and cooperation policies in partner countries: Environmental protection and improvement, including climate change and renewable energy
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Support for small and medium-sized enterprises as well as mid-cap companies of intermediate size.
A further operational priority remains: Support for human capital, notably health.
EIB Projects and Loans
http://www.eib.eu.int/projects/
The EIB offers various financing facilities to support projects, depending on eligibility and project category. Special importance is attached to the appraisal of projects.
The Project list discloses new projects which have reached an advanced stage in the discussions on possible EIB involvement.
The complete list of signed contracts is published under the Loans activity section. Ex -post evaluation provides information on the self evaluation process in the Banlc
Special Interest Innovation 2010 Initiative (i2i) Environment Trans-European Networks (TENs) JASPERS (Joint Assistance to Support Projects in European Regions)
Activity by region EU Enlargement
·Mediterranean Countries (FEMTP) African, Caribbea11 and Pacific Countries (ACP) A.sian and Latin American Countries (ALA)
Useful Links The Project Cvcle at the European Investment Bank Guide to procurement
EIB Sample Projects
http://wvv'W.cib.org/projects/pipeline/
30
European Centre for Development Policy Management
'IV\V\V. ccdpm.org
The European Centre for Dev.elopment Policy Management has been fostering better trade and aid relations between the European Union and African, Caribbean and Pacific (ACP) countries since 1986.
We deal with the international policies that govern development between the ACP countries and EU member states. Chief among these is the Cotonou Partnership Agreement, signed in June 2000 by 77 ACP countries and 15 EU member states. Our mission is to help make these policies work. We do this by helping individuals and organisations to build their own capacity, so that these stakeholders are well informed and confident to join negotiations and broker the best possible deals for their countries or communities.
To this end, we offer a range of resources and expertise for stakeholders to draw on when navigating the maze of ACP-EU policy: policy-related research and information; capacity-building approaches; hands-on facilitation of dialogue between parties; networking; seminars and conferences.
ECDPM Countrfes
The key international policy that covers ACP-EU relations is the Cotonou Partnership Agreement, signed in June 2000 by 77 ACP countries and 15 EU member states. This breakthrough agreement took the preceding ACP-EU policies (under the Lome Convention from 1975 - 2000) to a new level.
ECP DM Themes
Development Po1icv and EU Extemal Action The policy programme follows the evolution ofEU development policy within the context of the EU's international relations. We use our knowledge of this emerging area to contribute to the debate about the role of development policy within the new policy mix on which the EU seeks to base its external action.
ACP-EU Economic and Trade Cooperation The aim of the trade programme is to contribute, in a non-partisan manner, to the development of an ACP-EU trade regime that promotes sustainable development and the integration of the ACP countries into the world economy.
Multi-Actor Partnerships and Governance The partnerships and governance programme works to help mainstream multi-actor partnerships in ACP-EU cooperation, with the intention of: promoting cooperation between state and non-state actors; improving governance at all levels ; enhancing overall aid effectiveness.
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Development Cooperation and Capacity The general obJective of the cooperation and capacity programme is to enhance the quality of EU development assistance by improving the interface between the actors involved (i.e. the European Commission, partner countries and other donors) and supporting the capacity changes needed among those organisations and institutions. Support programmes.
Strategv and Innovation The primary goal ofthe strategy programme is, to enable the ECDPM to maintain its leading position as an independent broker at the ACP-EU interface by continually contribute to innovative thinking, approaches, methods and instruments regarding ACPEU development. We do this through strengthening strategic thinking, learning by doing, and knowledge sharing within the ECDPM.
Communication and Information The general aim of the communications programme is to strengthen internal and external communication processes by matching technology with informational and learning needs of clients, partners, organisations and networks.
ECPDM Sample Projects
Dialogue on ACP-EU cooperation The Cotohou Partnership Agreement reflects a multi-actor and consultative approach. The parties to the agreement now have a legal commitment to involve a wide range of stakeholders in what used to be deemed essentially a national government activity. What are the challenges for the state and non-state actors in implementing this multi-actor approach? What is the value of formal consultations under Article 96?
Trade negotiations Trade is a complex yet crucial factor in development. That is why we work diligently to answer stakeholder questions such as: What are the best ways to build capacity for trade negotiations, facilitate dialogue and share the learning that comes from experience?
Learning a11d networking Learning and networking requires Centre-wide collaboration to monitor our effectiveness and integrate learning into our activities. How can the ECDPM be accountable not only to those who provide funding, but also to those involved more broadly in the development process?
32
European Commission Directorate General for Development
http://europa.eu.int/comm/dgs/development/organisation/mission en.htm
Our mission is to help to reduce and ultimately to eradicate poverty in the developing countries and to promote sustainable development, democracy, peace and security.
Our role is firstly to initiate and formulate the EU's development co-operation policy for all developing countries as defined in Title XX of the Treaty establishing the European Community. In order to realise the potential synergies and maximise the impact of development policy, DG Development works towards greater coherence of Community policies having external effects. In fulfilling its role, DG Development works in close collaboration and interaction with the other Relex services of the European Commission (in particular the EuropeAid Co-operation Office, ECHO, the Directorates General for External Relations, Trade) as well as with other departments of the European Commission (as Fisheries and Agriculture). It is committed to strong co-ordination and complementarity between the-Community, the EC Member States and multi-lateral organisations such as the World Bank, regional development banks, the OECD and the United Nations system in order to maximise the impact of international action on eradication of poverty in the world. DG Development works in partnership with government, civil society, economic and social actors as well as the private sector in developing countries.
Our role is secondly to co-ordinate the Community's relations with the sub-Saharan African, Caribbean and Pacific countries (ACP) and regions, including the African Union, as well as the Overseas Countries and Territories (OCT). To this end, DG Development follows political relations with these countries, programmes resources of the European Development Fund, prepares strategies for co-operation with ACP countries and Overseas Countries and Territories and monitors their implementation.
EC DG Development Institutions and Donors
http://europa.eu.int/comm/development'bodv/organisation/institutions en.htm
DG Development mandate is to enhance the development policies in all developing countries world-wide. DG Development provides policy guidance on development policy and oversees the programming of aid in the ACP countries (Africa, Caribbean and Pacific) and the Overseas Countries and Territories (OCT). The Cotonou Agreement provides the framework for a 20-year partnership for development aid to 77 ACP countries, funded mainly by the European Development Fund.
EC DG Development Themes
The Commission approved on 25 January 2006 7 new thematic programmes in the framework ofthe reform of its External Actions, implementing the Communication on
33
Thematic Programmes through thematic programmes. With the EU's country and regional programmes, the new thematic programmes will form the backbone of the Commission's external cooperation activities from 2007 onwards. The 7 new thematic programmes regroup the 15 current thematic programmes. The aim is to simplify the delivery of foreign assistance and achieve more and better results with the resources available. Thematic programmes are set up to achieve policy objectives that are not geographically limited and where the goal cannot be fully achieved through country and regional programmes. The decision is part of a larger reform of the Community's external cooperation for the new financial period until 2013 under which the Commission will deliver foreign assistance more effectively and more efficiently, under a reduced number of budget lines. The financial allocations for the new thematic programmes await final agreement.
Communication on Thematic Programmes Human Rights and Democracy Environment and Sustainable Management ofNatural Resources, including energy Non-state actors and Local Authorities in Development Food Security Cooperation with Industrialised Countries Migration and Asylum
Europe Aid Cooperation Office
http://emopa.eu.int/comm/europeaid/index en.htm http:// europa.eu.int/ comm/ europeaid/ general/mission en.htm
As part of its efforts to reform the management of external aid the Commission formally set up the EuropeAid Co-operation Office on 1 January 2001. EuropeAid Co-operation Office's mission is to implement the external aid instruments of the European Commission, which are funded by the European Community budget and the European Development Fund. It does not deal with pre-accession aid programmes (Phare, Ispa and Sapard), humanitarian activities, macro-financial assistance, the Common Foreign and Security Policy (CFSP) or the Rapid Reaction Facility.
The Office is responsible for all phases of the project cycle (identification and appraisal of projects and programmes, preparation of financing decisions, implementation and monitoring, evaluation of projects and programmes), which ensures the achievement of the objectives of the programmes established by the Directorates-General for External Relations and Development and approved by the Commission.
EuropeAid Projects- General
http://europa.eu.int/comm/emopeaid/projects/index en.htm
34
EuropeAid Programmes and Projects -Democracy and Human Rights
http://europa.eu.int/comm/europeaid/proiects/eidhr/proiects en.htm
EuropeAid Programmes and Projects - Elections
http:/ I europa.eu.int/comm/ europeaid/proj ects/ eidhr I elections en. htm
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Euro-Mediterranean Partnership
http://curopa.cu.int/comm/external rclations/euromcd
The Euro-Mediterranean Conference of Ministers of Foreign Affairs, held in Barcelona on 27-28 November 1995, marked the starting point of the Euro-Mediterranean Partnership (Barcelona Process), a wide framework of political, economic and social relations between the Member States of the European Union and Partners of the Southern Mediterranean.
The Barcelona Process is a unique and ambitious initiative, which laid the foundations of a new regional relationship and which represents a turning point in Euro-Mediterranean relations. In the Barcelona Declaration, the Euro-Mediterranean partners established the three main objectives ofthe Partnership:
1. The definition of a common area of peace and stability through the reinforcement of political and security dialogue (Political and Security Chapter). 2. The construction of a zone of shared prosperity through an economic and financial partnership and the gradual establishment of a free-trade area (Economic and Financial Chapter). 3. The rapprochement between peoples through a social, cultural and human partnership aimed at encouraging understanding between cultures and exchanges between civil societies (Social, Cultural and Human Chapter).
Euro-Mediterranean Partnership Countries
The latest EU enlargement, on 1st May 2004, has brought two Mediterranean Partners. (Cyprus and Malta) into the European Union, while adding a total of 10 to the number of Member States. TheEuro-Mediterranean Partnership thus comprises 35 members, 25 EU Member States and 10 Mediterranean Partners (Algeria, Egypt, Israel, Jordan, Lebanon, Morocco, Palestinian Authority, Syria, Tunisia and Turkey). Libya has observer status since 1999.
Euro-Mediterranean Partnership Themes- Bilateral and Regional Cooperation
http:/ /europa.eu.int/comm/extemal relations/euromed/meda/meda2 obj .htm
Bilateral Cooperation The priorities for MEDA resources at the bilateral level are: support to economic transition: the aim is to prepare for the implementation of free trade through increasing competitiveness with a view to achieving sustainable economic growth, in particular through development of the private sector; strengthening the socio-economic balance: the aim is to alleviate the short-term costs of economic transition through appropriate measures in the field of social policy.
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Examples of projects financed by MEDA are: structural adjustment programmes in Morocco, Tunisia and Jordan; Syrian-Europe Business Centre; the social fund for employment creation in Egypt; rehabilitation of the public administration in Lebanon; rural development in Morocco.
Examples ofloans signed by the EIB are: projects to improve waste water treatment and management of water resources in Egypt, Lebanon, Jordan, the West Bank and Gaza Strip, and Morocco; measures to reduce pollution and modernisation of traffic control systems at airports in Algeria; renovation of a train line in Tunisia; post-earthquake reconstruction of infrastructure and industry in Turkey.
Regional Cooperation Regional and multilateral co-operation complements and reinforces the bilateral approach. Regional programmes operate in all three domains of the Barcelona Declaration, namely the political and security dimension; the economic and financial dimension; the social, cultural and human dimension. Regional activities are open to all the partners.
Euro-Mediterranean Partnership -Economic Transition Electronic Network
http://europa.eu.int/comm!external rclations/euromedletn/index.htm
The meetings of the group of experts on Economic Transition have become an established feature of the Barcelona Process. The first meeting of the group was held in 1997 and since then meetings have been held each year. The work of the group of experts has served as a contribution to the conclusions ofForeign Ministers Conferences on economic transition issues. The group does not have a formal mandate. Yet, there is broad agreement that the group should bring together experts, both from the EU Member States and from Mediterranean partners, to exchange information and share experience and know-how on issues that pertain to the process of economic transformation towards the goal of a EU-Mediterranean free trade area by the year 2010. In this context, a variety of issues have been reviewed. The 2001 meeting focused on the importance of sound public finance. The 2002 meeting is devoted to the issue of growth and employment in the context of a process of economic transition. Experts from the IMF, the FEMISE network of economic research institutes and from the World Bank, have been invited to contribute to the discussions. An interesting feature is that the experience of the EU and its candidate countries is considered, where relevant.
This Euro-Mediterranean Economic Transition web site has been developed at the request of the partners. It creates a dynamic forum where relevant information on economic transition issues can be shared. The website provides not only a catalogue of the meetings that have been held or will be held soon, it also comprises contributions on a major thematic issues, such as growth and employment, public finance and the functioning of markets.
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Inter-American Development Bank (/DB)
http://\nvw.iadb.org/
A long-standing initiative of the Latin American countries, the Inter-American Development Bank was established in 1959 as a development institution with novel mandates and tools. Its lending and technical cooperation programs for economic and social development projects went far beyond the mere financing of economic projects that was customary at the time.
The IDB's programs and tools proved so effective that soon the IDB became the model on which all other regional and sub-regional multilateral development banks were created. Today, the IDB is the oldest and largest regional development bank. It is the main source of multilateral financing for economic, social· and institutional development projects as well as trade and regional integration programs in Latin America and the Caribbean.
IDB Member Countries
The IDB was founded in 1959 as a partnership between 19 Latin American countries ~md the United States. The original member countries were Argentina, Bolivia, Brazil, Chile, Colombia, Costa Rica, the Dominican Republic, Ecuador, El Salvador, Guatemala, Haiti, Honduras, Mexico, Nicaragua, Panama, Paraguay, Peru, Uruguay, Venezuela and the United States.
Barbados*" Belgium* Belize*" Bolivia*" Brazil*" Canada" Chile*" CoiOmbia•" Costa Rica* " Croatia Denmark* Dominican Republic* " Ecuador*"
France*+ Germany* Guatemala* " Gu:tana*" Haiti*+ H'O"ilduras* " Israel* Italy*" Jamaica*" Japan*" Korea, Republic of* " Mexico*" Netherlands* " Nicaragua* "
*Member of the lnter-American Investment Corporation "Member of the Multilateral investment Fund "Joining the Multilateral investment Fund 2
Spain*" Suriname*" Sweden*+ Switzerland*+ Trinidad and Tobago*" United Kingdom+ United States* " Uruguay*" Venezuela* "
Over the next several decades, the Bank expanded its membership, initially through the Western Hemisphere. Trinidad and Tobago became a member in 1967, to be soon joined by Barbados (1969), Jamaica (1969), Canada (1972), Guyana (1976), The Bahamas (1977) and Suriname (1980). The 18 non-regional or non-Western Hemisphere member countries, consisting of 16 European states plus Israel and Japan, joined between 1976 and 1986. Belize became a member in 1992 and Croatia and Slovenia joined as successor states ofYugoslavia in 1993. The remaining successor states ofYugoslavia decided not
38
to suGceed to Bank membership, with the exception of Serbia-Montenegro, which still has the option for admission as a member of the IDB. The Republic ofKorea became a member country in 2005.
!DB Themes- General
http://v,,v.,r'7>/.iadb.org/topics/indcx.cfm?language=English
!DB Theme - Government and Public Institutions
http://\\'\V\v.iadb.org/topics/g&pi.cfm
Throughout the region, the IDB provides pivotal support for modernization of the state and strengthening of civil society efforts of the region's countries. Operations are financed in three principal areas: judicial reform; public sector management-particularly areas such as decentralization, fiscal management, and institutional reforms in the executive branch of government -- and social sector projects involving civil society. Government and Public Institutions topic has nine subtopics: Citizenship, Decentralization and Sub-national Government, Democracy and Elections, Fiscal Issues and Public Finance, Government and Public Institutions, Judicial Administration and Reform, Legislative and Legal Reform, Private Sector Promotion and Investment, and Public Sector Management and Support.
!DB Theme- Civil Society
http:/ /Vvww .iadb .org/topics/ cs.cfm
The IDB's work with civil society takes on many forms. At the operational level, the Bank and its borrowers consult with civil society organizations (CSOs)and affected populations during the course of project preparation and implementation. At the policy level, NGOs and interest groups review and comment on draft strategies and guidelines for lending. On the institutional front, the Bank works with groups in the region to strengthen their capacity to act as indispensable elements in democratic societies. Civil Society topic has eight subtopics: Citizenship, Civil Society, Civil Society and Development, Community Participation, Conflict Management and Consensus Building, Consultation and Outreach, Development Communications, and Involuntary Resettlement.
IDB Project Gateway
http://www.iadb.org/proiects/overview.cfm?language=en&parid=3
39
International Organisation ofthe Francophonie (L'OIF)
http://v>l\v'>v.francophonie.org/
La Fr~mcophonie, consciente cles liens que cree entre ses membres le partage de la langue franyaise et de valeurs universelles, reuvre au service de la paix, de la cooperation, de la solidarite et du developpement durable. Les institutions de la Francophonie concourent, pour ce qui les conceme, a la realisation de ces obj ectifs. L'Organisation intemationale de la Francophonie mene une action politique en faveur de la paix, de la democratie et des droits de l'Homme et anime dans tous les domaines une concertation entre ses membres. Elle apporte autant que de besoin a ses Etats et gouvemements membres un appui dans !'elaboration ou la consolidation de leurs politiques sectorielles. Elle met en reuvre des actions de cooperation multilaterale, selon une programmation quadriennale conformement aux grandes missions tracees par le Sommet de la Francophonie.
L '0/F Members
L'Organisation intemationale de la Francophonie regroupe 53 Etats et gouvemerrtents et 10 observateurs repartis sur les cinq continents, rassembles autour du partage d'une langue commune: le franyais. Parle par 175 millions de personnes, le franyais a statut de langue officielle,. seul ou avec d'autres langues, dans 30 Etats et gouvemements membres
de l'OIF.
Albanie * Djibouti Moldavie
Andorre * Dominique Monaco
Armenie ** ~ Niger
Autriche ** France Pologne **
Belgique Gabon ReQublique Tchegue **
Benin Georgie** Roumanie
Bulqarie Grece * Rwanda
Burkina Faso Guinee Sainte-Lucie
Burundi Guinee Bissau Sao Tome et PrinciQe
Cambodge Guinee eguatoria!e Senegal
Cameroun Haiti Seychelles
Canada Hongrie ** Slovaquie **
Canada Nouveau-Brunswick Laos Slovenie **
Canada Quebec Liban Suisse
Cap-Vert Lituanie ** Tchad
Centrafrigue Luxembourg Togo Communaute fran~aise de Macedoine * Tunisie Belgique
Madagascar Vanuatu Co mores
Congo Mali Vietnam
Congo RD Maroc
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Cote d'lvoire
Croatie **
* Membres associes . ** Observateurs.
Maurice
Mauritanie
Francophonie Projects - Human Rights and Democracy
http://vv\Jv'Vv.francophonie.org/actions/democratie/fin-ffiddhop.cfm
L'OIF entend apporter une contribution significative ala promotion de la paix, de la democratie, et au soutien a l'Etat de droit et aux droits de l'Homme, en mettant notamment l'accent sur la prevention. Une vie politique apaisee et lajouissance par les citoyens de tous leurs droits, objets de la Declaration de Bamako, sont en effet considerees comme des elements indissociables du developpement durable.
L'Organisation internationale de Ia Francophonie oeuvre pour le renforcement des institutions de I'Etat de droit Gustice, corps legislatifs ... ), Ia promotion des droits humains et de Ia citoyennete.
-9-~ Contribution a Ia paix
*~ Democratie. droits et libertes
*~ Observation et concertation
*~ Appui aux par!ements
*~ Developper les moyens de Ia justice et des institutions d'integration regionale et specialisees
*~ Promouvoir !'expertise juridique et judiciaire francophone
+~ Diffuser le droit
L 'OfF Activities Report
http://www .francophonie .org/ressources/rapport. cfm
41
Islamic Development Bank
http:/ /\V\VW.isdb.org/
The Islamic Development Bank is an international financial institution established in pursuance of the Declaration of Intent issued by the Conference ofFinance Ministers of Muslim Countries held in Jeddah in Dhul Q'adah 1393H, corresponding to December 1973. The Inaugural Meeting ofthe Board of Governors took place in Rajah 1395H, corresponding to July 1975, and the Bank was formally opened on 15 Shawwall395H corresponding to 20 October 197 5. The purpose of the Bank is to foster the economic development and social progress of member countries and Muslim communities individually as well as jointly in accordance with the principles of Shari'ah i.e., Islamic Law.
The functions of the Bank are to participate in equity capital and grant loans for productive projects and enterprises besides providing financial assistance to member countries in other forms for economic and social development. The Bank is also required to establish and operate special funds for specific purposes including a fund for assistance to Muslim communities in non-member countries, in addition to setting up trust funds. The Bank is authorized to accept deposits and to mobilize financial resources through Shari'ah compatible modes. It is also charged with the responsibility of assisting in the promotion of foreign trade, especially in capital goods, among member countries; providing technical assistance to member countries; and extending training facilities for personnel engaged in development activities in Muslim countries to conform to the Shari'ah. .
