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December 8, 2014
Division Global Institutions
Annual Report 2014 With Planning Part 2015 For internal use
December 8, 2014
December 8, 2014
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Table of Contents
0. Summary ......................................................................................................................................... 4
1. Relevant Contextual Developments ................................................................................................ 6
1.1 International Context ............................................................................................................... 6
1.2 Switzerland-Related Developments ........................................................................................ 7
1.3 Conclusions for 2015 ............................................................................................................... 7
2. Highlights, Outcomes and Lessons of 2014 .................................................................................... 8
2.1 Policy Outcomes ...................................................................................................................... 8
2.2 Institutional Effectiveness ........................................................................................................ 9
2.3 Knowledge Management and Multilateral Network ............................................................... 10
2.4 Lessons Learned and Implication for 2015 ........................................................................... 11
3. Priorities for 2015 .......................................................................................................................... 11
3.1 Policy Outcomes .................................................................................................................... 11
3.2 Institutional Effectiveness ...................................................................................................... 13
3.3 Knowledge Management Network ........................................................................................ 13
3.4 Risk Outlook 2015 ................................................................................................................. 14
3.5 Human and Financial Resources .......................................................................................... 14
Annexes:
I. Division Outputs 2015
II. Work Programme 2015 of the Multilateral Network
III. Crosscutting Issues: Communication, Gender, Governance/Human Rights
IV. Moments Forts and Important Events 2015
V. Financial Planning 2015 (multi)
VI. Financial Planning 2015 (multi-bi)
VII. Duty Trips 2015
VIII. Organizational Chart
IX. Overview of Staff Participation in SDC Networks
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Acronyms and Abbreviations
AFAR Arab Forum on Asset Recovery
CCM Core Contribution Management
CPD Commission on Population and Development
BCPR Bureau for Crisis Prevention and Recovery
BWI Bretton Woods Institutions
CEB UN System Chief Executives Board for Coordination
DAC Development Assistance Committee
DaO Delivering as One
DCF Development Cooperation Forum
DESA Department of Economic and Social Affairs
DGTTF Democratic Governance Thematic Trust Fund
DOCO UN Development Operations Coordination Office
ECOSOC Economic and Social Council
FDFA Federal Department of Foreign Affairs
GA General Assembly
GI Global Institutions Division
GCF Green Climate Fund
GPEDC Global Partnership for Effective Development Cooperation
HLPF High-Level Political Forum on Sustainable Development
ICAR International Centre for Asset Recovery
ICPD International Conference on Population and Development
IDA Word Bank, International Development Association
IDAG Interdepartmental Working Group on Anti-Corruption
IDA PEP Interdepartmental Working Group on Politically Exposed Persons (PEPs)
INCAF International Network on Conflict and Fragility
IO International Organizations
JPO Junior Professional Officer
NGOs Non-Governmental Organizations
MENA Middle East and North Africa
MDG Millennium Development Goals
MfDR Managing for development results
MO Multilateral Organization
MOPAN Multilateral Organization Performance Assessment Network
NGO Non-Governmental Organization
ODA Official Development Assistance
OECD Organization for Economic Cooperation and Development
OWG Open Working Group
PoA Programme of Action
QCPR Quadrennial Comprehensive Policy Review
RC Regional Cooperation
RoL Rule of law
SCO Swiss Cooperation Office
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SDC Swiss Agency for Development and Cooperation
SDG Sustainable Development Goals
Seco State Secretariat for Economic Affairs
StAR Stolen Assets Recovery
TI Transparency International
U4 U4 Anti-Corruption Resource Centre
UN United Nations
UNCAC United Nations Convention Against Corruption
UNDP United Nations Development Programme
UNDG United Nations Development Group
UNFPA United Nations Population Fund
UN GC United Nations Global Compact
UNICEF United Nations Children’s Fund
UN-ISWE United Nations Independent System-Wide Evaluation
UN-Women United Nations Entity for Gender Equality and the
Empowerment of Women
WHO World Health Organization
WB World Bank
WBG World Bank Group
WDR World Development Report
WFP World Food Programme
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0. Summary
With the possible exception of the US and UK, the world economy remains fragile and pro-
spects are not encouraging with expected sluggish growth, continuous fiscal constraints and
dropping commodity prices. These trends negatively affect developing and emerging coun-
tries by increasing social inequalities and exclusion. They are further exacerbated by regional
turmoil, crises, epidemics, and overall humanitarian and security challenges. This uncertain
environment calls for renewed efforts and concerted actions to address structural imbalances
in the world economy, to balance short term crisis response with longer term resilience
needs, and to foster overall sustainable development if we collectively hope for the better
“Future We Want”.
As in the previous year the main driver of the global debate on achieving global sustainable
development was the post-2015 process. In July, the Open Working Group (OWG) adopted
a proposal for Sustainable Development Goals (SDGs), with remarkable overall achieve-
ments and stand-alone goals on critical issues like water, gender equality, health as well as
peaceful and inclusive societies.
Thanks to an active and early positioning, Switzerland substantially influenced the outcome
of the OWG. The endorsed proposal widely reflects the Swiss position. In addition, Switzer-
land was also successful in keeping the issue of installing regular reviews on the post-2015
development framework high on the political agenda. The latter as well as the issue on deliv-
ering a sound financial framework for the post-2015 agenda will be important topics which
will need GI’s continued efforts and close collaboration with other units and federal offices in
the year to come.
2014 was the year to test the first cycle of the renewed ECOSOC. Switzerland, with GI as the
driving force, successfully influenced the definition of the role of the High-Level Political Fo-
rum on Sustainable Development (HLPF). It positioned itself as a central forum for high-level
stocktaking, monitoring and review of the post-2015 agenda.
In terms of policies and thematic priorities of the Division some important results have been
achieved. Besides SDC’s successful efforts to anchor gender equality centrally in the OWG
proposal for the post-2015 framework, it also contributed to deepening the integration of
gender concerns in the work of various multilateral organizations and to strengthening the
cooperation between the World Bank and UN-Women. With regard to GI’s effort to foster
effectiveness of the multilateral system in fragile contexts, the partnership between the UN
and the WB has further improved and was integrated into the IDA 17 framework - a signifi-
cant achievement. Furthermore, in 2014, GI established a coherent programme both on anti-
corruption / asset recovery as well as on private sector development and partnerships. The
launch of the Multi-bi Pool also constituted an important milestone in fostering priority en-
gagement with multilateral organisations, and enhanced partnership with the Regional Do-
main and Global Programs.
Strengthening institutional effectiveness of the Multilateral Organizations (MO) is a priority for
GI. In 2014, GI therefore agreed on new Management for Development Results (MfDR) part-
nerships with UNDP, UNFPA, UNICEF and UN-Women - all of them Swiss priority MOs - to
support and strengthen their evaluation and results units. It is also in this angle that Switzer-
land’s successfully enhanced its position and influence in the Multilateral Organisation Per-
formance Assessment Network (MOPAN) - the key international partner for assessing MO’s
performance.
Regarding communication and outreach, GI continued its efforts to produce information on
the relevance of multilateral cooperation and the results of Swiss influence. To illustrate tan-
gible results from the multilateral organizations, GI established in 2014 a new database of
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success stories that provides immediate communication material. It is with such concrete
examples that GI aims to accompany in the future its dialogue with the broader public to en-
sure that Swiss multilateral priorities are better understood.