JSDB Member Countries
http:/ /www.isdb.org/english _ docs/idb _ home/IDB-M -C.htm
The present membership of the Bank consists of 56 countries. The basic condition for membership is that the prospective member country should be a member of the Organization of the Islamic Conference, pay its contribution to the capital of the Bank and be willing to accept such terms and conditions as may be decided upon by the IDB Board of Governors.
IDB Member Countries:
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slamic Republic of Afghanistan otal Subscription: 5.00
Percentage: 0.07%
a otal Subscription: 124.26
Percentage: 1. 72%
dom of Bahrain Subscription: 13.89 ntage: 0.19%
t) .. ,, ......... c Republic of Bangladesh Subscription: 97.82
rcentage: 1.35%
Brunei Darussalam otal Subscription: 24.63
Percentage: 0.34%
R epublic of Chad otal Subscription: 9. 76
Percentage: 0.13%
ion of Comoros Subscription: 2.50
0.03%
• ~Republic of Cote d'Ivoire II Total Subscription: 2.50 - ···· Percentage: 0.03%
=rab Republic of Egypt otal Subscription: 686.84
Percentage: 9.48%
C epublic of Gabon otal Subscription: 14.77
Percentage: 0.20%
Rei:JUtllic of the Gambia ription: 4.96
D"''"ront:•ne :0.07%
epublic of Guinea otal Subscription: 24.63 ercentage: 0.34%
ic of Guinea Bissau bscription: 4.96
DPr·rpnt::lnP; 0.07%
Republic of Indonesia otal Subscription: 124.26
Percentage: 1.72%
slamic Republic of Iran otal Subscription: 694.51
DPrrPnt::tnp· Q t;QO/n
Malaysia otal Subscription: 157.89 Percentage: 2.18%
public of Maldives I Subscription: 2.50
rcentage: 0.03%
epublic of Mali otal Subscription: 9.76
Percentage: 0.13%
Republic of Subscription:
rcentage: 0.13%
ngdom of Morocco I Subscription: 49.24
Dor·rpnt>ln<>:0.68%
of Mozambique Subscription: 4.96
rcentage: 0.07%
f£i1llle!Republic of Niger otal Subscription: 12.41 ercentage: 0.17%
I:SLIItcmclte of Oman Subscription: 27.35
rcentage: 0.38%
Islamic Republic of Pakistan otal Subscription: 246.59
Perce[ltage: 3.41%
State of Palestine otal Subscription: 9.85 ercentage: 0.14%
of Qatar I Subscription: 97.70
rcentage: 1.35% .
ngdom of Saudi Arabia I Subscription: 1,987.87
rcentage: 27.33%
R epublic of Senegal otal Subscription: 24.65
Percentage: 0.34%
C epublic of Sierra Leone otal Subscription: 2.50
Percentage: 0.03%
blic of Somalia I Subscription: 2.50
rcentage: 0.03%
epublic of Sudan otal Subscription: 39.07
Percentage:0.54%
~epublic of Suriname ~otal Subscription: 4.96
Percentage:0.07%
=yrian Arab Republic otal Subscription: 9.92
Percentage: 0.14%
C epublic of Tajikistan otal Subscription: 4.96
Percentage: 0.07%
Republic of Togo otal Subscription: 4.96
lmmmiiilllimllpercentage: 0.07%
epublic of Tunisia otal Subscription: 19.55
PPrr<>nt::tn<>· n ?70fn
Mauritania 9.76
ISDB Themes
http://www.isdb.org/english _ docs/idb _home/strategic _framework.htm
Objectives: Promotion oflslamic financial industry and institutions; Poverty alleviation; Promotion of cooperation among member countries
Priority Areas: To realize these objectives, the IDB Group will focus on the following six priority areas. Human development; Agricultural development and food security; Infrastructure; Development; Intra-trade among member countries; Private sector development Research and development (R & D) in Islamic economics, banking and finance Mobilization of financial resources and quality manpower have been considered as two critical prerequisites for successful implementation of the Strategic Framework. While the Group will continue to strive to increase its resource base, it will also enhance the development impact of these resources.
ISDB Models of Financing
http:/ /www.isdb.org/english docs/idb homc/modefin.htm
ISDB Project Cycle
http://v,•vw.isdb.org/eng1ish docs/idb home/Proj HOME.htm
44
Kuwait Fund for Arab Economic Development
http://v.;rww.kmvait-fund.org
The story of the establishment of Kuwait's aid agency came about in the late 1950's. With the advent of oil and the transformation of Kuwait from a poverty-stricken country to a small wealthy Nation State beginning to draw the initial lines of its infrastructure, Kuwait's then Minister ofFinance Sheik Jaber Al-Ahmad Al-Sabah saw the need to immediately engage in the World's civic duty to less fortunate countries. So, the year of Kuwait's independence saw the birth ofKuwait Fund- with the blessing of the Amir of Kuwait Sheik Abdullah Al-Salem Al-Sabah, a first of its kind aid agency to be set up by a developing nation. Created as a message from the Kuwaiti people saying "Here we are embarking on the tides of change but we will not forget our friends in need".
The Fund is currently implementing an annual program, costing about 1 million Kuwaiti Dinars, to train about 40 newly graduated Kuwaiti engineers. The objective of this program is to assist these graduates in acquiring the skills and practical knowledge needed to enhance the prospects of their employment by the private sector.
The contributions of the State of Kuwait to the resources of other international development institutions, such as the Arab Fund for Economic Development, the African Development Bank, the International Fund for Agricultural Development, and the International Development Association, are normally provided through Kuwait Fund and from its own resources. ·
Kuwait Project Cycle and Themes
http://v.;ww.kuwait-fund.org/e/projectCycle.asp
Eligibility of The Country: The country should be a developing country, but countries whose economies are in transition have been assimilated to this category and are also regarded as eligible. No geographic, ethnic, religious, caste or cultural barrier restricts the assistance of the Fund.
The project should have a strong public sector element and be of a developmental nature. The Fund is not subject to restrictions as to the sectors it may support and the project may fall in any of the sectors of agricultur~ and irrigation, transport and communications, energy, water supply, sewage, industry, education and health.
The project, if not in the health and education sectors, should be based on a detailed techno-economic feasibility study. The feasibility of the project must be demonstrated by cost-benefit analysis and the calculation of an internal economic rate of return, with an indication of sensitivity to changes in parameters. For projects in the health and education sectors, it is sufficient to demonstrate the feasibility of the project through technical and social data, in addition to evidence establishing the need for the project. The studies of the project should include the proposed components.and cost estimates of the project and
45
the proposed financing plan. Reference to the "Kuwait Fund Requirements for the Preparation of a Feasibility Study" is advisable. It is preferable that the services of an independent specialized consultant be obtained for the preparation of feasibility studies.
Kuwait Fund Sample Projects
http://Vv-v.'\v.kuwait-fund.org/e/viewProjects.asp?OK=OK&PROJECTS GROUP=ALL&PROJECTS TYPE =ALL TYPE&PROJECTS SECTOR=ALL SEC
46
Organisation of East Caribbean States (OECS)
http:/ /W'"\V\V.Oecs.on!f
The Organisation ofEastern Caribbean States (OECS) came into being on June 18th 1981, when seven Eastern Caribbean countries signed a treaty agreeing to cooperate with each other and promote unity and solidarity among the Members. The Treaty became known as the Treaty of Basseterre, so named in honour of the capital city of St. Kitts and Nevis where it was signed. Following the collapse of the West Indies Federation, and prior to the signing of the Treaty of Basseterre, two caretaker bodies were created: the West Indies Associated States Council ofMinisters (WISA) in 1966 and the Eastern Caribbean Common Market (ECCM) in 1968. As the islands gained their independence from Britain it became evident that there was need for a more formal arrangement to assist with their development efforts. So it was that the OECS was established. The WISA Secretariat became the central secretariat of the OECS and the ECCM, the Economic Affairs Secretariat. In mid 1997, as a result of restructuring of the organisation the Economic Affairs Secretariat was merged into and became a Division of the OECS Secretariat in St Lucia.
Our mission is to be a major regional institution contributing to the sustainable development of the OECS Member States by assisting them to maximise the benefits from their collective space, by facilitating their intelligent integration with the global economy; by contributing to policy and program formulati~n and execution in respect of regional and international issues, and by facilitation of bilateral and multilateral cooperation.
OECS Member Countries
The OECS is now a nine member grouping comprising Antigua and Barbuda, Commonwealth of Dominica, Grenada, Montserrat, St Kitts and Nevis, St Lucia and St Vincent and the Grenadines. Anguilla and the British Virgin Islands are associate members of the OECS.
OECS Institutions
http:/ !w-wH'. oecs. org/inst. htm
Eastern Caribbean Telecommunications Authority CECTEL) Guided by a Council of Ministers, ECTEL is responsible for setting regulatory policy and guiding the management of the Telecommunications sector in the contracting states. Directorate of Civil Aviation CDCAl The Directorate of Civil Aviation is one of the oldest of the common services entities of the region, and serves to advise the governments of the
47
OECS on all matters relating to Civil Aviation including airfields and airport developments, the implementation ofiCAO conventions and the adequacy of air services. Eastern Caribbean Central Bank CECCB) The Eastern Caribbean Central Bank is the Monetary Authority for the Eastern Caribbean countries of Anguilla, Antigua & Barbuda, Commonwealth of Dominica, Grenada, Montserrat, St Kitts & Nevis, St Lucia, and St Vincent & The Grenadines. Eastern Caribbean Supreme Court The Eastern Caribbean Supreme Court was established in 1967 by the West Indies Associated States Supreme Court Order No. 223 of 1967. It is a superior court of record for nine Member States, six independent namely, Antigua and Barbuda, Dominica, Grenada, St. Kitts-Nevis, St. Lucia, St. Vincent and the Grenadines and three British Overseas Territories namely, Anguilla, the British Virgin Islands and Montserrat.
OECS Programs and Projects
http://www .oecs.org/proj prog.htm
ICT Reform and Modernisation Project 2002 The Organisation of Eastern Caribbean States (OECS) Secretariat and the stakeholders have agreed on the need for development of the Information and Computer Technology (ICT) sector and urgency in the preparation ofiCT Policies. A broad policy is required to address the requirements of the OECS as a sub-region to become competitive in ICT and another five (5) policies for the Member States of Grenada, St Vincent & The Grenadines, St Lucia, Dominica and St Kitts & Nevis to deal with their particular peculiarities and implementation issues.
Telecommunications Reform Project (TELECOMS) The OECS Telecommunications Reform Project was initially a part of a wider project called the Economic Diversification Project. The Governments of the OECS opted for a more focused project that would directly deal with telecommunications. Telecommunications is recognized as being the critical element for economic diversification and it was agreed that there was need for competition in the sector. The TELECOMS project has now been merged into ECTEL, the Eastern Caribbean Telecommunications Authoritv
Trade Policy Assistance Project The OECS Trade Policy Assistance Project is funded by the Canadian International Development Agency (CIDA). The Project seeks to strengthen the capacity ofthe OECS to participate fully and compete in the global economy.
48
Organization of American States (OAS)
http://www .oas.org/
The Organization of American States (OAS) brings together the countries ofthe Western Hemisphere to strengthen cooperation and advance common interests. It is the region's premier forum for multilateral dialogue and concerted action.
At the core of the OAS mission is an unequivocal commitment to democracy, as expressed in the Inter-American Democratic Charter: "The peoples of the Americas have a right to democracy and their governments have an obligation to promote and defend it." Building on this foundation, the OAS works to promote good governance, strengthen human rights, foster peace and security, expand trade, and address the complex problems caused by poverty, drugs and corruption. Through decisions made by its political bodies and programs carried out by its General Secretariat, the OAS promotes greater interAmerican cooperation and understanding.
OAS Member States
The OAS member states have intensified their cooperation since the end of the Cold War, taking on new and important challenges. In 1994 the region's 34 democratically elected presidents and prime ministers met in Miami for the First Summit of the Americas, where they established broad political, economic and social development goals. They have continued to meet periodically since then to examine common interests and priorities. Through the ongoing Summits ofthe Americas process, the region's leaders have entrusted the OAS with a growing number of responsibilities to help advance the countries' shared vision.
49
Antigua and Barbuda
Argentina
The Bahamas
Barbados
Belize
Bolivia
Brazil
Canada
Chile
Colombia
Costa Rica_
Cuba(*)
.Qorninica
Dominicaf]_~_e_QJJ.p!ic
Ecuador
El Salvador
Grenada
Guatemala
Guyana
Haiti
Honduras
Jamaica
Mexico
Nicaragua
Panama
Paraguay
Peru.
;?_<?.JDt Kitts and Ne.Yl.<;i
$._gintjJJ_cia
SJllnt Vinc<;nt_i;iD.d the Grenadl!JSi.?..
Suriname
Trinidad and Tobago
United States of America
Uruguay
Venezuela
50
(*)By resolution of the Eigth Meeting- of Consultation of Ministers of Foreign Affairs (1962) the current Govenunent of Cuba is excluded from participation in the OAS.
OAS Themes
http://ww-..v.oas.org/main/main.asp?sLang=E&sLink= . ./ . ./documents/eng/oasinblief.asp
Defending democracy- The Inter-American Democratic Charter defines the essential elements of democracy and establishes guidelines for responding effectively when it is at risk. This landmark document, which the member states adopted on September 11, 2001-as it happened, the same day terrorists attacked the United States-provides a compass to guide the region's collective action when democracy faces serious challenges. The OAS plays a key role in strengthening democratic institutions and practices in the countries of the Americas. Through its Unit for the Promotion of Democracy (UPD), the OAS has observed elections in a majority of its member states, helping to ensure transparency and integrity in the voting process. Guided by the principles of the Democratic Charter, the OAS also supports efforts to decentralize govenunents, modernize political parties, strengthen national legislatures, and consolidate democratic values and culture. It also works to promote a greater role for civil society in decisionmaking.
Protecting human rights - Despite the prevalence of freely elected govenunents in the Americas, the region continues to see such problems as police abuse, violations of due process of law, and lack of independence in the administration of justice. The OAS human rights system provides recourse to people in the Americas who have suffered violations of their rights by the state and who have been unable to find justice in their own country. The pillars of the system are the Inter-American Commission on Human Rights, based in Washington, D.C:, and the Inter-American Court of Human Rights, located in San Jose, Costa Rica. These institutions apply the regional law on human rights.
The Commission examines petitions filed by individuals who claim the violation of a protected right and may recommend measures to be carried out by the state to remedy the violation. Ifthe country involved has accepted the Inter-American Court's jurisdiction, the Commission may submit the case to the Court for a binding decision. The Commission also conducts on-site visits to member countries, at their invitation, to analyze and report on the status of human rights. It promotes human rights throughout the hemisphere, focusing attention on specific issues such as freedom of expression, the rights of indigenous peoples and women's rights.
Fostering Free Trade- Since the Summit process began, a central goal has been the creation of a hemisphere-wide trading zone, the Free Trade Area of the Americas (FTAA). Working in partnership with the Inter-American Development Bank (IDB) and the United Nations Commission for Latin America and the Caribbean (ECLAC), the OAS Trade Unit has provided extensive technical support to the FT AA negotiations. It
51
has placed particular emphasis on ensuring that the concerns of smaller economies are taken into account in the negotiating process.
In 2004, at the Special Summit of the Americas in Monterrey, Mexico, the hemisphere's presidents and prime ministers reaffirmed "the important role that trade plays in promoting sustained growth and economic development."
Fighting Corruption- In 1996 the OAS member countries adopted the Inter-American Convention against Corruption, the first treaty of its kind in the world. A monitoring process evaluates how countries that have ratified the treaty are complying with its key provisions. As with the anti-drug evaluation process, the goal is to strengthen cooperation among the countries to address shared problems.
The OAS also plays a leading role in other areas of inter-American cooperation. Government ministers in such areas as education, justice, labor, defense, culture and sustainable development meet regularly under its auspices. The OAS Inter-American Commission of Women (CIM) has brought together government ministers responsible: for policies to promote gender equity and equality. Such meetings help the countries coordinate strategies on specific issues and ensure that policies established through the Summits of the Americas reach the national level and that mandates are implemented. The OAS Summits of the Americas Secretariat provides technical, logistical and administrative support to the Summit process.
The OAS General Secretariat also carries out an array of programs in the member countries. For example, the OAS implements sustainable development programs in biodiversity conservation, planning for global climate change, natural disaster mitigation and river basin management. The Inter-American Telecommunication Commission (CITEL), for its part, coordinates regional efforts to develop the gle5bal information society.
OAS- Secretariat for Political Affairs
http://wVvw.oas.org/mainlmain.asp?sLang=E&sLink=http://wv.w.upd.oas.org
OAS Department ofLegalServices
http://www.oas.org/mainlmain.asp?sLamz='E&sLink=http://www.oas.org/legal/intro.htm
52
OPEC Fund for International Development
http://v.iww.opecfund.org/
The OPEC Fund for International Development (the Fund) is an intergovernmental development finance institution established in 1976 by the member states ofthe Organization of the Petroleum Exporting Countries. The Fund was conceived at the Conference of the Sovereigns and Heads of State of OPEC member countries, which was held in Algiers, Algeria, in March 1975. A Solemn Declaration of the Conference "reaffirmed the natural solidarity which unites OPEC countries with other developing countries in their struggle to overcome underdevelopment," and called for measures to strengthen cooperation between these countries.
All developing countries, with the exception of OPEC member countries, are in principle eligible for Fund assistance. The least developed countries, however, are accorded higher priority and have consequently attracted the greater share of the Fund's resources. So far, 119 countries in Africa, Asia, Latin America, the Caribbean, the Middle East and Europe have benefited from the Fund's financial assistance. The Fund has also cooperated, over the years, with a myriad of multilateral, bilateral, national, non-governmental and other organizations worldwide, joining resources and efforts to assist developing countries.
OPEC Fund Member Countries
http://wv.r".v.opectund.org/about/member countries.aspx:
»Algeria »Gabon » Indonesia » Islamic Republic of Iran »Iraq »Kuwait » GSP Libvan AJ » Nilreria »Qatar » Saudi Arabia » United Arab Emirates » Venezuela
OPEC Fund Cooperating Partners
http:i /www .opecfund.org/ about/ cooperating.aspx
OPEC Fund Themes- Public and Private Sector Lending
53
This is the traditional financing window of the Fund and comprises loans for project and program financing and for balance of payments support. The loans are given directly to · the governments of cooperating countries to support development operations across a wide range of social and economic sectors. Typical activities financed through this window include agricultural development, the provision of basic infrastructure such as roads, energy supplies, clean water and sanitation services, and the construction of schools and hospitals.
The Fund's Private Sector Facility was established in 1998 in response to growing demand among partner countries for investment in private enterprise, which is widely accepted as the engine of economic growth. A diversity of financing instruments is available, including loans, lines of credit, equity, quasi-equity and leasing. Financing may be given directly to private entities or channeled through intermediaries, such as local financial institutions. The Facility supports projects in a broad variety of sectors, from industry, telecommunications and manufacturing, to health, urban development and financial services.
OPEC Fund Public Sector Funding Regional Profiles
http://www.opecfund.org/projects operations/public sec lending.aspx
OPEC Fund Private Sector Funding Facility
http://WVvw.opecfund.org/projects operations/private sector.aspx
54
Pacific Islands Forum Secretariat
http:/ /ww¥/.forumsec.org. fj/
The Pacific Island Forum represents Heads of Government of all the independent and self-governing Pacific Island countries, Australia and New Zealand. Since 1971 it has provided member nations with the opportunity to express their joint political views and to cooperate in areas of political and economic concern.
The administrative arm ofthe Pacific Islands Forum, known as the Pacific Islands Forum Secretariat, is based in Suva, Fiji. It undertakes programmes and activities under guidelines decided by the Forum leaders. Pacific Islands Forum Secretariat's current programmes are aimed at promoting regional cooperation among member states through trade, investment, economic development, and political and international affairs.
The Pacific Islands Forum Secretariat was established initially as a 'Trade Bureau' in 1972, and later became the South Pacific Bureau for Economic Cooperation (SPEC). The name South Pacific Forum Secretariat was approved by member governments in 1988 and changed to Pacific Islands Forum Secretariat in 2000.
Pacific Islands Forum Secretariat Member Countries
The 16 member countries of the Pacific Island Forum are:
:)Australia :>Cook Islands >Federated States of Micronesia >Fiji >Kiribati p.Nauru ::>New Zealand >Niue >Palau ::>Papua New Guinea )•·Republic of the Marshall Islands )>Samoa p.Solomon Islands >Tonga ~>Tuvalu
)'~~·Vanuatu
55
The Forum meets each year at Head of Government level. Immediately after this, the post-Forum dialog11e is conducted at Ministerial level with Forum dialogue partners:
>Canada >China ·>European Union ·>France
>India :•Indonesia >Japan )>Korea )>Malaysia >Phillippines
>UK :>-USA
Pacific Island Forum Funding Assistance
The Pacific Islands Pacific Islands Forum Secretariat (FS) coordinates several programs, which provide funding assistance to South Pacific Forum member states. Details of each scheme are available from the Pacific Islands Pacific Islands Forum Secretariat.
Development and Economic Policy Division Funding Assistance Pacific Islands Forum Secretariat Fellowship Scheme, Kanak Fellowship Fund, Small Island States Development Fund, Short Term Advisory Service, Regional Natural Disaster Relief Fund, Structural Reforms, Economic Analysis and Advice.