2015 will see important milestones at the international level. The post-2015 process will have
to integrate and focus more strongly on defining implementation, including the question of
financing as well as monitoring and accountability (“how”). Regarding the goal framework,
the main challenges in the upcoming intergovernmental negotiation process will be to uphold
the ambitious substance of the OWG proposal. The Special Envoy for Global Sustainable
Development and his team will be leading the Swiss contribution to the intergovernmental
negotiation process which will culminate in a summit in September 2015. In parallel and as
part of the overall process on post-2015 GI in close collaboration with the interdepartmental
working group will also lead Switzerland’s engagement on the financing agenda culminating
at the third international conference on Financing for Development in July 2015.
Also at the international level, GI will advocate both in the ECOSOC as well as in the High-
Level Political Forum on Sustainable Development for the establishment of an effective moni-
toring and review mechanism for the post-2015 development framework. GI will feed the dis-
cussion - in close collaboration with an interdepartmental group - by delivering a proposal for
such a framework
At the national level, the priority for 2015 is Switzerland’s drafting of the new Dispatch on In-
ternational Cooperation 2017-20. GI in coordination with SECO will be in charge to deliver
the inputs on the multilateral cooperation.
On GI’s thematic priorities: To achieve progress in the implementation of gender-equality
policies in multilateral organizations, GI will provide inputs to the new Gender Equality Strat-
egy of the World Bank Group and the Mid-Term Review of the Umbrella Facility for Gender
Equality. On the fragility agenda, 2015, a number of UN review processes will take place that
are important for Switzerland. GI will use this momentum to further work on improving coor-
dination and working methods within the UN system, aiming at making the UN system fit for
purpose in fragile contexts. On anti-corruption and asset recovery GI will elaborate a paper
on best-practices of Switzerland’s restitution practice to influence both the international policy
framework and as a support for Cooperation Offices dealing with cases. In terms of private
sector engagement, in 2015 GI will continue to work towards strengthening the multilateral
framework in accompanying the private sector in developing countries, especially in fragile
countries.
In line with the Quadrennial Comprehensive Policy Review (QCPR) GI aims at enhancing
institutional effectiveness of the UN funds and programmes in its portfolio, by improving their
annual reporting, monitoring and steering frameworks on performance and effectiveness
(e.g. through performance and effectiveness scorecards). In addition, GI will actively engage
in UNDP’s Evaluation Policy Review to improve its evaluation and results culture. 2015 will
also be a crucial year for the Multilateral Organisation Performance Assessment Network
(MOPAN) as the reform process will be completed including the new definition of the roles
and responsibilities of MOPAN stakeholders.
On communication, maintaining a common understanding of the Swiss multilateral engage-
ment is a task that needs continued efforts. GI will therefore proceed to a light review of ex-
isting GI communication products in regards to the outreach within SDC as well as towards
larger audiences. This will result in a GI communication concept paper.
Finally, the Multilateral Network will serve as a regular platform for the consolidation of the
multilateral financial engagements and the management of the pool of the multi-bi funds also
in 2015. In addition, the network will be used as a channel for drafting and revising the multi-
lateral chapter of the new dispatch 2017-20.
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1. Relevant Contextual Developments
1.1 International Context
With the possible exception of the US and UK, the world economy remains fragile and pro-
spects are not encouraging with expected sluggish growth, continuous fiscal constraints,
fears of deflation, and dropping commodity prices. These trends negatively affect developing
and emerging countries by increasing social inequalities and exclusion. They are further ex-
acerbated by regional turmoil, crises, epidemics, and overall humanitarian and security chal-
lenges. This uncertain environment calls for renewed efforts and concerted actions to ad-
dress structural imbalances in the world economy, to balance short term crisis response with
longer term resilience needs, and to foster overall sustainable development if we collectively
hope for the better “Future We Want”.
In this respect, multilateral organizations have provided a robust response in 2014, delivering
effectively on their conveying and leveraging role and complementing bilateral actions. Coor-
dination between the financial institutions and the United Nations continuously improved, fos-
tering rapid delivery of advisory, financial and operational support to address the effects of
the various crises in West Africa, the Middle East, or Eastern Europe, and protect the most
vulnerable groups.
With a longer term perspective, the organizations also moved fast and resolutely on their in-
ternal reform and change agenda to adapt their business model for greater impact on poverty
eradication, the reduction of inequalities, and the mitigation of global challenges. On the re-
quest of the Secretary General, the UN Development Group (30+ UN agencies) submitted in
May preliminary suggestions on ways for the UN to become “fit for purpose” to deliver effec-
tively on sustainable development.
Besides a very successful replenishment of IDA, the World Bank also progressed on its de-
livery model under the “change” agenda, with the establishment of the fourteen Global Prac-
tices and five Cross-Cutting Solution Areas to enhance the relevance and global outreach of
its technical capacity, as well as the quality of its operations. Finally, multilateral organiza-
tions also featured prominently in the post-2015 process where they provided substance,
evidence-based data, and leadership in fostering an ambitious outcome for this agenda.
In this respect, much progress occurred over the year with the substantial work of Member
States in the context of the Open Working Group (OWG) on Sustainable Development Goals
(SDGs). The OWG adopted a proposal for SDGs in July 2014, with remarkable overall
achievements and stand-alone goals on critical issues like water, gender equality, health as
well as peaceful and inclusive societies. With a strong involvement of Switzerland, specific
targets on migration, disaster risk reduction, sustainable consumption and production or
mountains were also included in the OWG-report.
This progress on the substance of the agenda was also mirrored by positive steps on two other key dimensions, namely the monitoring and the financing of the agenda. On the former, the High-level Political Forum was held under the auspices of the Economic and Social Council (ECOSOC) for the first time in June. Member States reaffirmed that this forum on sustainable development shall conduct regular reviews, starting in 2016, on the follow-up to and implementation of sustainable development commitments and objectives, including those related to the means of implementation, within the context of the post-2015 develop-ment agenda. With respect to financing, Member States also agreed in June on the relevance and need to
hold a third international conference on Financing for Development in July 2015. The confer-
ence will result in an inter-government negotiated and agreed outcome in support of the im-
plementation of the post-2015 development agenda, and building upon the progress made in
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the implementation of the Monterrey Consensus and the Doha Declaration. It will also reflect
the need to better address the synergies between financing objectives across the three di-
mensions of sustainable development.
1.2 Switzerland-Related Developments On the post-2015 agenda, the Federal Council endorsed in June the Swiss Position on a
Framework for Sustainable Development as the result of a broad consultative process with
all relevant stakeholders, including civil society, academia, parliamentarians and the private
sector. This position will serve as the basis for the negotiation mandate for the upcoming in-
tergovernmental negotiations that are expected to be approved by the Council by the end of
2014. With respect to monitoring, Switzerland expanded its engagement in the context of the
High-Level Political Forum to promote the centrality of the forum in the monitoring and review
of the post-2015 agenda. To this effect, two workshops were sponsored and co-hosted in
New York to lobby for- and explore opportunities and modalities for this reviewing function of
the forum. On the financing side, an SDC/Seco-led interdepartmental group outlined in June
an initial Swiss position emphasizing the importance of domestic resource mobilization; the
need for a leveraging effect of ODA; renewed efforts in curbing illicit flows; the mobilization of
remittances, and the integration of climate finance as key elements for a truly sustainable
development financing framework.
In July, as part of the prevailing alternation model with New York the joint UNDP/UNFPA/
UNOPS Executive Board took place in Geneva amidst interrogations with respect to the sus-
tainability of this model, given last year’s experience with the ECOSOC. Switzerland’s strong
stance and engagement, together with two joint events with UNDP and UNFPA, to reach out
to the international community in Geneva succeeded in keeping the opposition at bay and to
maintain the status quo of alternation.
Finally, on an internal note, the Division successfully delivered on its objective to deepen
partnerships with SDC’s Global Programmes and the Regional Domain with the launch of the
Multi-Bi Pool to foster active collaboration with the priority organizations on the thematic and
institutional priorities of SDC. CHF 62 million were committed in this endeavor for the time
span 2014-2017.