Political, International and Legal Affairs Division Funding Assistance Law Enforcement Assistance and Travel, Legal Drafting Assistance, Honiara Declaration Legislative Drafting Assistance
Trade and Investment Division Funding Assistance Industry Development and Training Project, Import Support Fund, Marketing Support Fund
56
West African Development Bank La Banque Ouest Africaine de Developpement (French only)
http://v..rww.boad.org/
La Banque Ouest Africaine de Developpement (BOAD) est !'institution commune de financement du developpement des Etats de l'Union Economique et Monetaire Ouest Africaine (UEMOA). Elle a ete creee le 14 novembre 1973. Ses Etats membres sont: le Benin, le Burkina, la Cote d'Ivoire, la Guinee Bissau, le Mali, le Niger, le Senegal et le Togo.
La Banque Ouest Africaine de Developpement (BOAD) est !'institution commune de financement du developpement des Etats de l'Union Monetaire Ouest Africaine (UMOA), transformee en une Union Economique et Monetaire Ouest Africaine (UEMOA) par Traite en date du 10 janvier 1994. Elle est creee par Traite signe le 14 novembre 1973 par ses Etats membres. Les Etats membres de la BOAD sont: le Benin, le Burkina, la Cote d'Ivoire, la Guinee Bissau, le Mali, le Niger, le Senegal et le Togo. Conformement au Traite de l'UEMOA entre en vigueur le 01 aoilt 1994,1a BOAD est une institution specialisee commune de l'Union. Elle concourt " en toute independance a la realisation des objectifs de l'UEMOA sans prejudice des objectifs qui lui sont assignes par le Traite del'UMOA"
La BOAD est un etablissement public a caractere international qui a pour objet, aux termes de L'Article 2 de ses Statuts, "de promouvoir le developpement equilibre des Etats membres et de realiser !'integration economique de l'Afrique de l'Ouest" en finan<;ant des projets prioritaires de developpement rural, infrastructures de base, infrastructures modemes, telecommunications, energie, industries, transport, agro-industries, tourisme et autres services.
West African Development Bank Member Countries
Membres titulaires d'actions de serie A: la Republique du Benin, le Burkina Faso, la Republique de Cote d'Ivoire, la Republique de Guinee Bissau, la Republique du Mali, la Republique du Niger, la Republique du Senegal, la Republique Togolaise, la Banque Centrale des Etats de l'Afrique de l'Ouest (BCEAO), institut d'emission commun aux huit Etats membres ;
Membres .titulaires d'actions de serie B: la Republique Fran<;aise,
57
la Societe Allemande de Developpement (DEG) agissant pour le compte de la Republique d' Allemagne, la Banque Europeenne d'Investissement (BEl) agissant pour le compte de 1 'Union Europeenne (UE), la Banque Africaine de Developpement (BAD), le Royaume de Belgique.
BOAD Themes
http://\vww.boad.org/content/intervention/domaines.htm
Les domaines d'intervention de la Banque concement le secteur public (marchand et non marchand) et le secteur prive :
Industrie et agro-industrie ; o Developpement rural ( dont hydraulique villageoise) ; o Infrastructures de base et infrastructures modemes ; o Telecommunications ; o Energie; o Transport, Hotellerie et autres services.
Plus particulierement dans le secteur prive, ces interventions de la BOAD concement les operations de production ou de distribution de biens et services relevant de tous les domaines d'activites susvises eligibles au financement de Ia Banque et dont l'objectif principal est la recherche de profit. Les domaines sont : l'industrie, le transport, les mines, !'agriculture, la peche, l'elevage, Ia foret, le tourisme, les communications, l'energie, les batiments et travaux publics, et autres entreprises de services. Les interventions de la BOAD dans le secteur prive vont en faveur des projets en creation, extension, modernisation, amelioration et rehabilitation des moyens de production et de distribution, privatisation et rachat d'entreprise.
BOAD Activities
http ://vv>lvW. boad.org/ content/ activites/activi tes menu.htm
BOAD Actualities 2003-2006
http://www.boad.org/content/actualites/actualites menu.htm
58
Multilateral Organizations (Global)
Development Gateway e-Government Grants Program
http://egovernment.developmentgatewav.org/
The Development Gateway Foundation's e-Government Grants Program provides a mechanism for the rapid implementation of locally-driven and scalable e-government initiatives in developing countries. It is a key component of our overall efforts to increase transparency in development processes and build local capacity to create new economic opportunities. We are particularly interested in the areas of procurement, accounting, statistics and international aid management. The objectives of the program are to:
• Increase transparency and efficiency in government operations • Enhance the quality and effectiveness of governance • Stimulate social and economic growth
Development Gateway Themes and Partners
http://topics.developmentgate\vav.org/egovemrnent
Contains information on Key issues, the team and ·cooperating organizations, and news on e-Government grants and activities.
e-Government Grants Program
http://egovernment.developmentgatewav.org/showLayout.do?lavout=aboutEgovernment
The new global consensus to change the framework of development aid places priority on the strengthening of developing countries' administrative systems. Particular emphasis is being placed on the improvement of financial management, development planning, public procurement and service delivery to citizens.
E-government systems are a critical component of institutional capacity building. Our eGovernment Grants Program fits squarely within this agenda, helping governments increase efficiency in the public sector through improved transparency and institutional eapacity in critical areas. The program is a partnership with the Government of Italy and it is open to additional co-funders. Cooperating Organizations: Alfa Redi, Digital Partners, National Computerization Agency, Piazze Telematiche, The Council for Excellence in Government, UNP AN
Grant Criteria and Project Evaluation
We don't choose what recipient governments must implement. We do require, however, that the projects we fund be part of a national e-strategy designed to support overall
59
development goals. Moreover, to ensure rapid implementation and immediate value for all partners, our projects rely on existing studies and plans that have already been endorsed by the implementing governments.
In 2004 we received expressions of interest for 70 projects from 55 countries, indicating a clear demand for this type of program. These project proposals were evaluated based on criteria such as: project characteristics, expected impact, demonstrated support, commitment, demonstrated capacity and management effectiveness, scalability, sustainability and replicability, integration with national ICT and e-govemment strategies and compatibility with national poverty reduction strategies.
Grants have been awarded to the countries below and several others are in advanced planning stages. We continue to evaluate additional projects as funding allows. Grants are typically under $500,000, although co-funding may increase the value of overall assistance.
60
Interf!ational Finance Corporation
www.ifc.org
IFC, a member of the ·world Bank Group, is a global investor and advisor that is committed to promoting sustainable projects in our developing member countries that are economically beneficial, financially and commercially sound, and environmentally and socially sustainable.
We believe that sound economic growth is key to poverty reduction; that it is grounded in the development of entrepreneurship and successful private investment; and that a conducive business environment is needed for the latter to thrive and contribute to improving people's lives.
IFC promotes sustainable private sector development in developing countries. Our particular focus is to promote economic development by encouraging the growth of productive enterprise and efficient capital markets in our member countries.
Our investments in emerging-market companies and financial institutions create jobs, build economies, and generate tax revenues. We also recognize that economic growth is sustainable only if it is environmentally and socially sound and helps improve the quality of life for those living in the developing world.
IFC Member Countries
http://www.ifc.org/ifcext/about.nsi/Content/Member Countries
The International Finance Corporation has 178 member countries. To join IFC, a country must: Be a member of the World Bank (IBRD); Have signed IFC's Artides of Agreement; and Have deposited with the World Bank Group's Corporate Secretariat an Instrument of Acceptance of IFC's Articles of Agreement.
IFC Themes: Information and Communication Technologies
http://web.worldbank.org/WBSITE/EXTERNALITOPICS/EXTINFORMATIONANDC OMMUNICA TIONANDTECHNOLOGIES/O,menuPK:282828~pagePK: 1490 18~piPK: 149093~theSitePK:282823, 00 .html
The GICT Department promotes access to information and communication technologies in developing countries. GICT serves as the core department for investment, policy, and programs related to information and communication technologies.
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IFC Projects and Operations
http://web.worldbank.org/WBSITE/EXTERNALIPROJECTS/O,.menuPK: 115635~pag~f. K:64020917~piPK:64021 009~thcSitePK:40941 ,OO.html
The World Bank carries out projects and provides a wide variety of analytical and advisory services to help meet the development needs of individual countries and the international community
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International Development Research Centre (IDRC)
http://w\v-vv.idrc.ca/en/ev-l-201-1-DO TOPIC.html
The International Development Research Centre (IDRC) is a public corporation created by the Parliament of Canada in 1970 to help developing countries use science and technology to find practical, long-term solutions to the social, economic, and environmental problems they face. Support is directed toward developing an indigenous research capacity to sustain policies and technologies that developing countries need to build healthier, more equitable, and more prosperous societies. In carrying out its mission, IDRC provides funds and expert advice to developing~country researchers working to solve critical development problems.
- funds applied research by researchers from developing countries on the problems they identifY as crucial to their communities. Most projects supported result from direct exchanges between the Centre and developing-country institutions; ·· provides expert advice to those researchers; ·· builds local capacity in developing countries to undertake research and innovate.
IDRC Partners
• Bilateral • Canadian • Foundations • Multilateral
IDRCThemes
From its creation in 1970, the InternationalDevelopment Research Centre (IDRC) has been committed to advancing the role of information in development. A tradition of innovation that began with an emphasis on building databases and information systems has evolved into a focus on the trartsformative nature of information and communications technologies (ICTs). IDRC was one of the first development agencies to embrace ICTs as a key means to foster development and alleviate poverty. With established programs like Acacia in Africa, Pan Asia Networking in Asia, and Pan Americas in Latin America, IDRC has acquired a breadth of experience on the impact of ICTs on the lives of people in the developing world. Building on this experience, IDRC has established two major Canadian-led initiatives to bridge the digital divide:
the Institute for Connectivitv in the Americas, emerging from the Summit of the Americas in 2001; Connectivitv Af1ica, resulting from the 2002 G8 Annual Summit.
IDRCalso houses the Bellanet secretariat, which promotes and facilitates institutional and individual collaboration within the international development community, especially through the use ofiCTs.
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IDRC Specific Projects
• Acacia Initiative Communities and the Information Society in Africa Program Initiative increases the capacity of sub-Saharan communities to apply Information and Communication Technologies (ICTs) to their own social and economic development.
• BeHanet International Secretariat Bellanet promotes and facilitates effective collaboration within the international community, especially through the use ofiCTs.
• Connectivitv Africa
• Institute for Conncctivitv in the Americas ICA successfully promotes the use oflnformation and Communication Technologies to overcome barriers that hinder socio-economic development in Latin America and the Caribbean. In response to the mandates of the Third Summit of the Americas in Quebec City, in 2001, the Canadian government created ICA.
• Canada's IDRC (a) The \Vorld Summit on the Information Society (vVSISl! The World Summit on the Information Society provides a platform for dialogue on the central role ICTs play in human development.
• KariaNet
• PAN-Americas Networking The PAN Americas project supports research on the social uses and impacts of ICTs for development in Latin America and the Caribbean.
• Pan Asia Networking The Pan Asia Networking Program Initiative is studying the impacts of Information and Communication Technologies (ICTs) on people, culture, the economy, and society. Its goal is to strengthen ICTuses that promote sustainable development.
• telecentre.org A new service aimed at helping community telecentres around the world increase their capacity and promote digital development.
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International Institute for Communication and Development (/lCD)
http://www.iicd.org/about/
The International Institute for Communication and Development (IICD) assists developing countries to realise locally owned sustainable development by harnessing the potential of information and communication technologies (ICTs). IICD works with its partner organisations in selected countries, helping local stakeholders to assess the potential uses ofiCTs in development.
We also strengthen the capacities of our local partners to formulate, implement and manage development poliCies and projects that make use ofiCTs.
IICD's mission is to assist developing countries to realise locally owned sustainable development by harnessing the potential of information and communication technologies (ICTs).
We do this through a strategy with the following goals: - to empower local organisations and stakeholders to make effective use of ICTs on their own terms; and -to catalyse lessons learning and knowledge sharing on ICTs by local organisations and the international community.
IICD Countries
http:/ /wvvw.iicd.org/countries/
The purpose of a Country Programme is to enhance the institutional·capacity of the local partners to identify and develop ICT sector policy plans, implement pilot projects, and to further develop their own capacities. Each Country Programme has several components -development of networks, policies, projects and capacities, and knowledge sharing. Country Programmes are long-term investments covering a 5-7 year period. However, the nature and intensity ofiiCD's support changes over time as local partners become more self-reliant. Today, IICD has Country Programmes in 9 countries: Bolivia, Burkina Faso, Ecuador, Ghana, Jamaica, Mali, Tanzania, Uganda and Zambia.
In the past, the cycle normally began with a Roundtable workshop. Today, the starting point is to identify and work with a small network of committed local organisations. The Roundtable workshop is often one of the first joint activities to be developed. Once established, the network's role is to determine priorities, share responsibilities and tasks, act as a platform for the exchange of ideas among participants, seek areas of collaboration, mobilise resources, and monitor planned results.
!!CD Themes: Governance
http://www. iicd. org/thematics/ governance/
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Many of our local partners already work in e-govemment and e-governance. Recent highprofile initiatives such as the Italian Initiative; NEP AD and e-Africa emphasise the potential of ICTs for governance activities. In this context the demand for awareness seminars and this number of projects in the field are likely to increase. IICD partners have engaged in several consultations and exchanges through the e-governance thematic network, in support of their projects or research activities. With a new level of maturity being reached in many e-governance intiatives developed around the world, organisations are increasingly looking to collaborate and evaluate results. IICD's governance thematic networking partners reap the benefits ofthis as increasingly more organisations seek to share the experiences and lessons learned over the past few years, to bring their efforts to a higher level of fruition.
IICD Projects - General
http://v·l\'>v'W.iicd.org/projects/
ICT-enabled projects are one ofiiCD's main outputs. In the sectors education, environment, governance, health and livelihoods, IICD currently supports around 80 ICT projects in implementation and continuing independently from IICD. Before actually starting the formulation of projects, a small network of committed local organisations <md stakeholders - public, private and non-profit - participate in a Roundtable workshop to analyse the potential of ICTs for development and set priorities for future actions. Consequently, after each workshop, project partners formulate sector-wide ICT policy plans and project proposals. To gain experience and to generate awareness and lessons based on practical experiences, a small number of pilot projects may be developed for demonstration purposes and within a broader policy context. Local institutions are individually responsible for the implementation, financing, and management of these projects and policies.
!!CD Projects - Governance
http:/ /wvvw.i icd.org/proj ects/ governance
IICD is supporting the following projects in this sector:
Information Flow Management and Networking
Information Svstem on Public Investment for Small Producers in Agriculture
Gender Evaluation Methodologv for ICT Initiatives
Ghana Dot Gov - Researching the potential for eGoverriment services in Ghana
Infom1ation on Conflicts and Negotiations in Communitarian Original Indigenous Lands in Bolivia
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International Monetary Fund (IMF)
http://wv./w.imf.org
The IMF is an international organization of 184 member countries. It was established to promote international monetary cooperation, exchange stability, and orderly exchange arrangements; to foster economic growth and high levels of employment; and to provide temporary financial assistance to countries to help ease balance of payments adjustment. Since the IMF was established its purposes have remained unchanged but its operations-which involve surveillance, financial assistance, and technical assistance-have developed to meet the changing needs of its member countries in an evolving world economy.
IMF Members
http://www.imf.org/external/np/sec/memdirlmembers.htm
IMF Work Programs
The work ofthe IMF is ofthree main types. Surveillance involves the monitoring of economic and financial developments, and the provision of policy advice, aimed especially at crisis-prevention. The IMF also lends to countries with balance of payments difficulties, to provide temporary financing and to support policies aimed at correcting the underlying problems; loans to low-income countries are also aimed especially at poverty reduction. Third, the IMF provides countries with technical assistance and training in its areas of expertise. Supporting all three of these activities is IMF work in economic research and statistics.
In recent years, as part of its efforts to strengthen the international financial system, and to enhance its effectiveness at preventing and resolving crises, the IMF has applied both its surveillance and technical assistance work to the development of standards and codes of good practice in its areas of responsibility, and to the strengthening of financial sectors.
Technical Assistance
Technical assistance is one of the benefits ofiMF membership. It is normally provided free of charge to any requesting member country, within IMF resource constraints. About three-quarters ofiMF technical assistance goes to low and lower-middle income countries, particularly in sub-Saharan Africa and Asia. Post-conflict countries are also major beneficiaries, with Timor-Leste, the Democratic Republic of Congo, Iraq, and Afghanistan among the top recipients in recent years. A wide range of other countries seek technical assistance to strengthen their capacities. In helping individual countries reduce weaknesses and vull)erabilities, technical assistance also contributes to a more robust and stable global economy.
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Organisation for Economic Co-operation and Development (OECD)
http :/iwww .oecd.org
The OECD groups 30 member countries sharing a commitment to democratic government and the market economy. With active relationships with some 70 other countries, NGOs and civil societv, it has a global reach. Best known for its publications and its statistics, its work covers economic and social issues from macroeconomics, to trade, education, development and science and innovation.
The OECD plays a prominent role in fostering good governance in the public service and in como rate activity. It helps governments to ensure the responsiveness of key economic areas with sectoral monitoring. By deciphering emerging issues and identifying policies that work, it helps policy-makers adopt strategic orientations. It is well known for its individual cOLmtry survevs and reviews.
The OECD produces internationally agreed instruments, decisions and recommendations to promote rules of the game in areas where multilateral agreement is necessary for individual countries to make progress in a globalised economy. Sharing the benefits of growth is also crucial as shown in activities such as emerging economies, sustainable development, territorial economy and aid.
OECD Member Countries
Twenty countries originally signed the Convention on the Organisation for Economic Co-operation and Development on 14 December 1960. Since then a further ten countries have become members of the Organisation. The Member countries of the Organisation and the dates on which they deposited their instruments of ratification are: ·
AUSTRALIA: 7 June 1971 AUSTRIA: 29 September 1961 BELGIUM: 13 September 1961 CANADA: 10 April1961 CZECH REPUBLIC: 21 December 1995 DENMARK: 30 May 1961 FINLAND: 28 January 1969 FRANCE: 7 August 1961 GERMANY: 27 September 1961 GREECE: 27 September 1961 HUNGARY: 7 May 1996 ICELAND: 5 June 1961 IRELAND: 17 August 1961 ITALY: 29 March 1962 JAPAN: 28 Apri11964 KOREA: 12 December 1996 LUXEMBOURG: 7 December 1961 MEXICO: 18 May 1994 NETHERLANDS: 13 November 1961
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NEW ZEALAND: 29 May 1973 NORWAY: 4 July 1961 POLAND: 22 November 1996 PORTUGAL: 4 August 1961 SLOVAK REPUBLIC: 14 December 2000 SPAIN: 3 August 1961 SWEDEN: 28 September 1961 SWITZERLAND: 28 September 1961 TURKEY: 2 August 1961 UNITED KINGDOM: 2 May 1961 UNITED STATES: 12 Apri11961
OECD e-Government Project
http://\vebdomino1.oecd.org/COMNET/PUM/egovproweb.nsf
In 2001, the Public Governance and Tenitorial Development Directorate (GOV), formerly the Public Management Service (PUMA), launched a project onegovemment. The project explores how governments can best exploit information and communication technologies to embed good governance principles and achieve public policy goals. The key factors that distinguish this project from other work on egovemment are the focus on the longer term and its attention to good governance and public administration reform.
A complementary aspect of the project is to carry out e-government country peer reviews at the request of individual Member countries. These reviews identify the strengths and weaknesses of national e-govemment policies and initiatives and the obstacles to successful implementation. The first report in the series, "e-Govemment in Finland", was published in November 2003. The second and third reviews, "e-Govemment in Mexico" and "e-Govemment in Norway" are now completed and will soon be published.' A review of "e·Govemment in Denmark" is ongoing and will be completed in June 2005. A number of other countries have requested peer reviews.
OECD e-Government Country surveys and other information
http://www.oecd.org/department/0,2688,en 2649 34129 1 1 1 1 LOO.html
OECD Public Governance and Management
http://www.oecd.org/topic/0,2686,en 2649 37405 1 1 1 1 37405.00.html
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United Nations Development Programme (UNDP)
W\'VW.undp.org
UNDP is the UN's global development network, an organization advocating for change and connecting countries to knowledge, experience and resources to help people build a better life. We are on the ground in 166 countries, working with them on their own . solutions to global and national development challenges. As they develop local capacitt_, they draw on the people ofUNDP and our wide range of partners.
UNDP Themes
World leaders have pledged to achieve the Millennium Development Goals, including the overarching goal of cutting poverty in half by 2015. UNDP's network links and coordinates global and national efforts to reach these Goals. Our focus is helping countries build and share solutions to the challenges of: Democratic Governance Poverty Reduction Crisis Prevention and Recovery Energy and Environment HIV/AIDS
UNDP Countries
http://wvvw.undp.org/countries/
UNDP Democratic Governance site
http://www.undp.org/governance/
Democratic governance is central to the achievement of the MDGs, as it provides the 'enabling environment' for the realization of the MDGs and, in particular, the elimination of poverty. The critical importance of democratic governance in the developing world was highlighted at the Millennium Summit of2000, where the world's leaders resolved to "spare no effort to promote democracy and strengthen the rule of law, as well as respect for all internationally recognized human rights and fundamental freedoms, including the right to development." A consensus was reached which recognized that improving the quality of democratic institutions and processes, and managing the changing roles of the state and civil society in an increasingly globalised world must underpin national effmts to reduce poverty, sustain the environment, and promote human development.
UNDP's work in democratic governance is reinforced by its network of over 166 offices and its global partnerships with democratic governance institutions.
UNDP's core services to support national processes of democratic transitions, focus on: (1) Policy advice and technical support; (2) Strengthening capacity of institutions and
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individuals (3) Advocacy, communications, and public information; (4) Promoting and brokering dialogue; and (5) Knowledge networking and sharing of good practices.
UNDP Democratic Governance Thematic Trust Fund
UNDP relies on a new instrument -- Thematic Trust Funds -- to help achieve development goals. These funds enable donors to provide additional contributions for work in the UNDP practice areas. They support a multi-year funding framework-- a compact among donors, host governments and UNDP to implement results-oriented programmes at the country, regional and global levels.
The Democratic Governance Thematic Trust Fund (DGTTF) was established in 2001 as a · new instrument providing UNDP with additional (non core) resources to address development priorities in Democratic Governance. The DGTTF has the following three strategic objectives:
To provide an alternative to traditional funding arrangements (core and project-by-project cost-sharing), by functioning as a fast and flexible funding mechanism for innovative UNDP projects in Democratic Governance, mainly at the country level; To support the Democratic Governance Practice Area at the global and level; To provide a driving force for substantive and geographical alignment around the strategic focus ofUNDP in the area of Democratic Governance, as expressed in the organisation's four year strategic planning framework: the Second Multi-Year Funding Framework (MYFF) 2004-2007.
Contributions from donors to the DGTTF can be made through three different "Windows":
Country Windows: for funds earmarked to specific countries for thematic activities Regional Windows: for funds earmarked to specific regional programmes for thematic activities Global Windows: for non-earmarked thematic contributions, for country, regional and global use.
UNDP Oslo Governance Centre http:/ lww1""'· undp. orgloslocentre/index. htm
UNDP Oslo Governance Centre is UNDP's global thematic facility on democratic governance. The Centre has been established to position UNDP as a champion of democratic governance, as an end in itself, and as a means to achieve the Millennium Development Goals. This is done through knowledge networking and multi-disciplinary team work, as well as through close partnerships with leading policy and research institutions, both in the 'north' and the 'south'. The Centre has a special focus and competency in the areas of: governance and poverty reduction; governance and conflict prevention; civil society, empowerment and governance; and learning and capacity development
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United Nations Online Network in Public Administration and Finance
WW\V.unpan.org
The mission ofUNP AN- United Nations Online Network in Public Administration and Finance- is to promote the sharing of knowledge, experiences and best practices throughout the world in sound public policies, effective public administration and efficient civil services, through capacity-building and cooperation among the United Nations Member States, with emphasis on south-south cooperation and UNP AN's commitment to integrity and excellence.
With communication technologies advancing at a tremendousrate, electronic information centres, online research organizations and specialized e-networks are becoming increasingly common and duplicative. UNP AN is different. Its substantive capacity and specialized service combine to create a uniqueness that sets UNP AN apart from conventional web-based information sources. The one feature that is most unique about UNP AN is its universality as an online public sector policy and management informatiion and knowledge network. UNP AN offers:
Far-reaching access to regional experience in the practice of public policy development and management at the regional, national and local levels; Capacity-building and south-south cooperation in information and knowledge management; Ease of access to worldwide information in all areas of public sector policy and management; Demand-driven and interactive two-way provider of information and knowledge network.
Most significantly, UNP AN is a dynamic process and not a static outcome which aims at responding to the needs of its users and addresses their most critical areas of work. With a constituency as diverse as the membership of the United Nations, UNPAN's key advantage will be its ability to provide insight, flexibility and reliability in order to ensure that the primary needs of its users are met.
UNP AN Themes http://v,>>vw.unpan.org/corethemes.asp
Governance systems and institutions; Public service and management innovation; Sociial and economic governance; Public financial management; Knowledge systems and egovemment
UNPAN Partners http://www.unpan.org/discover.asp
UNPAN P1:ojects by Region http://www.unpan.org/virtual librarv-bvregion.asp
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World Bank
http://\\'W\v.worldbank.org
The World Bank is a vital source of financial and technical assistance to developing countries around the world. We are not a bank in the common sense. We are made up of two unique development institutions owned by 184 member countries-the International Bank for Reconstruction and Development (IBRD) and the InterJ:h-'i!i9.lli.ll Deve:oornent
f\;;;;q<;:L~ltJ9..r.J.(1DA}. Each institution plays a different but supportive role in our mission of global poverty reduction and the improvement of living standards. The IBRD focuses on middle income and creditworthy poor countries, while IDA focuses on the poorest countries in the world. Together we provide low-interest loans, interest-free credit and grants to developing countries for education, health, infrastructure, communications and many other purposes.
World Bank Members
http:/ /web.worldbank.org/WBSITE/EXTERNAL/EXT ABOUTUS/O,contentMDK:20 103 870~menuPK: 1697011 ~pagePK: 51l23644~piPK:3 29829~theSitePK:29708,00.html
World Bank Partners
http://web.worldbank.org/WBSITE/EXTERNALIEXTABOUTUS/O,contentMDK:20040 606~menuPK:34639~pagePK:51123644~piPK:329829~theSitePK:29708,00.html
World Bank Projects
http://web.worldbank.org/WBSITE/EXTERNAL/EXTABOUTUS/O,contentMDK:2010J 853~menuPK: 169703 5~pagePK:51123644~piPK:329829~theSitePK:29708,00.html
At any given moment in locations around the globe, people are engaged in development projects designed to improve living standards and reduce poverty. Last year, the World Bank provided $20.1 billion for 245 projects in developing countries worldwide, with our financial and/or technical expertise aimed at helping those countries reduce poverty.
The bank is currently involved in more than 1,800 projects in virtually every sector and developing country. The projects are as diverse as providing microcredit in Bosnia and Herzegovina, raising AIDS-prevention awareness in Guinea, supporting education of girls in Bangladesh, improving health care delivery in Mexico, and helping East Timor rebuild upon independence and India rebuild Gujarat after a devastating earthquake.
World Bank Project Database
http://web.wor1dbank.org/WBSITE/EXTERNALIPROJECTS/O,menuPK:l15635~pageP
K:64020917~piPK:64021 009~theSitePK:40941 ,OO.html
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World Bank Public Sector Governance site
http://w\V\Vl.worldbank.orgipublicsector/index.cfm
A fundamental role of the Bank is to help governments work better in our client countries. The Public Sector Group's objectives are based on the view that the Bank must focus more of its efforts on building efficient and accountable public sector institutions-rather than simply providing discrete policy advise. A main lesson from East Asia (and to some extent Russia) is that good policies are not enough-- that the Bank cannot afford to look the other way when a country is plagued by deeply dysfunctional public institutions that limit accountability, set perverse rules of the game, and are incapable of sustaining development.
Two key objectives ofthe Public Sector Group are: 1. to strengthen and deepen the Bank's work on public sector institutional reform, and 2. to design and help implement the Bank's anticorruption strategy.
The Public Sector Board's areas of responsibility include: Governance, including the planning and implementation of the Bank's anticorruption agenda. Public finance, including the Bank's microeconomic work in public expenditure analysis and tax policy, and Public sector institutional reform. Institutional reform in the public sector is a cross-cutting issue that touches virtually all of the Bank's projects. The Bank's lending for stand-alone projects in public sector reform alone (a small subset of our total institutional development work) totaled 2.4 billion dollars in FYOO.
The Public Sector Group has developed many tools and resources to assist those working on Public Sector Governance:
Thematic Groups: Thematic groups are knowledge networks in which members from within and outside the Bank can both learn from other professionals and share experiences and information. The Public Sector Group manages 5 thematic groups -Administrative and Civil Service Reform, Anticorruption, Decentralization and Subnational and Regional, Legal Institutions of the Market Economy, and Public Finance.
Websites: Each thematic group has launched a website to synthesize the best available knowledge, both theoretical and operational, on that thematic area. These websites are intended to enhance the quality of the Bank's work and to serve as a global resource for our many partners in development, including our client countries. All the sites have extensive links to the websites of our partner organizations.
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World Trade Organisation
http://vv\VW.wto.org
The World Trade Organization (WTO) is the only global international organization dealing with the rules of trade between nations. At its heart are the WTO agreements, negotiated and signed by the bulk of the world's trading nations and ratified in their parliaments. The goal is to help producers of goods and services, exporters, and importers conduct their business.
More than three-quarters ofWTO's Members have self-elected the status of developing countries, of which 30 are least-developed. At Doha, Ministers confirmed that technical cooperation and capacity building are core elements of the development dimension of the multilateral trading system.
The delivery of WTO technical assistance is designed to assist developing and leastdeveloped countries and low-income countries in transition to adjust to WTO rules and disciplines, implement obligations and exercise the rights of membership, including drawing on the benefits of an open, rules-based multilateral trading system.
WTO Members and Observers
http://vvvvw.wio.org/english/thewio e/whatis e/tif e/onr6 e.htm
WTO: Development and.Trade
http://vv\\'W.wto.org/english/thewio e/whatis e/inbrief e/inbr04 e.htm
Over three quarters of WTO members are developing or least-developed countries. All WTO agreements contain special provision for them, including longer time periods to implement agreements and commitments, measures to increase their trading opportunities and support to help them build the infrastructure for WTO work, handle disputes, and implement technical standards.
The 2001 Ministerial Conference in Doha set out tasks, including negotiations, for a wide range of issues concerning developing countries. Some people call the new negotiations the Doha Development Round.
Before that, in 1997, a high-level meeting on trade initiatives and technical assistance for least-developed countries resulted in an "integrated framework" involving six intergovernmental agencies, to help least-developed countries increase their ability to trade, and some additional preferential market access agreements.
A WTO committee on trade and development, assisted by a sub-committee on leastdeveloped countries, looks at developing countries' special needs. Its responsibility
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includes implementation of the agreements, technical cooperation, and the increased participation of developing countries in the global trading system
WTO Technical Cooperation and Training
http://www.wto.org/english/tratop e/devel e/teccop e/tct e.htm
The WTO organizes around 100 technical cooperation missions to developing countrie:s annually. It holds on average three trade policy courses each year in Geneva for government officials. Regional seminars are held regularly in all regions of the world with a special emphasis on African countries. Training courses are also organized in Geneva for officials from countries in transition from central planning to market economies.
The WTO set up reference centres in over 1 00 trade ministries and regional organizations in capitals ofdeveloping and least-developed countries, providing computers and internet access to enable ministry officials to keep abreast of events in the WTO in Geneva through online access to the WTO' s immense database of official documents and other material. Efforts are also being made to help countries that do not have permanent representatives in Geneva.
Joint WTO and OECD Trade Capacity Building Database
The TCBDB has been established by the WTO jointly with the OECD to provide information on trade-related technical assistance and capacity building projects. It covers national as well as regional projects. It is an on-going activity and the 2005 Joint WTO/OECD Report on Trade-Related Technical Assistance and Capacity Building was circulated in December 2005. At present, the period of coverage is 2001 to 2004 and partial 2005 and beyond. Data is reported from bilateral donors and multilateral/regional Agencies.
A search of the database can be performed either by trade category or beneficiary country or donor country or agency. The statistical analysis option allows quantitative analysis of trade capacity building data by these categories.
http://tcbdb.vvto.org/index.asp?lang=ENG
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IV. MAJOR BILATERAL DONORS
Bilateral Organizations and National Governments
Australia
AusAid
http://www.ausaid.gov.au
AusAID is the Australian Government agency responsible for managing the Australian Government's official overseas aid program. The objective of the aid program is to advance Australia's national interest by helping developing countries reduce poverty and achieve sustainable development.
AusAID provides policy advice and support to the Minister and Parliamentary Secretary on development policy, and plans and coordinates poverty reduction activities in partnership with developing countries. AusAID's head office is in Canberra. AusAID also have repres~ntatives in 25 Australian diplomatic missions overseas. Portfolio partners
The Australian Agency for International Development is an administratively autonomous agency within the Foreign Affairs and Trade portfolio. In addition to AusAID the organisations comprising the Foreign Affairs and Trade portfolio are the Department of Foreign Affairs and Trade, the Australian Centre for Agricultural Research (ACIAR), AusTrade and the Export Finance and Insurance Corporation.
AusAid Countries and Regions
http://'v'v'\Jvw.ausaid.gov.aulcountrv/default.cfm
Papua New Guinea
Pn)gram overview and details
South Asia
Program overview
Bangladesh : Bhutan : India : Maldives : Nepal : Pakistan : Regional South Asia : Sri Lanka:
East Asia
Program overview
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Burma : Cambodia : China : East Timor : Indonesia : Laos : Mongolia : Philippines : Regional East Asia: Thailand: Vietnam:
Pacific
Program overview
Cook Islands: Fiji :Kiribati: Micronesia: Naum: Niue and Tokelau: Regional Pacifi.c: Samoa: Solomon Islands: Tonga: Tuvalu: Vanuatu:
Africa & Middle East
Program overview
Afghanistan : Iraq : Palestinian Ten-itories :
AusAid - Governance
http://v.vrww.ausaid.gov.au/keyaid/gover.cfm
Effective governance means competent management of a country's resources in a way that is fair, open, accountable and responsive to people's needs. Good governance is the basic building block for development and is the largest of the aid program's sectors. It is the most effective investment that Australia can make in promoting sustained growth, improving living standards and reducing poverty. Support for good governance is not restricted to central governments, but must be adopted by service delivery areas of partner governments, local administrations, civil society and the private sector.
Australian assistance for improved governance addresses five key aspects:
• Improved economic and financial management • Increased public sector effectiveness • Strengthened law and justice • Development of civil society • Strengthened democratic systems.
Our focus is on supporting a country's own efforts to grapple with appropriate approaches to good governance issues.
Australia's Aid: Investing in Growth, Stability and Prosperity outlines a new policy framework for Australia's aid program. It emphasises the critical importance of good governance as the basis for successful poverty reduction and development.
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Good Governance: Guiding principles for implementation [PDF 289KB] details the priority areas in which Australian development assistance can promote good governance· in partner comitries.
Austria
Austrian Foreign Ministry- Austrian Development Agency
http:/ /wv.w.ada.gv.at/view .php3 ?r id=3042&LNG=en&version=
The Austrian Development Agency (ADA) is the competence centre of the Austrian Development Cooperation. Since 2004 it has been responsible for the implementation of projects and programmes as well as for the administration ofthe respective budget. ADA stands for modem and efficient international cooperation and continuity with regard to the general goals of the Austrian development policy and programmes.
The Austrian Development Cooperation focus on five key regions in Africa, Central America and Asia. But even much closer to home, Austria plays a pro-active role in supporting the economic, social and ecological development of south-eastern Europe. Today, 6 million people around the world benefit in a concrete way from Austrian Development Cooperation and Cooperation with Eastern Europe (ADC). One emphasis, e.g., is providing the necessary water and energy supplies required for any kind of progress. Another one is promoting education and building up the democratic structures that are a prerequisite for stability. ·
Austrian Development Cooperation - Themes
http:/ /www.bmaa.gv.at/view. php3 ?f_ id= 1420&LN G=en&version=
Geographic priorities
In view of the limited funds available it is even more imperative to attach importance to efficient programme conceptions both now and in future, based on clearly defined priorities with regard to regions and essential policy issues, and integrated in a global context.
Austria's endeavours are primarily concentrated on underprivileged groups in the least developed countries of Africa, Asia and Latin America as well as on poor countries in South Eastern Europe.
Key Region Central America Key Region West African Sahel Key Region Southem Africa Kev Region East Africa Key Region Himalaya-Hindu Kush Other Regions
Themes
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Austria concentrates on the following themes and sectors, where it has long-standing experience. The sector programmes are drawn up in cooperation with the partner countries. NGOs and experts as well as other donor countries.
Thematic priorities are:
• water and sanitation; • education and training, science and research for development; • rural development; • energy; • investment and employment, promotion of small and medium-sized enterprises; and • conflict prevention and resolution, good governance and rule of law, development of democratic
structures, decentralisation, strengthening human rights and human security.
The Austrian Cooperation with Eastern Europe focuses on democratic, economic, social and ecological development in the reform countries of South-Eastern Europe and the Newly Independent States as well as their integration in international economy. Thematic priorities are education, investment and employment, environment, water and energy, and the rule of law and civil society, crisis prevention and reconciliation.
In addition, the Austrian Development Cooperation takes into account and includes numerous other themes and areas that are important for comprehensive development processes.
Austrian Cooperation with Eastern Europe
http://www.bmaa.gv.at/view.php3?f id=165&LNG=en&version=
Priorities
The focus of the Austrian Cooperation Programme is on South Eastern Europe. The vision of the cooperation with this region is bringing about a unified Europe. In Eastern Europe and Central Asia (3), a long-term cooperation strategy with the intention of increased funding as of 2006 is being examined. As of 2004, intensified cooperation with Moldova is foreseen. With regards to priority sectors, the field of investment & employment in addition to the areas of education as well as environment, water and energy shall receive weater attention in the years 2004-2006.
Goals and Principles
The Austrian Cooperation with Eastern Europe is committed to the general goals of the Austrian development policy: reducing poverty, ensuring peace and human security and protecting the environment and natural resources. Its core objective is to achieve a sustainable, socially well-balanced development of the societies and economies of the partner countries. In South Eastern Europe the Austrian Cooperation Programme always takes close account of the European integration process, and supports the full integration of the region into the European Union, which is the aspiration of the governments and the population of the area.
The principles of the Austrian development policy - partnership and ownership, integration into the sociocultural context, gender equality and consideration for the needs of children and the handicapped - guide the activities of the Austrian Cooperation Programme. Further important features of its activity is selectivity with regards to priority sectors of intervention, geographic priorities, the inclusion of as broad a spectrum of partners as possible- public sector, private business economy, civil society as well as international organisations - and coordination and participation in the institutional policy dialogue, especially in the context of the EU-Stabilisation and Association Process.
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Belgium
Belgian Technical Cooperation
http://www.btcctb.org/setLan2:'uage.asp?iPageiD=2&iSubsiteiD=1 http://www.btcctb.org/showpage.asp?iPageiD=409
BTC is the Belgian development cooperation agency. As a public service provider, and on behalf of the Federal Public Service of Foreign Affairs, Foreign Trade and Development Cooperation, BTC supports developing countries in their fight against poverty. Thanks to her field expe1iise BTC also provides services on behalf of other national and international organisations contributing to sustainable human development.
BTC is managing more than 270 programs in 26 countries in Africa, Asia and Latin America. With a planned turnover in 2006 of 180 million euro, BTC is employing 295 staff, 120 of them at headquarters in Brussels and 175 in countries where projects and programmes are being implemented. BTC has 26 representations abroad.
BTC- Countries
http://www.btcctb.org/showpage.asp?iPageiD=200
Africa
Burkina faso I Burundi I Benin I DR Congo I Cote d'lvoire I Cameroon I Algeria I Ethiopia I Kenya I Morocco I Mali I Mozambique I Niger I Rwanda I Senegal! Tunisia I Tanzania I Uganda I South Afric2! I SADC
Asia Cambodia I Laos I Philippines I Palestinian Territories I VietNam
Latin America Bolivia I Ecuador I Guatemala I Peru I El Salvador I
BTC Sectors and Themes
http:/ /vv'\\'W. btcctb.org/ showpage.asp ?iPagelD=3 60
The focal sectors for Belgian development cooperation are: Education and training Basic healthcare Basic infrastructure Agriculture and food securitv Community building
There are three overarching themes: Environment Gender equality
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Social economy
One topic which is currently of importance in development cooperation is Budget aid. Children's rights: new prioritv topic in Belgian development cooperation
BTC- Community Building, which encompasses public sector issues
http://ww\v.btcctb.org/showpage.asp?iPageiD=346
The long-term reduction of poverty requires 'structural stability'. It is characterised by a movement towards a peaceful society, the upholding of an independent legal system and of human rights, equality between women and men, social and economic development and ecological sustainability. The quality of governance and institutions are factors which support efforts to tackle poverty and sustainable development, and hence contribute in the longer term to conflict prevention and the construction of a lasting peace. Even in those countries which are scarcely affected by political crises or violent conflict, attention needs to be paid to respect for human rights, to the relationship between government and civil society, to the quality of institutions, to the extent to which government policy is oriented towards dealing with poverty, and to the degree of exclusion of various groups in the population. As the implementing agency of Belgian cooperation, BTC aims to work with partner countries' governments to improve governance and public security.
BTC's actions are primarily located in the following areas:
Participative processes Encouraging public participation in government policy is a vital element in the consolidation of peace. Decentralisation plays an important role in this regard as a tool enabling people to participate in the decision-making process more directly.
The reinforcement of public institutions The government implements its policies by means of public institutions, which are responsible for the management of public resources and social services. The partiality, corruptibility and lack of effectiveness ofthese public institutions undermines the State's credibility. This is why boosting the institutional capacities required to provide basic public services more effectively and in a non-discriminatory manner can make a broad contribution to the reduction of poverty and the consolidation of peace.
The reinforcement of the systems of justice and policing To be effective, the judicial and policing systems need to recognise and protect the rights of the individual and to be universally accessible. Their behaviour must be impartial and politically independent, as ineffective systems may encourage citizens to take justice into their own hands. International support with justice and policing can make a positive contribution to a strategy of conflict prevention and sustainable development.
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BTC Project Examples
Support for the Reinforcement of the Legal and Judicial System. Rwanda. Following the genocide of 1994, the Rwandan government found itself faced with the task of completely reconstructing the judicial system. Starting in 1995, Belgian cooperation has been helping with the challenge of reinstituting Justice . .The BelgoRwandan programme aims in particular to promote the reconstruction of the judicial sector and to resolve the legal disputes arising from the genocide by offering support to the Supreme Court, the gacaca courts and the Ministry of Justice.
Support for the reform of the civil service. Democratic Republic of Congo. BTC is supporting civil service reforms intended to enable DR Congo to exercise the essential functions of any sovereign state as soon as possible. This support takes the form of a fund intended to accompany the reform process, especially in activities such as the registration of civil servants and the restructuring of the Ministries ofFinance, Planning and the Civil Service.
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Cimadianlnternational Development Agency (CIDA)
http://www.acdi-cida.gc.ca/index-e.htm http://\\'IV\V.acdi-cida.gc.calfaq-e#l
The Canadian International Development Agency (CIDA) is the federal agency charged with planning and implementing most of Canada's development cooperation program in order to reduce poverty and to contribute to a more secure, equitable and prosperous world.
CIDA administers approximately 80 percent of the aid budget. The other 20 percent is administered by the Department of Finance, the Foreign Affairs Canada and the International
Development Research Centre. CIDA supports projects in more than 150 countries, which represent four fifths of the world's population. CIDA works in partnership with developing countries, Canadian organizations, institutions and businesses, as well as international organizations and agencies.
CIDA Countries
http://wvvw.acdi-cida.gc.cale1igib-e.htm
Africa and Middle East Americas Asia Eastern Europe
CIDA Partner Countries
http://wvvw.acdi-cida.gc.calcida ind.nsf/v LookupNewsEn/lFA5B23l 02631 F6585256FE8005'1 99D2?0pe nDocument
Benin Burkina Faso
Cameroon Ethiopia Ghana Kenya Malawi
Mali Mozambique
Niger Rwanda Senegal
Bolivia Guyana
Honduras Nicaragua
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Asia
Bangladesh Cambodia Indonesia Pakistan Sri Lanka Vietnam
EUROPE
Ukraine
Tanzania Zambia
CIDA Program Priorities
http://www.acdi-cida.gc.ca/cida ind.nsf/ Al1Docids/32C80 13F6C570BA885256F 1900513A20?0penDocu ment
Canada's Official Development Assistance (ODA) program concentrates resources on the following six priorities.*
Basic human needs: to support efforts to provide primary health care, basic education, family planning, nutrition, water and sanitation, and shelter. Canada will continue to respond to emergencies with humanitarian assistance. Canada will commit 25% of its ODA to basic human needs as a means of enhancing its focus on addressing the security of the individual.
CIDA 's Social Development Priorities: A Framework for Action sets out a five-year investment plan to bolster and strengthen resources devoted to programming in four key areas of social development: health and nutrition, basic education, HIV I AIDS, and chilg protection.
Gender Equality: to support the achievement of equality between women and men to ensure sustainable development.
Infrastructure services: to help developing countries to deliver environmentally sound infrastructure services, with an emphasis on poorer groups and on capacity building.
Human rights, democracy, and good governance: to increase respect for human rights, including children's rights; to promote democracy and better governance; and to strengthen both civil society and the security of the individual.
Private sector development: to promote sustained and equitable economic growth by supporting private sector development in developing countries.
Environment: to help developing countries to protect their environment and to contribute to addressing global and regional environmental issues.
CIDA - Human Rights, Democratization and Good Governance
http://vv'\vw.acdi-cida.gc.ca!hrdg
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Canada Fund for Africa Canadian e-Policy Resource Centre
http://www .ceprc.ca!index e.html
The Canadian e-Policy Resource Centre (CePRC) draws e-policy services and information products from Canadian government and non-government policy experts into a virtual resource centre.
As a resource node for the Global ef:'Qiicy Rcsourc~ .. ~.£twork rcf'pJ.:_N.ET), the CePRC provides a uniquely Canadian perspective on the development of national e-strategies. African ICT policy makers obtain access to expertise, information and mentoring in the following fields:
Connectivity Program Policies i.e. Applications in Health and Education; E-Commerce Policies; E-Government Policies; ICT for Development Policy Issues; Information Society Metrics and Analysis; Internet Governance Policy; Spectrum Management Policy; Telecommunications Policy and Regulation.
Canada has long been at the forefront of both technology and its applications. As a nation of 30 million people scattered across a vast country with some of the toughest terrain and climate conditions on the planet, access to information is vital. The Government of Canada has made connectivity to its citizens a main priority and, over the past 10 years, has witnessed the successful transformation of governance, economies and cultures through the use of ICTs.
CePRC is an initiative of the Canada Fund for Africa announced by the Government of Canada at the Kananaskis G8 Summit in June 2002. African governments and institutions requiring assistance from the CePRC should channel their request through the UN Economic
C..9m.mjssion for Ail.i<l.~JE~!..\) or contact the_.(~PRC.
Canadian e-Pa/icy Resource Centre Projects
http:/ /www.cep1-c.c·a./proj e.html
CePRC's projects are driven by African-defined needs and priorities. Ill partnership with the United Nations Economic Commission for Africa (ECA), CePRC responds to requests for policy assistance submitted by national or regional governments, selecting projects that will have maximum impact. Key criteria include a project's ability to be sustainable, to help African policymak:ers and regulators increase their expertise and body of knowledge, to connect effectively with policy decision makers, and to help foster gender equality in Africa's public sector.
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Denmark
Ministry ofF oreign Affairs of Denmark
http://www.um.dk/en
Danish Development Policy
http://www.um.dk/en/menu/DevelopmentPolicy/DanishDevelopmentPolicy/
Since 2001, the Danish Government has worked consistently to reorient and reprioritise Denmark's development assistance in order for it to carefully reflect current global development challenges, threats and opportunities and with a view to ensuring maximum impact and sustainability of the development initiatives.
The promotion of sustainable development through poverty-oriented economic growth is the fundamental challenge for Danish development cooperation. At the same time, Danish development policy is a central and integral part of Danish foreign and security policy. Denmark's development assistance is focused on a selected number of developing countries (so-called programme countries) that work with efficient, long-tenn national strategies for poverty reduction. Additionally, the assistance is focused on a selected number of multilateral organisations. Africa south of Sahara remains the main recipient of Danish aid. The aid flow to Africa annually accounts for around 60 p.c. of the Danish bilateral assistance to the Danish programme countries.
Danish Development Assistance Themes
http://www.um.dk/enlm:enu/DevelopmentPolicy/DanishDevelopmentPolicy/
In the coming years, Denmark will continue to strengthen its foreign and security policy by focusing Danish development assistance on five areas:
Social and economic development Human rights, democratisation and good governance Stability, security and the fight against terrorism Refugees, humanitarian assistance and regions of origin Environment
The administration of Danish development assistance to the programme countries has been decentralised in 2003. Accordingly, capacity has been transferred from Copenhagen to the missions in the Danish programine countries.
Danish Themes: Human Rights and Democracy
http://www.um.dk/en/menu/DevelopmentPolicv!DanishDevelopmentPolicyCountries/Hu manRightsAndDemocracy/?wbc purpose=Basic&¥/BCMODE=PresentationUnpublish
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The support for democracy and human rights is not only vital to achieve development and reduce poverty. It is also an important means to fight the basis for radicalisation and extremism which can lead to religious intolerance and terrorism. Therefore the government has chosen to highly prioritise democracy and human rights.
Democracy and human rights are cross-cutting considerations which are incorporated into all assistance programmes. For activities in countries other than programme countries, funding has risen in 2003 to support human rights and democracy in for example Indonesia, Iraq and China. The fight against corruption has been systemised with 'Danida's Plan to Fight Corruption' from September 2003.
DANJDA Networks
http://www .danida-networks.dk
The objective of the networks is to improve the effectiveness and efficiency of development cooperation through knowledge sharing and dissemination of good practices and to facilitate improving our daily work with preparation and implementation of Danida financed programmes and projects. The services provided at the gateway relate to cross-cutting issues, aid modalities and general programming issues. The services provided within each sector network include access to a variety of programme and project documents, toolboxes with good practices, mailing lists, links to key websites, web-based discussion foras and more.
DANIDA Partner Countries and Other Supported Countries
http:/ I govemance.dccd.cursum.net/client/CursumClientViewer .aspx?CAID= 157 465&Ch angedCourse=true
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Partner Countries Other Supported Countries
Africa Asia Latin America
·Benin Bangladesh Bolivia
Burkina Faso Bhutan Nicaragua
~ Nepal
Ghana Vietnam
Kenya
Mozambique
Tanzania
Uganda
Zambia
Africa Asia Latin Regional· ' America Programmes
South Africa Afghanistan*, SADC*
DANIDA Good Governance
Indonesia*
Iraq*
Palestinian Authority*
Sri Lanka* *No link available currently.
http://governance.dccd.cursum.net/ client/CursumClientViewer.aspx?CAID= 157 465&Ch angedCourse=true
The Governance Network is a tool to share and develop knowledge on good practices for development cooperation in support of good governance: Public Sector Reform, Decentralisation, Anti-Corruption, Access to Justice, Human Rights and Democratisation and Media. As a member we hope you will participate actively in generating, codifying and sharing knowledge and help increase the resource base to eventually produce better results. Much of the knowledge, value added, and adaptive capacity lies with people in the Danida governance community and we hope that this network will become a facilitator in generating and sharing this knowledge.
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Finland
Ministry of Foreign Affairs
http://formin.finland.fi/english/
Development Cooperation
http :I I global.finland.filtietoa/index.php ?kieli=3
Finland's policy towards developing countries is a part of its foreign policy. International development cooperation, on the other hand, is one of the tools of the development policy. The different sectors of foreign policy are attended to coherently, and security policy, trade policy and international development cooperation need to pursue objectives which are in harmony with each other.
Development policy aims according to Finland's Policy on Relations with Developing Countries (15 Oct 1998) 1. Promotion of global security 2. Reduction of widespread poverty 3. Promotion of human rights and democracy 4. Prevention of global environmental problems 5. Promotion of economic dialogue
Long-term partner countries include Mozambique, Vietnam, Ethiopia, Tanzania, Nepal, Kenya, Nicaragua, Zambia, Egypt, Namibia and Peru.
Finland Development Cooperation - Brochures and Information
http:/ I global.tinlrmd.fi/julkaisut/index.php?kieli= 3
Why is Finland involved in development cooperation? What sort of development does Finland support?
What does development cooperation cost? Who carries out development cooperation work? What are the forms of Finnish development cooperation?
What is the meaning of poverty? What are the Millennium Development Goals?
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France
Ministry of Foreign Affairs
. http://wwvuhplomatie.gouv.fr/en/
High Council for International Cooperation
http://www .hcci.gouv. fr/
France Themes
Communication du public, education au developpement
.2. Cooperation decentralisee
.3. Lutte contre la pauvrete, les inegalites et 1' exclusion
.4. Financement du developpement
.5. Economic et solidarite
.6. Negociations intemationales, mobilisation des savoirs et concertation des acteurs
-» Recherche et ONG (sous-groupe)
-» Recherche pour et sur 1e developpement (sous-groupe)
.. 7. Crises, prevention des crises et reconstruction
French Associations
http:/ /www.hcci.gouv .fr/liens/index.html
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Germany
Gennan Corporation for Technical Cooperation/Deutsche Gesellschaft fur Technishe Zusammenarbeit (GTZ}
http://www.gtz.de/de/index.htm
The GTZ is an international cooperation enterprise for sustainable development with worldwide operations. It provides viable, forward-looking solutions for political, economic, ecological and social development in a globalised world. GTZ promotes complex reforms and change processes, often working under difficult conditions. Its corporate objective is to improve people's living conditions on a sustainable .basis.
We mainly work for the German Federal Government. Our main client is the German Federal Ministry for Economic Cooperation and Development (BMZ). The company also operates on behalf of other German ministries, partner-country governments and international clients, such as the European Commission, the United Nations <md the World Bank, as well as on behalf of private enterprises. Currently, we are implementing some 2,700 development projects and programmes in over 130 countries. Vve have our own offices in 66 of these countries.
Our main focus in international cooperation is on so-called Technical Cooperation. Far from being only centred on transferring technical knowledge, this primarily involves communicating knowledge that enables people to shape their present and future on their own. For this, we strengthen individual initiative and the capabilities of people and organisations, and lay the basis for stable development- for future generations as well. In our work, this is what we mean by sustainability.
GTZ Partnerships and Alliances
http:/ /www.gtz.de/en/untemelnnen/1734.htm
To bundle knowhow for optimal results in its work, GTZ cooperates closely with other organisations involved in development policy. These include the German Development Service (DED), Internationale Weiterbildung und Entwicklung GmbH- Capacity Building International, Germany (In WEnt), German Finance Company for Investments in Developing Countries (DEG) and- above all- the KfW Entwicklungsbank (development bank). The latter is responsible under commissions from the BMZ for financial cooperation with partner countries. Together with other interface organisations like the KfW, DED and In WEnt, we have numerous shared offices, for example in Egypt, Vietnam, Manila, India, Jordan, Guatemala and countries in southem Africa. They facilitate local coordination oftechnical and financial cooperation and relations with joint partners.
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In addition, GTZ cooperates successfully with political foundations, the two major Christian churches and numerous NGOs at national and international level, including German Agro Action, as the largest German NGO, and the World Conservation Union (IUCN).
GTZ Countries and Projects
http://www.gtz.de/en/weltweit/570.htm
GTZ- Themes
http://\\n,vw.gtz.de/en/themen/857.htm
Rural development poverty and hunger, agriculture and food, regionalisation, natural resources,
Economic development and employment Economic policy, vocational training, private sector, ICT and economy, financial systems, globalisation,
Environment and infrastructure environmental policy, eco-efficiency, water, energy, transport, social and ecological standards,
Good Governance democracy and rule oflaw, decentralisation, corruption, public finance,
Social development health and population, education, HIV I AIDS, social protection,
Cross-sectoral themes gender, crisis prevention, youth, HIV I AIDS control, emergency aid, poverty, food and nutrition security, Rio+ 10, PPP, Social and Ecological Standards,
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Germ(lll Ministry of Economic Co-Operation and Development
http://bmz.de
The development policy ofthe Federal Republic of Germany is an independent area of German foreign policy. It is formulated by the Federal Ministry for Economic Cooperation and Development (BMZ) and carried out by the implementing organisations. The aim of German development policy is to reduce poverty worldwide, to build peace and to promote equitable forms of globalisation. German development policy takes its cue here from the shared goals of the international community: the Millennium Declaration and the eight Millennium Development Goals (MDGs) derived from it, the Monterrey Consensus and the Johannesburg Plan of Implementation determine the direction.
BMZ Countries and Regions
http://bmz.de/en/countries/index.html
BMZissues
;http:/ /bmz.de/ eniissues/index.html
2005 World Summit
Debt relief
Educ;;~1i.QO.
Food security
Health, combating AIDS, population policy
Peacebuilding
Poverty
Protecting the environment
Human rights. democracy, participation, good governance
Globalisation and Trade
Cooperation with the private sector
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Greece
Greek Ministry of Foreign Affairs
http://www2.mfa.gr/www.mfa·.gr/en-US
The Ministry of Foreign Affairs conducts the country's foreign policy, represents the country before other states and international organizations, participates on its behalf in international cooperation initiatives and mechanisms at the international, European and regional levels and advocates Greek interests, both public and private, abroad.
The Role of Hellenic Aid (YDAS)
http://vv\rvw2.mfa.gr/www.mfa.gr/cnUS/Policv/Development+Cooperation/The+Role+of+Hellenic+Aid/
The Hellenic International Development Cooperation Department Hellenic Aid was established in 1999, on the basis of article 18, paragraph 1 ofL. 273111999. In 2000, Presidential Decree 224/2000 (Government Gazette 193/A/6-9-2000) came into force, on the Organization, staffing and operation of the International Development Cooperation Department of the Foreign Ministry. This is the most recently established Directorate General ofthe Foreign Ministry, and is mainly responsible for the supervision, coordination, monitoring and promotion of emergency humanitarian and food aid actions, as well as aid for the reorganization and restoration of the infrastructures of developing countries conducted by ministries, universities, NGOs or other players.
The main responsibilities of the International Development Cooperation Department, within the framework of development diplomacy, include: Handling of all development assistance funding provided by the state budget, as well as all the funding from ministries, organizations, and public and private agencies within the country and abroad.
Monitoring and facilitating development programmes/projects carried out by public agencies, universities, NGOs and other civil society organizations.
Collecting, processing and sending to the OECDs Development Aid Committee (DAC) statistical data on the provision of development assistance.
Monitoring meetings of the Working Groups and Networks of the DAC and the EU.
Submitting proposals to the Committee for the Organisation and Coordination of International Economic Relations with regard to the future planning of development policy for priority countries, with the objective of maximising the positive results from the implementation of viable programmes.
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Funding emergency humanitarian aid actions and programmes, restructuring and development programmes/projects, as well as development education and information regarding the promotion of voluntary work in Greece and developing countries.
Supporting Greek participation in ECHO and EUROPE-AID programmes, as well as in programmes of the EU and other UN International Development Organizations.
Greece Development Programs Procedure
Once a year, YDAS (Hellenic Aid) invites expressions of interest from ministries, legal entities, NGOs, universities, etc., who wish to submit proposals for programmes/projects for consideration. This invitation sets out the goals of the development cooperation policy for the year, the Priority Sectors for Aid, the Priority Countries related to the MDGs, as well as details regarding the proposal submission procedure.
In the initial stag~, the programme/project proposals are evaluated by the competent YDAS Directorates. The second stage involves the consideration of proposals by the nine-member NGO Certification and Evaluation Committee, in an advisory capacity. The objective is, on the one hand, to guarantee that all the approved programmes/projects square with the goals of the overall development strategy and the geographic and sectoral priorities of Greece's Five-year Development Cooperation and Assistance Programme, and, on the other, to administer the implementation of the bilateral official development assistance budget.
The same procedure is followed for emergency humanitarian and food aid project proposals, as well as proposals for development education prognimmes submitted to the competent YDAS Directorates.
These programmes must:
be compatible with the principles of the OECD/DAC and, more particularly, the Millennium Development Goals.
fall within the priority sectors and countries for Greek bilateral state development cooperation for 2005. (See also, Annual YDAS Announcement)
Each programme proposal submitted must be accompanied by:
A written agreement with a reliable local NGO or, in the absence of such, with a local Municipal or State Authority.
A document from an official State Authority in the recipient country, in cooperation with the NGO, regarding the need for the proposed programme.
Written consent from the nearest Greek Diplomatic Mission regarding the programme
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Ireland
Irish Department of Foreign Affairs
http:i/foreignaffairs.gov.ie/
Irish Aid
http://www.irishaid.gov.ie
Irish Aid is the Government of Ireland's programme of assistance to developing countries. Ireland has had an official development assistance programme since 1974. 1t has grown steadily over the years from modest beginnings to its current size (total ODA in 2006 will be over €730 million).
Ireland's development cooperation policy is an integral part of Ireland's wider foreign policy. Our aid philosophy is rooted in our foreign policy, in particular its objectives of peace and justice. Our development cooperation policy and programme reflect our longstanding commitment to human rights and fairness in international relations and are inseparable from Irish foreign policy as a whole.
Irish Aid- Regions
Since its inception in 1974, the Irish Aid programme has had a strong geographic focus on Sub-Saharan Africa. Under the bilateral part of its programme, Irish Aid operates intensive and wide-ranging country programmes in seven countries in Africa, namely Lesotho, Mozambique, Tanzania, Ethiopia, Zambia, Uganda and Timor Leste. These a:re termed "Programme Countries". In March 2003, East Timor became the seventh Irish Aid Programme Country and the first Programme Country outside Sub-Saharan Africa.
Irish Aid Themes- Poverty Focus
http://www.irishaid.gov.ie/about.asp
The Irish Aid programme has as its absolute priority the reduction of poverty, inequality and exclusion in developing countries. The reduction of poverty is a complex, challenging and controversial matter, requiring a strategic, multi-faceted and sophisticated approach. Anti-poverty strategies should seek to break the vicious circle of poverty through support for sustainable indigenous development. All of Irish Aid's policies and activities must be gauged against their contribution in this respect and against the progress they achieve towards the development targets set by the international community.
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Italy
Minister for Innovation and Technologies
http://www.innovazione.gov.it/eng/egov4dev/iniziativa.shtml
The e-Govemment for Development Initiative, launched by the Italian Government at the PalemlO International Conference on e-Government for Development in April 2002, aims to assist developing countries and the transition economies in modernising their public administration using information and communication technologies. The ultimate objective is to make government more efficient and transparent, especially in the management of the public finances, and thereby boost social and economic progress in those countries. Due to the technical nature and specific features of the initiative, the Prime Minister charged the Minister for Innovation and Technologies with implementing the project, working in close conjunction with the Ministry of Foreign Affairs.
Goals of the Initiative: to create conditions that can sustain e11iciency and transparency in govenm1ent administration to reduce the cost of running government, thus increasing the availability of ftmds for investment to promote the creation of an economic environn1ent capable of attracting public and private foreign investment to develop skills and expertise capable of formulating c-Governance policies in line with the development objectives of set at the international level to reduce the digital divide by contributing to the dissemination and uptake of ICT by citizens and businesses to create a "virtuous" development cooperation approach with a positive cost/benefit ratio
MIT £-Government for Development
http:/ /v.rww.innovazione. aov .it/en0egov4dev/index eng.shtml
http://w'>vvv.itmovazione.gov.it/ena/eaov4dev/areegeografiche.shtml
MIT £-Government for Development- Projects
http://vvww.im1ovazione.gov.it/eng/egov4dev/areegeografiche.shtml
Albania
• e-Accounting • Government Network
Bolivia
• e-Procurement
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Caribbean
• e-Justice
Jordan
• e-Procurement • e-Accounting
Honduras
• Government Network
Iraq
• Government Network 1st phase • Government Network 2nd phase
Lebanon
• e-Procurement
Macedonia (F.Y.R.O.M)
• e-Taxation
Morocco
• e-Procurement
Mozambique
• Government Network • Catasto (LIMS)
Nigeria
• e-Accounting • e-Statistics
Panama
• e-Payment
Saint Lucia
" e-Accounting
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Saint Vincent and the Grenadines
• e-Accouhting
Tunisia .
• e-Procurement
Uruguay
• e-Taxation
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Japan
Japan International Cooperation Agency (JICA)
http://www.jica.go.jp/english http://www. j ica. go. jp/ english/ abo ut/pres.html Statement From President Sadako Ogata:
For the past 50 years, Japan has contributed to overseas development efforts mainly through the government's ODA. JICA, the Japan International Cooperation Agency, shares the responsibility for implementing ODA and works with the overarching aim of making the world more peaceful and prosperous. JICA's role is to support endeavors of developing countries and their people through promoting a "human security" concept in its activities. Greater attention should be given to the participation and empowerment of people in the development process in order to enhance ownership at the national and community level and ensure sustainability of activity results.
JICA, through its current attempt to decentralize the decision-making process and strengthen field-based initiatives, will effectively respond to the needs of people in developing countries in a more efficient manner. To create a better tomorrow, JICA will continue its commitment to supporting people at all levels in developing countries.
JJCA Countries
http://www.jica.go.jp/english/countries/index.html
JJCA Themes
http://www.jica.go.jp/englishlglobal/index.html
JJCA Theme - Governance
http://www.jica.go.jp/englishiglobal/gove/index.html
The intent of JICA's assistance for governance is to allow for the stable development of partner countries so they become capable of handling investment, distribution, and administration in a way that reflects the will of the people and uses the country's resources efficiently.
To avoid a situation in which donor countries simply impose themselves on others, JICA believes that it is important for recipient countries to voluntarily and intrinsically improve their own governance, and to see that democratization progresses and takes root. In order to make this possible, JICA provides partner countries with information, such as explanations of available political structures, to assist them in undertaking reforms on their own and engages them in dialogue. At the same time, JICA provides assistance so that governments of partner countries can manage their affairs according to their own
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needs and realities. JICA refers to this type of assistance as cooperative thought- or choice-based aid.
JICA provides choices with regard to creating the basic structures and systems of a country and initiates changes in thinking among governmental institutions and their employees. In addition, JICA supports the work of actually creating these new structures and systems. In order for the new structures and systems to function, JICA develops measures and policies, improves organizations, and trains human resources.
JICA's assistance for governance can be divided into three categories: "creation of democratic systems," "capacity building of administrative functions," and "creation of legal systems."
JICA Sample Projects - Governance
http://www.jica.go.jp/english/global/gove/index.html
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Korea
Korea International Cooperation Agency (KOICA)
Emerging from Recipient to Donor In spite of the recent financial crisis and economic recession, Korea is recognized as one of the most renowned economic development success stories in the Post-World-War era. A leading producer of ships and steel, autos: and semiconductors, Korea now ranks as the 11th largest economy in the world, and proudly joined the Organization of Economic Cooperation and Development (OECD) in 1996. In less than half a century, Korea transformed itself into a country on the threshold of becoming an advanced society. An observer once commented that never before in history had a country achieved so much development in so short a time.
This success has generated a great deal of interest in Korea's economic performance and policies, and there has been an increasing demand from the international community for Korea's economic and technical cooperation.
Korea's development cooperation however, dates back to the mid-1960s, when the Korean government invited technical trainees from fellow developing countries to Korea sponsored by the United States Agency for International Development (USAID). Sinct:: then, several other programs for development cooperation have been launched: the dispatch of Korean experts in 1967, provision of equipment and materials in 1977, and provision of development studies in 1984.
However, Korea's actual development assistance is a rather recent phenomenon dating from the early 1980s, when the Korean government designed a program for sharing development experiences with fellow developing nations based on the spirit of SouthSouth cooperation, self-help, and self-reliance among developing countries. Many believed that Korea's first-hand experience in rapid and dynamic development could be helpful in assisting follower nations. The so-called "IDEP (International Development Exchange Program)," in which government officials and policy-makers are invited to participate in a program consisting oflectures, seminars or workshops, field trips, and studies, was introduced in 1982.
The government's technical cooperation programs (including the IDEP) grew in popularity among developing countries and greater demand for Korea's contribution to international development in a more consistent and systematic manner was called for. In 1987, the Korean government established the Economic Development Cooperation Fund (EDCF) through which concessionalloans for development projects are provided to the governments of developing countries. Years later the Korea International Cooperation Agency (KOICA) was established as an arm of Korea's Official Development Assistance (ODA). KOICA was mandated by the Ministry of Foreign Affairs to execute technical cooperation programs which were previously executed and administrated under author[ty of different ministries.
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History of Korea's International Cooperation
Period Year Activities
'63 0 Beginning of Invitation of Trainees under the sponsorship of US AID
'65 0 Beginning of Invitation of Trainees by revenues from the Korean
governmnet
0 Dispatch of Experts with revenues from the Korean government 1960's '67 Invitation of Trainees under the cooperation program with UN and
0 other international organizations
'68 0 Beginning of Dispatch of Medical Experts
'69 0 Beginning of technology transfer project by revenues from the Korean government
'72 0 Beginning ofDispatch of Taekwondo Instructors
1970's '75 0 Beginning oflnvitation ofTechnical Tranees
'77 0 Beginning ofProvision ofEquipment
'81 0 Beginning of Research Cooperation Program
'82 0 Beginning of International Development Studies
'83 0 Beginning of International of Constructors
1980's '84 0 Beginning of establishment of Constructors
'87 0 Establishment ofEDCF
'88 0 Beginning of grants service for developing countries development
in communication technology
'89 0 Beginning ofDispatch ofKOVs
'90 0 First dispatch ofKOV s
'91 0 Establishment ofKOICA 1990's
'95 0 Beginning of support to NGOs ' '
'99 0 Opening of ICTC
'00 0 Beginning of Korea-Japan Co-training program
'01 0 Beginning of Cooperation program in IT sector 2000's
'02 0 Beginning of Assistance to Afghanistan
'03 0 Beginning of Assistance to Iraq
httQ://www.koica.go.kr/english/default main.jsp
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Official Development Assistance (ODA)
Bilateral
Multilateral
ODA Scheme
Types ofODA
o Grant Aid o Technical Cooperation
o Loans -EDCF
o Subscriptions to Int'l Institutions
o Contributions to lOs
ODASYSTEM
Executing Organization
KOICA
EXIMBank
Authorities concerned
MOFAT
Ministry of Finance and Economy
Ministry of Finance and Economy
MOFAT
Korea's ODA System ODA is administered through two major channels of development cooperation; bi-lateral and multi-lateral. Bi-lateral aid is divided into two forms: grants and loans. KOICA under policy guidance of the Ministry of Foreign Affairs and Trade is administrator of grants, and implements two types of grants: 1) grant aid, which includes the Provision of Equipment and Project Aid; 2) Technical Cooperation, which includes Development Studies, the Invitation of Trainees, and the di~patch ofKorean Overseas Volunteers and Experts. Meanwhile, the bi-lateral soft loans or Economic Development Cooperation Fund (EDCF) loans are managed by the Export-Import Bank ofKorea under the direction of the Ministry of Finance and Economy.
As for multi-lateral aid, the Ministry of Foreign Affairs and Trade is responsible for contributions to the United Nations and UN specialized agencies, etc., while the Ministry of Finance and Economy oversees subscriptions to international development institutions such as the World Bank, the Asian Development Bank, and the African Development Bank (AfDB).
In 2002, Korea extended U$278.8 million in ODA, equivalent to 0.06 percent of its GNI. This is far below the average GNI ratio of 0.24 percent of DAC member countries. Though its ODA volume is small, Korea has increased its ODA rapidly in recent years. The volume of ODA in 2002 was five-times larger than in 2002. Of Korea's ODA volume in 2002, around two/fifths was bi-lateral aid (U$206.8 million) and the rest multilateral (U$72.0 million). Among the bi-lateral assistance, around 30 percent of the volume was grant aid and technical cooperation (U$66. 7 million), and the other was concessional development loans (U$140.06 million).
The international community is increasingly calling upon Korea to play a larger role in international affairs and international development efforts specifically. At the same time, requests from developing countries for our development cooperation are also increasing constantly. In order to respond to international expectations in recognition of the
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importance of ODA, it is necessary for Korea to gradually increase its ODA volume and enhance the quality of ODA as well.
http://v·l\vw.koica.go.kr/english/dctault mam.Jsp
KOICA Assistance Priority Areas
To emphasize Human Resources Development (HRD) in developing countries through expansion of the fuvitation of Trainees, Dispatch ofExperts, and Dispatch ofKOVs programs.
• To help reduce the "Digital Divide" between developed and developing countries through cooperation programs in the Information Technology (IT) sector.
• To contribute to the realization of universal human values such as world peace and democracy; prioritizing poverty reduction and insurance of Basic Human Needs (BHN) of Least Lesser Developed Countries (LLDCs).
Regional Priorities
• To take different stages of development under consideration and maximize program benefits by optimum allocation of resources among developing countries and regions.
• To prioritize Asian developing countries due to their close cultural, geographic, and economic ties to Korea.
• To coordinate HRD programs and Provision of Equipment in Africa, Latin America, the Middle East and Eastern Europe relative to their respective stages of development and regional characteristics.
http://voivvw.koica.go.kr/english/default main.jsp
Project Type Cooperation
Project-type cooperation is an integrated aid program to assist in the achievement of economic and social development of developing countries in the areas of education, vocational training, health & medical services, information technology (IT), agriculture & fisheries, public administration, and other fields. The formalities of project-type cooperation consist of identification, screening, planning, implementation, and evaluation over a period of from two to five years, usually by combining types of cooperation such as physical cooperation, that is, tangible components like construction ofbuildings & facilities, and provision of equipment and materials, with intellectual cooperation such as human resources which includes dispatch of experts and invitation of trainees.
The physical and human resources cooperation required for aid programs are provided through demand analysis and negotiation with the recipient countries. fu general,
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recipient countries provide the project site and local manpower, and bear local costs such as customs clearance, transportation, and administration, while KOICA provides materials, equipment and technical manpower resources.
The areas covered by projects include education, vocational training, health and medical services, information technology (IT), agriculture, fisheries, public administration and other fields as global needs change and evolve. KOICA's strategy for success however has been to focus largely on education, vocational training, IT, healthcare and medical services including all areas where Korea has a comparative advantage and competitive priority.
As of year end 2001, KOICA has implemented 162 projects equivalent to U$95.1 million in 49 countries. In 2002, KOICA is conducting 33 projects in 19 countries and 1 international organization in the fields of vocational training, IT, agriculture and medical healthcare and the like.
Project-type cooperation was newly introduced by KOICA in 1991 as a new type of cooperation, and since then, has steadily expanded as the leading cooperation program.
Major ICT Projects
The Project for the Establishment of Korea-Vietnam Industrial Teclmology Institute ('97-2001/U$5,000 thousand)
This project was formulated as a follow-up to the 1996 state visit to Vietnam by the President of Korea, during which an agreement was concluded between the two heads of state to support Vietnam's technical skills training and development of skilled human resources. Scheduled for completion within a five-year time-frame (1997-2001), a total of U$5 million was committed to assist the construction of an industrial technology institute, development of vocational training curriculum and training manuals, invitation of Vietnamese instructors for training in Korea, the dispatch of Korean experts, and the provision of equipment. Since its official opening in December 2000, training courses in a variety of fields have been offered. With the opening of this institute, Vietnam has been able to introduce an advanced management system to its vocational training efforts and has significantly enhanced its capability to train skilled technical manpower by utilizing the training equipment provided through the project.
The Cooperative Vocational Training Project between the Republic of Korea and the People's Republic of China ('97 -2000/U$1 0,000 thousand)
The Cooperative Vocational Training Project between the Republic of Korea and the People's Republic of China was initiated with the aim of developing highly qualified human resources and increasing China's capacity in the field of vocational training and certification of vocational qualifications. Within the four-year project time-frame, the Chinese government invested around U$8.5 million to build a 14-story "China Employment Training and Technical Instruction Center (CETTIC)" while the Korean
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side committed U$10million, the largest disbursement to a single project since KOICA's establishment. Necessary equipment was provided to enable the construction of22 different types of facilities such as simulation systems, Intranet, and an office automation system. In addition, trainees in the field of vocational training, certification of vocational qualifications, and vocational.skills competition were invited to training courses in Korea, and experts were dispatched to related institutions to provide advisory services regarding vocational training policy. Particularly, in consideration ofthe project's extensive scale and the complexity involved in its implementation, a project manager was dispatched to the site to ensure the effective and smooth execution of the project. A significant component of the project was the participation of experts from both Korea arid China in developing vocational training standards and "question banks" that can be applied in both countries. Such joint efforts created an important momentum in expanding technological cooperation between Korea and China in the field of vocational training.
In the future, the Chinese government plans to revamp and integrate the diverse regional policies and management systems regarding vocational training and certification of vocational qualifications, based on the Korea-China vocational training cooperation. Through such initiatives, China is expected to enhance its capacity to produce highlyqualified skilled manpower.
The Project for .:}gricultural Mechanization for Swampy Agricultural L.md('98-200 1/U$1, 100 thousand)
Rice farming in Kalimantan province, situated in the southern part of Indonesia, suffers heavily from the spread of marshlands caused by the regular flooding of rivers. In particular, the potent growth of weeds influenced by the hot tropical climate is a major obstacle to increasing rice productivity. All labour related to rice farming including weeding is done manually. To enhance the productivity of rice farming, the provincial government of Kalimantan brought in foreign agricultural machinery and attempted to introduce agricultural mechanization. However, due to the the cost, and incompatibility of the machines with localconditions, the Indonesian government came to request KOICA's assistance to realize their goals.
KOICA selected 10 lowland villages in Kalimantan to pilot their program in agricultural mechanization. Having set the project goal as the increase in agricultural productivity and :resolving the shortage of agricultural labour, KOICA provided appropriate agricultural machinery suited for lowland conditions, and dispatched experts and volunteers to ensure effective management and maintenance of the equipment. Furthermore, to contribute toward training of management personnel, project managers and local farmers were invited to Korea for an observation tour of Korean agricultural machinery factories and model rural villages, and participate in training courses on agricultural machinery operation and maintenance.
In April 2000, 13 working personnel were invited, and three official managers from the Indonesian Ministry of Agriculture were invited in July to participate in training courses
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conducted by the Rural Development Administration in Korea. In addition, equipment such as agricultural machinery and supplies, cultivator parts and trucks were provided. By assisting the Indonesian government's efforts to increase the productivity of food production and the level of rural income as well, the project contributes toward achievement ofthe country's priority development goals.
The Project for Upgrading of National Technical Testing Center in South Africa ('97-2001/U$3,000 thousand)
As a follow-up to commitments made during the Korea-South Africa summit meeting in 1995, this project was initiated to support the National Restoration Development Plan conducted by the South African government which seeks to promote economic development through establishing a high-quality labor market. The project aims at enhancing the technological level of qualifications testing personnel, and upgrading outdated testing equipment at INDLELA, the South African National Technical Testing Center. To reach this goal, 44 trainees were invited to six training courses held in Korea, 13 Korean experts from five fields were dispatched to South Africa, and testing equipment for six engineering departments, including mechanical, electrical and electronic engineering were provided. In addition, joint research on the comparative study of technical testing and vocational training in Korea and South Africa was conducted to determine the best practices and seek lessons that can be applied in both countries. To ensure effective implementation of the project, a project manager from KOICA headquarters was dispatched to INDLELA for a one-year period. It is expected that INDLELA will reinforce its capacity to produce highly qualified manpower with the completion of the project, contributing to industrial development of South Africa.
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Luxembourg
Ministry of Foreign Affairs http://www.mae.lu/
Cooperation and Humanitarian Aid http://w•;vw.mae.1ulmae.taf?IdNav=7
Partners ;http://www.mae.lu/mae.taf?IdNav=395
Dans sa politique de cooperation au developpement, le Ministere des Affaires etrangeres ,est en contact permanent avec une multitude de partenaires. Cette page permet de connaitre et de prendre contact avec les partenaires suivants de la cooperation luxembourgeoise :
.Les pays cible d'Afrique, d'Asie et de !'Amerique latine sont les pays en developpement sur lesquels le Luxembourg concentre sa cooperation bilaterale. Il s'agit du Burkina Faso, du Cap Vert, Burkina Faso, du Mali, de la Namibie, du Niger, du Senegal, du Laos, du Vietnam, de Nicaragua et d'El Salvador.
L'agence luxembourgeoise pour la cooperation au developpement Lux-Development S.A.
est l'agence d'execution pour la majorite des projets bilateraux mis en oeuvre par la cooperation luxembourgeoise.
Les organisations multHaterales sont nombreuses avec lesquelles la cooperation luxembourgeoise entretient des relations de travail, soit en leur foumissant un appui financier global, soit en participant au financenient de projets specifiques mis en oeuvre sous leur responsabilite (projets multi-hi).
Les 75 ONG de developpell1ent, qui sont agreees par le Ministere des Affaires etrangeres, font appel a son appui fmancier pour des actions de sensibilisation (participation aux frais), des projets de cooperation classiques (cofinancement) ou des programmes de cooperation (accord-cadre). Quelques-unes de ces ONG ont leur propre presence sur internet.
Parses relations privilegiees avec la Banque mondiale et le Fonds monetaire international, le Ministere des Finances est un interlocuteur privilegie du Ministere des Affaires etrangeres parmi les autres ministeres luxembourgeois.
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Netherlands
Ministry of Foreign Affairs
http://www.minbuza.nlldefault.asp'?CMS ITEM=12E5DC3F5E024ADFB2AA6B315606 A627X2X31365X4
The Ministry of Foreign Affairs coordinates and carries out Dutch foreign policy at its headquarters in The Hague and through its missions abroad. It is likewise the channel through which the Dutch Government communicates with foreign governments and international organisations.
Development Cooperation http://•Jv'\Vw.minbuza.nl/default.asp?CMS ITEM=MBZ257572
Development cooperation is one of the main tasks of the Ministry of Foreign Affairs. The Netherlands spends four billion euros a year on tackling global poverty.
Under 'Dutch Aid Policy' you will find a list of themes, policy areas and topical issues. Under 'Partner Countries' you can find out how much aid the Netherlands gives to each country and what it is spent on. The Dutch government also wants to actively involve civil society organisations, citizens and business in development cooperation; see 'Partners in Development' for further details. For more comprehensive information, please consult the Dutch site.
Partner Countries
http://wv'vrvv.minbuza.nl/default.asp?CMS ITEM=643F9883A92D47DB89FF156FBE8D F6D7X1 X39953X17
Support to partner countries is also known as bilateral aid. The Dutch government channels development aid through governments of developing countries.
The Netherlands has a structural, bilateral development relationship with the following 36 countries. These are known as partner countries: Afghanistan Ethiopia
Albania Georgia
Armenia
Bangladesh
Benin
Bolivia
Bosnia-Hercegovina
Burkina Faso
Cape Verde
Ghana
Guatemala
Indonesia
Kenya
Macedonia (FYROM)
Mali
Moldova
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Pakistan
Palestinian Authority
Rwanda
Senegal
South Africa
Sri Lanka
Suriname
Tanzania
Uganda
Colombia
Egvpt
Eritrea
Mongolia
Mozambique
Nicaragua
Dutch Themes - Good Governance
Vietnam
Yemen
Zambia
http://www.minbuza.nlldefault.asp?CMS ITEM=2277DA1463024DB8B39BF4C962528 07DX3X44612X37
We speak of good governance when the government of a particular country functions effectively and serves all its citizens. Rules and agreements between a government, its citizens and enterprises are required for a society to function properly. Citizens must have a say and should be represented at all levels of government. The existence and enforcement of laws (such as those establishing property rights and defining criminal offences), as well as an independent judiciary, are vital.
Good governance is essential for sound economic policy, including a good business climate, and for efficient services in sectors that are important to citizens, such as safe drinking water, education and infrastructure.
Good governance is also a prerequisite for fighting poverty in a country. Poverty makes people vulnerable. They feel more secure and have more opportunities to develop if their governments give them the room and the facilities to do so. They can then take charge of their own development. They can be more effective if their human rights are respected. In addition, people must have faithin the outcome of their actions. To make all of this possible, it is essential to improve governance and create a better investment climate.
That is why, when it comes to improving education or the environment in a partner country, the Netherlands focuses on the governance-related agreements within such sectors. Moreover, we help governments to implement economic policy, combat corruption, set up a well functioning ombudsman's office and a more hun:iane prison system, and strengthen political parties in order to promote democracy
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New Zealand
New Zealand Aid and Development Agency
http://www.nzaid.govt.nz/
NZAID is the Government's international aid and development agency. The agency is responsible for delivering New Zealand's Official Development Assistance (ODA) and for advising Ministers on development assistance policy and operations. NZAID is a semi-autonomous body within the Ministry of Foreign Affairs and Trade (MFAT). It has its own Vote and management arrangements tailored to its core business.
Nga Hoe Tuputupu-mai-tawhiti- the paddles that bring growth from afar- is the Maori name for NZAID. This evocative name reflects New Zealand's Pacific heritage and the partnership principles of the Treaty of Waitangi.
The Government created NZAID in July 2002 to give a distinctive profile and new focus to New Zealand's Official Development Assistance (ODA) Programme. Since the agency's formation, eliminating poverty has been central to NZAID's mission, with a regional focus on the Pacific, reflecting the Government's commitment to be a good international citizen and neighbour.
NZAID has a competent and dedicated team of development specialists and up-to-date policies and programmes focused on making a significant impact on international pove:rty reduction efforts. NZAID helps to eliminate poverty through development partnerships, particularly in the Pacific region, and also supports projects in Asia, Africa and Latin America.
NZAID places a high priority on building strong partnerships and concentrates its development assistance on activities that contribute to poverty elimination by creating safe, just and inclusive societies, fulfilling basic needs, and achieving environmental sustainability and sustainable livelihoods.
NZAID Countries and Regions
http://vv'Vv'W.nzaid.govt.nz/programmes/index.html
The Pacific Cook Islands Fiji French Pacific Tenitories Kiribati Niue Papua New Guinea Samoa
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Solomon Islands Tokelau Tonga Tuvalu Vanuatu
Asia Cambodia China Indonesia Lao PDR Philippines Timor-Leste Vietnam
Africa .South Africa
Regions
The Pacific .Pacific Regional _Pacific Regional Agencies ,Pacific Regional Education Pacific Regional Environment Pacific Regional Fisheries Pacific Regional Governance .Pacific Regional Health Pacifie Trade and Economic Growth
Asia Greater Mekong Subregion South Asia
Africa Africa
Latin America Latin America
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NZAID Partners
Multilateral Development Assistance Conm1onwealth Agencies International Voluntary Agencies Trade and Development Programme
Humanitarian & Emergency Assistance Humanitarian and Emergency Assistance Natural Disaster Relief Fund- Global Asia Tsunami Natural Disaster ReliefFund- Pacific Complex Emergencies Afghanistan Iraq 1'v1ultilateral Agency Support Non-Goven11nent Organisation Emergencv and Disaster Relief
Funding Opportunities Asia Development Assistance Facility Latin America Development Assistance Facility Pacific Island Countries Participation Fund · Voluntary Agency Support Scheme
NZAID Themes - Governance
http://v.rww.nzaid.gnvt.nzJabout/strengthening-govemance.html
NZAID recognises good governance as a pre-condition to poverty elimination and sustainable development. It ensures that political, social and economic priorities are based on broad consensus in society, and the voices ofthe poorest and the most vulnerable are heard in decision-making about allocation of resources. A country's progress towards achieving sustainable development goals depends to a considerable degree on the quality of governance at all levels. Strengthening governance is especially important if governments are to improve the quality of service delivery.
The agency's support for strengthening governance remained a key priority in 2004/05. The agency aimed to promote and enhance the quality of governance across governments, public sector, civil society and the private sector.
NZAID's support for good governance covered programmes in areas such as economic and financial management; public sector effectiveness; law and justice; human rights;
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capacity development of civil society; media training; accountability; and democratic systems.
NZAID Sample Project- Governance
Good governance in the Pacific Transparency International (TI) is a global alliance that campaigns against corruption and promotes good governance. During 2004/05, NZAID provided funding to the New Zealand branch ofTI to hold a series of public presentations by eminent Pacific speakers to increase awareness and promote values of anti-corruption and good governance throughout the Pacific region. Proposed speakers for the series include Mr Su'a Ah Chong, Samoa's former Auditor General; Ratu Joni Madraiwiwi, Fiji's Vice President; and Ila Geno, the Chief Ombudsman of Papua New Guine(l. NZAID funding was also provided to TI-NZ to develop and distribute a "Pacific Anticorruption Tool Kit" - a resource manual of anti-corruption strategies and guides for promoting and advocating good governance in a Pacific context.
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Norway
Ministry of Foreign Affairs
http://www.dep.no/ud/enge1sk
U4: The Utstein Anti-Corruption Resource Centre
http://www.u4.no/
The U4 Utstein Anti-Corruption Resource Centre is a web based resource centre established by the Utstein Group to strengthen their partnership for international development. The Transparencv International Secretariat in Berlin is an associate partner of CMI in the development of the U4 resource centre.
UNDP Oslo Governance Centre
http://vv'Ww.undp.org/osloccntre/index.htm
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Portugal .
Ministry of Foreign Affairs (Portuguese only)
http://www.min-nestrangeiros.pt/mne/
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Spain
Ministry of Foreign Affairs
http://www.mae.es/en/MenuPpal!Ministerio/
Spain International Cooperation - (English button does not work).
http :1 /www .mae. es/en/M enuPpai/C ooperacion+Intemacional/ La lucha contra la pobreza y el hambre es el combate mas noble que la ciudadania puede librar. Nos encontramos ante una oportunidad historica para erradicar las desigualdades y el Gobiemo y el pueblo espafiol quieren estar en primera linea de esta lucha. La politica publica de cooperacion para el desarrollo constituye para el Gobiemo un
elemento fundamental de su accion exterior. Su principal objetivo, la lucha contra la pobreza, se entiende no solo como la necesidad de superar la carencia de ingresos y bienes, sino tambien como la de ampliar los derechos, oportunidades y capacidades de la poblacion mas desfavorecida.
Se trata de un reto de primer orden cuya accion necesita de una politica de Estado generada a partir de un amplio consenso entre todos los agentes de la cooperacion espanola, la Administracion central, las Comunidades Autonomas, las entidades locales, los grupos parlamentarios y la sociedad civil.
Un primer avance en la consecucion de esta politica de Estado fue la aprobacion por consenso de todos los actores del Plan Director de la Cooperacion Espanola 2005-2008, el documento marco que establece los objetivos, criterios, prioridades sectoriales y geograficas de la cooperacion al desarrollo yen cuya elaboracion participaron todos los agentes.
Junto ala coordinaci6n y complementariedad entre actores nacionales e intemacionales, el Plan Director apuesta por una mayor coherencia de politicas y la mejora de la calidad de gestion de la Ayuda Oficial al Desarrollo (AOD) y su incremento. En este sentido, el texto recoge el compromiso del Gobiemo de duplicar, con el esfuerzo de todas las administraciones publicas, nuestra AOD en 2008 y alcanzar asi el horizonte del 0,7 por ciento de la Renta Nacional Bruta en un futuro proximo.
La Declaracion del Milenio y otros acuerdos derivados de las Cumbres de Naciones Unidas son los principales referentes del Plan Director. Todas las intervenciones de la cooperacion espanola estan y estanin orientadas a contribuir a la lucha contra la pobreza, a la promocion y defensa de los derechos humanos, la conservacion del media ambiente, la equidad de genera y respeto a la diversidad cultural, en suma, a promover el desarrollo sostenible.
Existe ademas un compromise de incluir la obligacion de destinar a la cobertura de los servicios sociales basi cos ( educacion y salud) al menos el 20 por ciento de la AOD bilateral, a la vez que se refuerza el compromiso con los Paises Menos Adelantados, a los
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que se destinani al menos el20 por ciento de la Ayuda Oficial al Desarrollo.
America Latina y el Meditemineo seguirfm siendo nuestro ambito de atencion prioritaria, pero Africa Subsahariana se convertira tambien en una fuerte apuesta de la cooperacion espanola.
En esta Legislatura tambien se esta abordando la reestructuracion de la accion humanitaria espanola -a ella se destinara al menos el 7 por ciento de la AOD bilateral-, asi como la reforma de la Agencia Espafiola de Cooperacion Intemacional (AECI) para convertirla en una verdadera agencia intemacional de desarrollo, capaz de gestionar eficazmente y con transparencia los recursos de AOD no reembolsable.
Agencia Espana! de Cooperacion Internacional
http://www.aeci.es/
Countries
http://w•;vw.aeci.es/03coop/2coop paises/index.htm
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Sweden
Swedish International Development Cooperation Agency (SIDA)
http://www.sida.se/sida/jsp/sida.jsp?d=486&a=l521&language=en. US
The Swedish Agency for International Development Cooperation, Sida, is a government agency under the Ministry for Foreign Affairs. Sida's goal is to contribute to making it possible for poor people to improve their living conditions.
As other Swedish government agencies, Sida works independently within the framework laid down by the Swedish Parliament and Government. They specify the budgets, the countries with which Sweden - and thereby Sida- is to work with, and the focus of Swedish international development cooperation.
Sida is a global organisation. Its head office is in Sweden and it has field offices in some 50 countries.
SIDA Countries
http://www.sida.se/sida/jsp/sida.jsp?d=l OO&language=en _US
Sweden is working with approximately 120 countries in Africa, Asia, Latin America and Europe.
Africa Angola Botswana Burkina Faso Burundi Ethiopia Kenya Malawi Mali Mocambique Namibia Nigeria North Africa Rwanda Somalia Sudan South Africa Tanzania Uganda The Lake Victoria Initiative West Africa Zambia
Europe and Central Asia Albania
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Bosnien-Hercegovina Central Asia Georgia Kosovo Croatia Macedonia Moldova Russia Serbia and Montenegro Southern Caucasus Ukraine Belarus
Asia Afghanistan Bangladesh Burma Filippinerna India Indonesia Cambodia China Laos Middle East Mongolia Sri Lanka Thailand Vietnam West Bank/Gaza East Timor
Latin America Central America and the Caribbean Colombia El Salvador Guatemala Honduras Nicaragua Peru South America
SIDA Themes
Reducing poverty through economic growth Financing Infrastructure Information & Communication Technologies (ICT) Contract-financed technical co-operation Private Sector Development Urban development
Education and health Health and development
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HIV/AIDS
Natural resources and the environment Rural development Agriculture Forestry Water Ocean and coasts Biological diversity The environmental work of Sida
Humanitarian aid and Sida's contributions to peace and security
Economic reforms Capacity Development Corruption Programme Support
Providing support through Swedish NGOs
Research
Human rights and democracy Culture and media Gender Equality Human rights and democracy
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Switzerland
Swiss Ministry of Foreign Affairs
http://www.eda.admin.ch/eda/e/home.html
Swiss Agency for Development and Cooperation
http://www .sdc.admin.ch/ http://www.sdc.admin.ch/index.php?naviD=21292&langiD=l&userhash=c9ec5642066af f41 beec62f2ebd2a536
The Swiss Agency for Development and Cooperation (SDC) is Switzerland's international cooperation agency within the Swiss Foreign Ministry. Together with other federal offices, the SDC is responsible for overall coordination of development activities <md cooperation with Eastern Europe, as well as humanitarian aid. The SDC employs a staff of around 550 people to carry out its activities in Switzerland and abroad, with an <mnual budget of CHF 1.3 billion (2005). The agency undertakes direct actions, supports the programmes of multilateral organisations, and helps to finance programmes run by Swiss and international aid organisations in the following areas:
• Bilateral and multilateral development cooperation
• Humanitarian aid, including the Swiss Humanitarian Aid Unit (SHA)
• Cooperation with Eastern Europe
Cooperation with Eastern Europe and the Commonwealth of Independent States (CIS) supports partner countries in the transition to pluralistic democracy and a market economy. The main concerns are the development of democratic institutions, the sustainable exploitation of natural resources and reforms in the health and social sectors. The focus is on the countries of South-East Europe which take up 70% of resources and the CIS which take up 30%, mainly for South Caucasus and Central Asia. There are currently more than 200 projects under way in 14 partner countries. Projects in Eastern Europe are implemented in close cooperation between the SDC and the State Secretariat for Economic Affairs (seco).
Swiss Agency for Development and Cooperation Themes - Governance
http://www.sdc.admin.chlindex.php?naviD=21143&1angiD= 1 &userhash=54542bfdc0b0 9fDOf9954 7ba8ad00 166
The promotion of good governance, or more simply, governance, is one of the five strategic targets of the SDC's development cooperation activities. In this respect, the pillars of sustainable development are the strengthening of human rights, democracy and the constitutional state.
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Swiss Agency for Development and Cooperation - Countries
http://www.sdc.admin.chlindex.php?navfD=21 047&langiD=l&userhash=54542bfdcObO OfDOf99547ba8ad00166
A Afghanistan Albania. Algeria Angola
B Bangladesh Belarus Benin Bhutan Bolivia Bosnia and Herzegovina Brazil Bulgaria Burkina Faso
c Chad Colombia Croatia Cuba
E Ecuador E] Salvador
G Gaza & Westbank
H Haiti Honduras
I India Indonesia Iraq
J Jordan (Syria, Lebanon)
K Kosovo Kyrgyzstan
L Liberia
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M Macedonia Madagascar Malawi Mali Moldova (Republic) Mongolia Mozambique Mvanmar (Burma)
N Nepal Nicaragua Niger North Korea
p Pakistan Peru
R Romania Russian Federation Rwanda- Burundithe Great Lakes Region
s Serbia and Montenegro Sierre Leone South Africa and southem Africa Southern Caucasus (Georgia, Armenia, Azerbaijan) S1i Lanka Sudan
T Tajikistan Tanzania Thailand Turkev
u Ukraine Uzbekistan
v Vietnam
Swiss Agency for Development and Cooperation Projects
http://www.sdc.admin.chlindex.php?naviD=2352l&langiD=l&userhash=54542bfdc0bO Otn0f9954 7ba8ad00 166
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United States
US AID
http://www.usaid.gov/
USAID is an independent federal government agency that receives overall foreign policy guidance from the Secretary ofState. Our Work supports long-term and equitable economic growth and advances U.S. foreign policy objectives by supporting:
• economic growth, agriculture and trade; • global health; and, • democracy, conflict prevention and humanitarian assistance.
USAID Regions
We provide assistance in four regions of the world:
• Sub-Saharan Africa; • Asia and the Near East; • Latin America and the Caribbean, and; • Europe and Eurasia.
With headquarters in Washington, D.C., USAID's strength is its field offices around the world. We work in close partnership with private voluntary organizations, indigenous organizations, universities, American businesses, international agencies, other governments, and other U.S. government agencies. USAID has working relationships with more than 3,500 American companies and over 300 U.S.-based private voluntary organizations.
USAID Governance & Democracy site
http://www.usaid.gov/our. work/democracy and governance/
The Agency focuses its efforts to promote democracy and good governance on four distinct, but related, goals:
• Strengthening the Rule of Law and Respect for Human Rights
• Promoting More Genuine and Competitive Elections & Political Processes
• Increased Development of a Politically Active Civil Society
• More Transparent and Accountable Governance
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Progress in all four areas is necessary to achieve sustainable democracy.
USAID Definition of Democracy Programs Democracy and governance programs are technical assistance and other support to strengthen capacity of reform-minded governments, non-governmental actors, and/or citizens in order to develop and support democratic states and institutions that are responsive and accountable to citizens. These efforts also include promoting democratic transitions in countries that are not reform-minded. Democracy programs promote the rule of law and human rights, transparent and fair elections coupled with a competitive political process, a free and independent media, stronger civil society and greater citizen participation in government, and governance structures that are efficient, responsive and accountable.
USAID Mission Directory
http://www.usaid.gov/locations/missiondirectory.html
USAID Mission Web Sites
)ilttp://www.usaid.gov/missions/
USAID Donor Coordination
http://www.usaid.gov/policv/coordination/donor.htinl
1'.1illennium Challenge Corporation (branch ofUSAID)
http://www .mea. gov/
In March 2002 in Monterrey, Mexico, President Bush called for a "new compact for global development," which links greater contributions from developed nations to greater responsibility from developing nations. The President proposed a concrete mechanism to implement this compact --the Millennium Challenge Account (MCA) - in which development assistance would be provided to those countries that rule justly, invest in their people, and encourage economic freedom. With strong bipartisan support, the Millennium Challenge Corporation (MCC) was established on January 23, 2004 to administer the MCA. Congress provided nearly $1 billion in initial funding for FY04 and $1.5 billion for FY05. The President requested $3 billion for FY06 and pledged to increase annual funding for the MCA to $5 billion in the future.
l'vfCA Program
http:/ /www.mca.gov/compacts/program _procurement/index.shtml
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United Kingdom
UK Department for International Development- UK (DFID)
http://www.dfid.gov.ukl
The Department for International Development (DFID) is the part of the UK Government that manages Britain's aid to poor countries and works to get rid of extreme poverty. vVe are headed by a Cabinet minister, one of the senior ministers in the Government. This reflects how important the Government sees reducing poverty around the world. We have two headquarters (in London and East Kilbride, near Glasgow) and 25 offices overseas.
DFID Countries
http://wvvw.dfid.gov.uk/countries/allcountries.asp?view=region
DFID Partners
http://v,,vw.dfid.gov.uk/aboutdfid/dfidwork/multilatcral.asp
DFID Projects- Case Studies
http://v . .rvv·w.dfid.gov.uk/casestudies/
DFID Projects- Database
Find out about development activities supported by DFID on the c9 AiDA database.
AiDA is a feature ofthe Development Gateway Portal, bringing togetherinformation about development activities around the world. The Development Gateway is a program oftheDevelopment Gateway Foundation. AiDA is jointly implemented by the World Bank, Development Assistance Committee of OECD (OECD-DAC) and Bellanet.
DFID supplies information to AiDA from its PRISM database of development activities. Some of this information relates to historic activities, mostly to current activities, and some planned ones. A regular programme of data cleaning is under way, principally to close off activities still shown as current, and those which are shown as planned but were never implemented. This is also true of data supplied by other organisations to AiDA, and potential data users are advised to contact the appropriate agency, DFID department, or DFID's Public Enquirv Point to confirm the accuracy of the data provided.
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Private Sector Foundations
Bellanet International Secretariat
http://home.bellanet.org/
Bellanet promotes and facilitates effective collaboration within the international community, especially through the use ofiCTs. While Bellanet does not offer grants or loans, it delivers its program through three main Program Lines: Online Conmmnities, Knowledge Sharing and Open Development. Together they represent key approaches to building institutional and individual collaboration skills and maximizing the potential of ICTs to support collaborative development work. In addition to delivering programming through three main Program Lines, three important crosscutting areas are considered and woven into all aspects of Bellanet's work: Gender Equalitv, Capacitv Development, and _Monitoring and Evaluation.
Bellanet Core Funders
The Bella net International Secretariat is funded by the following organizations:
International Develop~ent IDRC * CRDI ,Reseach Centre (IDRC) .m mm
;Canadian Intemational Development Agencv (CIDA) I• Danish Intemational Development Assistance (Dan ida)
Swedish International ;Development Agency (Sida)
a canadletma da Canadian International oppement !nl$tttational Dava!~t ~aney
Sida -----·------------ ·----
;Swiss Agency for ;Development and Cooperation fSDC>
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Bellanet Partners
http://home. bellanet.org/partners.php
Bellanet Sample Projects
http://home.bcllanet.org/activities.php
Recent Projects as of April 2006 include:
D WeConnect Nepal (WeConnect) WeConnect seeks to build a network to promote dialogues and knowledge sharing among development practitioners, the donor community and civil society organizations working in the South Asian region on issues of sustainability of ICTs in development work.
D CGIAR Evaluation of Collaboration Tools (CGIAR-Eval) Evaluation of collaboration tools for online dialogues
D CGIAR E-Publishing A CGIAR system-wide project to synthesize publishing practices between different CG Centers.
D CGIAR Knowledge Sharing (CGIAR-KS) A CGIAR system-wide project to institutionalize knowledge sharing practices between different CG Centers.
D Studv on the use of Open Source in Latin America and Caribbean (OS-LAC) Bellanet in partnership with IDRC launched a two-year study looking into processes of adoption, development and use of Open Source (OS) in the LAC region.
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Bill and Melinda Gates Foundation
http://~vV\vw.gatesfoundation.org
Bill and Melinda Gates believe every life has equal value. In 2000, they created the Bill & Melinda Gates Foundation to help reduce inequities in four primary areas.
Our Global Libraries program strives to give people in the U.S. and other countries access to information through free Internet access at public libraries.
We work with an array of partners in other countries to provide free access to computers and the Internet as well as training, transforming public libraries into vital community eenters.
International Library Initiatives Backgrounder
The foundation has partnered with Canada, Chile, and Mexico, and has seen the tremendous impact that library computers have in connecting people with information. Building on the success of these initiatives, the foundation is expanding its international partnerships to help other countries provide this valuable service.
There are three critical elements to the foundation's strategy:
First, the foundation identifies great partners based on extensive research. Ideal partners are developing countries with strong library systems, appropriate infrastructure such as ~electricity and Internet capability, demonstrated leadership and commitment to public access to technology, supportive policies, and the potential to implement and sustain this critical service.
Second, the foundation provides grants to pay for computers, technical support, and staff training in public libraries throughout the partner country. The foundation also supports building capacity within the country's public library community to manage and build technology services and to train the public to use technology.
Third, the foundation requires partner countries to take steps at the beginning of the program to ensure its long-term sustainability. Specifically, partner countries will be asked to use advocacy and impact evaluation to promote the value of public access computing programs and build long-term support.
Access to Learning Award
The Access to Learning Award is given annually to recognize the innovative efforts of libraries, organizations or library agencies outside the United States in providing free public access to information technology. Information and application instructions for the Access to Learning Award can be found on the Council on Library and Information Resources (CLIR)'s Web site at www.clir.org/fellowships/qates/qates.html.
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Past Award Recipients
2005: Bangladesh's Shidhulai Swanirvar Sangstha The 2005 award honors this Bangladesh organization for its use of boats to deliver education and technology to isolated communities in flood-prone regions.
2004: Denmark's Aarhus Public Libraries and the China Evergreen Rural Libra1ry Service Center The 2004 awards honor the innovative efforts of these two organizations to provide no-cost access to information technology in their very different communities.
2003: Smart Cape Access Project On August 5, 2003, Smart Cape Access Project of Cape Town, South Africa was recognized with the Access to Learning Award for its innovative efforts to connect residents, particularly in low-income neighborhoods, with no-cost public access to computers and the Internet.
2002: BibloRed The 2002 Access to Learning Award recipient was BibloRed, an impressive network of public libraries serving the people of Bogota, Colombia.
2001: Proyecto Bibliotecas Guatemala (Probigua) and Biblioteca del Congreso, Argentina Probigua and and Biblioteca del Congreso receive honors for increasing access to public libraries in their communities.
2000: Helsinki City Library Helsinki City Library received the first ever Access to Learning Award in 2000.
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. .
British Overseas NGOsfor Development (BOND)
http:/ /vv'\\'W. bmi.d. or g. uk
BOND (British Overseas NGOs for Development) is the United Kingdom's broadest network of voluntary organisations working in international development (often called non-governmental organisations, or NGOs). BOND was founded in June 1993, on the initiative of 61 NGOs, and now has over 290 members. It is officially recognised by the UK Government's Department for International Development (DFID).
BOND aims to improve the UK's contribution to international development by promoting the exchange of experience, ideas and information amongst BOND members between networks of NGOs in the UK and internationally, with the UK Government, and between BOND members and other UK bodies with an interest in international development. To support this work, BOND manages training, advocacy and information services.
BOND Groups
http://-..vww.bond.org.uklwgroups/index.html
BOND Groups benefit the wider BOND Network through the development of expertise · in the sector, by garnering momentum and action for collective advocacy work, and by providing another space for continuing training and"development. Groups may also act as a source of advice and capacity building in their specialist area for others in the network. BOND Groups are member-led & self-managed- the formation of Groups, their structures, agendas and activities are determined by the Groups themselves.
BOND members engage in BOND Groups for a number of reasons, including learning (peer support, exchange of information & experience, promotion of good practice) Research (investigation/exploration ofissues; development of thinking around issues) & Advocacy & Consultation (Development of advocacy statements and positions, policy and guidelines for good practice- aimed at influencing BOND's membership, other development organisations, government, the EU, funders or the general public, on behalf ofthe BOND Network, on behalf of a sector of the membership on a specialist issue eg. Eastern Europe, Disability)
Funding News and Links
)lttp://www.boncl.org.uklfunding/index.html
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Canadian Council for International Cooperation (CCIC)
http://wv.rw.ccic.ca/
The Council is a coalition of Canadian voluntary sector organizations working globally to achieve sustainable human development. The Canadian Council for International Cooperation seeks to end global poverty, and to promote social justice and human dignity for all.
CCIC Members
http://www .ccic.ca/ e/00 1/membership.shtml
The Council comprises about 1 00 Canadian voluntary sector organizations working to end global poverty. CCIC has a membership stratcgv that defines its position and purJ)OSe in relation to its membership and the environment in which it works, as well as the methods it uses to accomplish its mission.
CCIC Africa-Canada Forum
http://www.ccic.ca/e/003/acf.shtml
The Africa-Canada Forum brings together more than 40NGOs, churches, unions and solidarity groups from across Canada that have a specific interest in development issues and social justice in sub-Saharan Africa.
CCJC Americas Policy Group
http:/ /w\\'w.ccic.ca/e/003/apg.shtml
The Americas Policy Group (APG) is a Canadian civil society policy group focused on development and social justice issues in the Americas. It brings together approximatelly 40 international development and humanitarian NGOs, human rights groups, labour unions, research institutions, church and solidarity groups.
CCIC Asia-Pacific Working Group
http://wvvw.ccic.ca/e/003/apwg.shtml
The Asia Pacific Working Group (APWG) is a network of Canadian civil society organizations involved in human rights, democracy and development in the region. It brings together over 20 international development and humanitarian NGOs, human rights groups, labour unions, church and solidarity groups.
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The Ford Foundation
http://-.;vww.fordfound.org/
The Ford Foundation is a resource for innovative people and institutions worldwide. Our goals are to:
Strengthen democratic values, Reduce poverty and injustice, Promote international cooperation and Advance human achievement
A fundamental challenge facing every society is to create political, economic and social systems that promote peace, human welfare and the sustainability of the environment on which life depends. We believe that the best way to meet this challenge is to encourage :initiatives by those living and working closest to where problems are located; to promote collaboration among the nonprofit, government and business sectors; and to ensure participation by men and women from diverse communities and at all levels of society. In our experience, such activities help build common understanding, enhance excellence, enable people to improve their lives and reinforce their commitment to society.
The Ford Foundation is one source of support for these activities. We work mainly by making grants or loans that build knowledge and strengthen organizations and networks. Since our financial resources are modest in comparison with societal needs, we focus on a limited number of problem areas and program strategies within our broad goals.
Since its inception it has been an independent, nonprofit, nongovernmental organization. The trustees of the foundation set policy and delegate authority to the president and senior staff for the foundation's grant making and operations. Program officers in the United States, Mrica, the Middle East, Asia, Latin America and Russia explore opportunities to pursue the foundation's goals, formulate strategies and recommend proposals for funding.
Ford Foundation Themes
http://w"Vvw.fordtound.org/program/index.cfin
'We work mainly by making grants or loans that build knowledge and strengthen ·organizations and networks. Within our broad goals [link to program pages], we focus on a limited number of problem areas and program strategies.
Explore the foundation's program areas: !t\sset Building and Community Development Peace and Social Justice Knowledge, Creativity and Freedom
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Ford Foundation Programs: Governance and Civil Society
http://\v\Vw.fm:dfound.org/program/govem.cfm
The Governance and Civil Society unit works in two fields:
In Governance we strengthen the responsiveness of state and local governments, improve the ability of national government institutions to secure peace and social justice, and build democratic global governance in the arenas of international economics, conflict and security. The unit supports efforts to improve government performance, build public awareness of budget and tax issues and confront the challenges posed by the trend toward government decentralization. Additional areas of work promote the value of political equality in America through sound reforms in electoral procedures and campaign financing. The global dimensions of governance are addressed through grant making to improve the management of the international economy and to prevent, mediate and address the consequences of conflict within and between nations.
In Civil Society we seek to increase the impact of citizens' groups working for peace and social justice, strengthen the philanthropic community that supports them, and encourage citizen oversight of the public and private sectors. We believe in the value of associationallife and in nurturing strong, independent and democratic civil societies. Grants seek to increase participation in public affairs beyond the act of voting and to strengthen civil society organizations. Another initiative aims to foster philanthropy that contributes to social justice outcomes. Other work strengthens global civil society and the ability of transnational citizens' coalitions to address public policy problems.
Global Offices in this Program
Beijing, Cairo, Hanoi, Jakarta, Johannesburg, ~Mexico Citv, Moscow, Nairobi, New Delhi, Rio de Janeiro, Santiago
Ford Foundation Recent Governance and Civil Society Grants (2005)
http:/ /v,•>vw.fordfound.org/grants db/view· grant detaill.cfm?program=Peace+and+socia l+iustice&expandl=Peace-+-and+social-+-justice&unit=Governance+and+Civil+Society&e xpand2=Governance+and+Civil+Societv
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W.K. Kellogg Foundation
http://,,vv.;rw.wkkf.org/Dcfault.aspx?LanguagciD=O
The W.K. Kellogg Foundation was established in 1930 by breakfast cereal pioneer W.K. Kellogg. During his lifetime, he donated $66 million in Kellogg Company stock and other investments "to help people help themselves."
Over the years, the Kellogg Foundation's programming has evolved, striving to remain innovative and responsive to the ever-changing needs of society. Today, the organization ranks among the world's largest private foundations. Grants are awarded in the United States, Latin America and the Caribbean, and seven countries in southern AfricaBotswana, Lesotho, Malawi, Mozambique, South Africa, Swaziland, and Zimbabwe.
Southem Africa
http://www.wkkf.org/default.aspx?tabid=54&CID=146&NID=17&LanguageiD=O
In Botswana, Lesotho, Malawi, Mozambique, South Africa, Swaziland, and Zimbabwe, an integrated approach is taken to addressing the Foundation's key programming interests. Following are the strategies that detail these interests:
Strengthen Leadership Capacity This strategy serves as the primary integrator of all three strategies for work in the region. Current programming seeks to build the capacity of leaders at the local, provincial, national, regional, and global levels. It also is concerned with increasing community voices in the policy development process to strengthen young leaders for the 21st century.
Strengthen the Capacity of Communities This programming strategy targets district-level sites to increase cooperation among local government, business, community-based organizations, education institutions and agencies, and to enhance participation of rural youth in social and economic development.
Organizational and Institutional Development and Transformation Attention is focused on improving the southern African social infrastructure through institutions of higher education, organizations that create employment and productivity, and information systems that support social development.
Latin America and the Caribbean
http://w\vw .wkkf.org/default.aspx?tabid=54&CID= 145&NJD= 17 &LanguageiD=O
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In Latin America and the Caribbean, the Foundation takes an integrated approach in addressing its key programming interests. Following are the strategies that detail these interests:
Regional Development Attention is given to supporting groups of projects that demonstrate ways to break the local cycle of poverty in selected micro-regions. Strategies to promote the development, participation, and leadership of local youth are central to this effort. Priority geographie areas targeted by this work include southern Mexico and Central America (including parts of the Caribbean), northeast Brazil, and the Andean zones of Bolivia, Peru, and southern Ecuador.
Application of Knowledge and Best Practices {Programmatic Approaches) The Foundation supports projects in Latin America and the Caribbean that offer innovative approaches in leadership development, citizenship and social responsibility,, institution building and strategic alliances, and the access to information technology. The aim of this approach is to build the capacity of individuals, communities, and institutions to put regional development projects into action.
Kellogg Foundation Grants Database
http:/ /wvnv. wkkf.org/ default.aspx?tabid=92&C ID= 146&CatiD= 146&Status= Active&NI D=95&LanguageiD=O
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Open Society Institute
http:/ /w..,vw. soros.orgL
The Open Society Institute (OSI), a private operating and grantmaking foundation, aims to shape public policy to promote democratic governance, human rights, and economic, legal, and social reform. On a local level, OSI implements a range of initiatives to support the rule of law, education, public health, and independent media. At the same time, OSI works to build alliances across borders and continents on issues such as combating corruption and rights abuses. OSI was created in 1993 by investor and philanthropist George Soros to support his foundations in Central and Eastern Europe and the former Soviet Union. Those foundations were established, starting in 1984, to help countries make the transition from communism. OSI has expanded the activities of the Soros foundations network to other areas of the world where the transition to democracy is of particular concern. The Soros foundations network encompasses more than 60 countries, including the United States.
OS! Initiatives
http://www.soros.org/about/overvicw
OSI's initiatives address specific issue areas on a regional or network-wide basis around the world. Most ofthe initiatives are administered by OSI-New York orOSI-Budapest and are implemented in cooperation with Soros foundations in various countries and :regions. OSI initiatives cover a range of activities aimed at building free and open :societies, including grantmaking to strengthen civil society; economic reform; education at all levels; human rights; legal reform and public administration; media and (:ommunications; public health; and arts and culture.
OS! Focus Areas and Grants
]http:/ /www.soros.orgLinitiati ves/hrggp/focus areas
Human Ri£Ihts The Human Rights and Governance Grants Program supports national and international advocacy organizations promoting political and civil rights at local, national and regional Jlevels.
!:::iovernment Accountability OSI's Human Rights and Governance Grants Program works to advance government accountability in Central and Eastern Europe, the former Soviet Union, and Mongolia.
Public Policy Centers OSI's Human Rights and Governance Grants Program supports public policy centers that promote inclusive policy change in Croatia, Georgia, Macedonia, Moldova, Romania, and Ukraine.
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OS! Human Rights and Governance Grants
http:/ lWV·lW .soros.org/initiativcs/11rg_g,Q
The Human Rights and Governance Grants Program provides support to nongovernmental organizations (NGOs) operating in the fields ofhuman rights and governance in Europe and Central Asia. Under the supervision ofOSI's Sub-Board for Law and Human Rights, the program manages grantmaking programs in the areas of human rights and government accountability. The program also takes an active role in identifying projects; in assisting supported organizations in their growth and institutionalization; in building networks among these groups; and in developing partnerships with other donors in this field.
The Human Rights and Governance Grants Program administers grants to a number of institutions providing expertise to governments and contributing to national policy debates on a wide variety of economic and political issues with the goal of promoting effective and accountable governance. Funding decisions for these organizations are made by the OSI board, in consultation with OSI's executive management.
In 2004, HRGGP supported over 100 organizations operating in approximately 25 countries for their work in the human rights and accountability fields. Among other activities, grantees submitted complaints to the UN Human Rights Committee on human rights violations in Tajikistan; represented victims of human rights abuses in Chechnya at the European Court of Human Rights; initiated test cases to combat discrimination against Roma in Bulgaria; and monitored conditions in mental health institutions in Estonia.
OS! Local Government and Public Service Reform Initiative
http:/ /vv"\VW.soros.org/initiati ves/lgi
The Local Government and Public Service Reform Initiative (LGI) promotes effective democratic government in Central and Eastern Europe, the former Soviet Union, and Mongolia. LGI focuses on supporting local government and public administration reform and decentralization; improving the administration of public services; assisting in the formulation of public policy; and developing a comprehensive regional policy center.
Direct technical assistance to policymakers by LGI is provided through expert database networks that list hundreds of English- and Russian-speaking specialists. In cooperation with the United Nations Development Program (UNDP), LGI provides technical assistance on designing decentralization reform strategies in Central Asia and has contributed to the redesign of local government legislation in Macedonia and Croatia.
The Local Government and Public Service Reform Initiative maintains its own separate website at: http://lgi.osi.hu/.
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Transparency International
http://wvvw.transparencv.org/
Transparency International is a global network including more than 90 locally established national chapters and chapters-in-formation. These bodies fight corruption in the national arena in a number of ways. They bring together relevant players from government, civil society, business and the media to promote transparency in elections, in public administration, in procurement and in business. TI' s global network of chapters and contacts also use advocacy campaigns to lobby governments to implement anticorruption reforms. Politically non-partisan, TI does not undertake investigations of alleged corruption or expose individual cases, but at times will work in coalition with organisations that do. TI has the skills, tools, experience, expertise and broad participation to fight corruption on the ground, as well as through global and regional initiatives.
Transparency International: Themes
http://w;,vw.transparency.org/global priorities
TI's thematic websites include latest research, tools and best practice, TI national chapter projects, weblink;s and other resources in Tl's global priority areas.
• Corruotion in politics
• Corruption in public contracting
• Corruption in the private sector
• International anti-corruption conventions
•
Transparency International: Regional Pages
;http:/ /v.;-\v'\V. transparency. org/redonal pages
Transparency International's (TI) regional departments were created to provide a strong network for anti-corruption initiatives and co-operation at regional level. The regional departments support the work done by TI's National Chapters around the world, provide a platform for sharing knowledge and experience, develop strategies to respond to regionally distinct patterns of corruption and initiate advocacy campaigns at both the regional and sub-regional level. The regional departments also play an important role in advancing TI' s global priorities in the fight against corruption.
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Africa and the Middle East Department As the political climate in this area of the world has warmed and led to increased room for civil society" to maneuver and greater freedom for the media, TI' s 18 National Chapters in the region have become an integral pillar of national integrity in their respective countries. TI National Chapters have been furthering the anti-corruption cause by demanding greater accountability from government and advocating reforms in the areas of governance and the management of public resources. These national civil society coalitions active in the fight against corruption further play a great role in strengthening democracy and participation in some of the regions' young democracies.
The Americas Department The Americas Department at the Transparency International Secretariat represents 18 National Chapters and contacts groups in both North and South America. While united in the common goal of fighting corruption, both sides of the hemisphere must advance the anti-corruption struggle in different contexts. For example, while the fight against corruption in North America has been marked primarily by accounting, financial and political scandals; Latin American countries continue to suffer from structural problems that affect the region's economic and democratic development. The Americas department at TI additionally serves as a secretariat for the TILAC Network (TI National Chapters in Latin America and the Caribbean). Created in 1996 as a response to common corruption-related problems in the region, TILAC has evolved into a strong network for mutual support and innovative tool development. Under the leadership of the Americas department, TILAC chapters are also engaged in regional diagnostic and advocacy work in areas such as public procurement, political party finance and anticorruption conventions.
Asia and the Pacific Department The Asia Pacific region represents more than half of the world's population and is marked by it's diversity in terms of cultural, social and political background. TI's AsiaPacific Department provides support to 20 National Chapters and contact groups across the region. TI's Asia Pacific Chapters have created TIAP, a network forTi in Asia Pacific. TIAP is a regional forum for sharing experiences, lessons learned and anticorruption tools. It is also a strong and vital network that facilitates and implements concrete thematic anti-corruption cooperation on a number of priority issues in the region.
Europe and Central Asia Department From Ireland to Mongolia, the Europe and Central Asia region is composed of countries wildly diverse in terms of history, culture, and economic and political development. As a result of this diversity is also a marked difference in the level and type of corruption each country must face in its national context. The Europe and Central Asia Department at TI was created to help bridge these differences by sharing information, lessons learned and resources developed by its National Chapters in the region. The department currently works with 40 National Chapters and contact groups; which have been functionally divided into three sub-regions based upon both EU status and geographical proximity:
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EU al}d EFT A Member States plus Israel; South East Europe and West CIS, and Central Asia, Russia and Caucasus.
Transparency International: Tools and Initiatives
http :1 /vv''lv\V. transparency .org/tools
~-corru(ition--~m-e,asu,retnent:~c·rra·nsparency InternatiOnal see-kS~tO-Provide reTfabtequantitativ8~di"8Qr1ostic tools·~-~ regarding levels of transparency and corruption, both at global and local levels.
Integrity Pacts: Developed by Tl, the Integrity Pact (IP) is a tool aimed at preventing corruption in public contracting.
Preventing Corruption on Construction Projects: Tl has launched an international initiative aimed at preventing corruption on construction projects.
Business Principles for Countering Bribery: The Business Principles aim to provide a practical tool to which companies can look for a comprehensive reference to good practice to counter bribery.
Anti-Corruption Handbook: The ACH is a practical guide which aims to assist the process of designing and applying anti-corruption measures.
Toolkit: The Corruption Fighters' Tool Kit is a compendium of practical civil society anti-corruption experiences I desc;~i~C::.~.lrl..~~f1Cre~~11f1.CL acg~~~~l~~f19~1!'?1l.~:...--~---·····------------------------~--~__j
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V. LIST OF THE MAJOR INTERNATIONAL DONOR ORGANIZATIONS
Multilateral Organizations (Regional)
Africa Development Bank ·
Asian Development Bank
Caribbean Development Bank
Development Gateway
EuropeanlnveshnentBank
FAO
InfoDev
Inter-American Development Bank
ILO
ITC
ITU
UNCTAD
UNDP
UNESCO
UNESCAP
UNECE
UNECA
UNECLAC
UNESCWA
UNEP
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UNICEF
UNIDO
UN
World Bank
World Food Program (WFP)
Bilateral Organizations and National Governments:
Australia I AusAid
Austria I DDC
Belgium I DGDC
Canada I CIDA
Denmark I DANIDA
European Commission
Finland I DIDC
France I MFA, AFD
Germany I GTZ, BMZ
Ireland I Development Cooperation Ireland
Italy IDGCS
Japan IJICA
Korea/KOICA
Luxembourg I Ministry for Cooperation
Netherlands I Ministry for Development Cooperation
New Zealand I NZAID
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Norway /NORAD
Portugal I
Spain/ AECI
Sweden I SIDA, Spider Center
Switzerland I SDC
UK/DFID
US/USAID, MCC
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