1.3 Conclusions for 2015 The post-2015 agenda’s elaboration process will remain a cornerstone for the engagement
of the international development community. Switzerland is solidly equipped to continue play-
ing a leading role in this process. In moving forward, a key challenge in the inter-
governmental negotiation process will be to uphold the ambitious substance of the OWG
proposal, in particular on contentious issues such as some elements of gender, sexual and
reproductive health and rights, peaceful and inclusive societies as well as sustainable con-
sumption and production, and to ensure consistency between the Post-2015 Agenda and
related processes and their outcomes (i.e. Financing for development, the World Conference
on Disaster Risk Reduction and the 21st session of the Conference of the Parties to the UN-
FCCC).
With the related question of the framework’s financing and monitoring well on the way, that of
the multilateral system’s capacity to deliver on the expected transformative goals of the post-
2015 agenda will gain traction, and continuous attention to the organizations’ internal reform
process will be in order. With the deadline of 2016 looming on the horizon, the update of the
QCPR will also take a particular importance in this respect. Switzerland’s ECOSOC bureau
membership for 2015/16 will provide a good opportunity to get traction here.
On all these key challenges the division will, in close coordination with concerned entities
December 8, 2014
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across SDC, the department and other federal offices, make all efforts to influence the re-
spective international processes and promote Swiss visibility; it will also engage actively in
capitalizing these experiences to provide informed inputs to the elaboration process of the
next Dispatch on International Cooperation 2017-2020.
2. Highlights, Outcomes and Lessons of 2014
2.1 Policy Outcomes
The most important process within the Post-2015 Sustainable Development Agenda sup-
ported by continued Swiss efforts was the Open Working Group (OWG) on SDGs, where
Switzerland shared a seat together with France and Germany. The OWG adopted a proposal
for Sustainable Development Goals in July 2014. This proposal widely reflects the Swiss po-
sition, approved by the Federal Council on June 25 – in particular stand-alone goals on wa-
ter, gender equality, health as well as peaceful and inclusive societies. At the same time,
Switzerland managed to introduce specific targets in the OWG-report, e.g. on migration, dis-
aster risk reduction, sustainable consumption and production or mountains. Thanks to an
active and early positioning, Switzerland substantially influenced the outcome of the OWG.
Switzerland’s position is widely supported, as a result of broad consultations with all relevant
stakeholders, including civil society, academia, parliamentarians and the private sector.
2014 was the year to test the first cycle of the renewed ECOSOC one year after its far-
reaching reform paving the way to a new UN architecture. A Swiss stocktaking (SDC, AIO,
MiNy, MiGe etc.) is underway to assess to what extent the ECOSOC could be an effective
platform to deliver on the post-2015 development agenda. Switzerland successfully influ-
enced the definition of the role of the High-Level Political Forum on Sustainable Devel-
opment (HLPF) which could position itself as a central forum for high-level stocktaking, mon-
itoring and review of the post-2015 agenda. Due to this engagement Switzerland is perceived
as having a leading role in the monitoring accountability debate for the post-2015 agenda.
Furthermore, Switzerland led by SDC GI was engaged in the ECOSOC’s Development Co-
operation Forum (DCF) and, as a DCF Advisory Group member, has - jointly with the SDC
Regional Cooperation - contributed to the synergies project between the DCF and the Global
Partnership of Effective Development Cooperation.
In June this year, Member States of the United Nations agreed to hold a third international
conference on Financing for Development (FfD) in July 2015 in Addis Ababa, Ethiopia.
Switzerland, under SDC GI’s lead, actively participated in the negotiations about the modali-
ties resolution across three lines: (i) ensuring coherence between the FfD process and other
ongoing international negotiations, namely Post-2015, (ii) pushing for an integration of all
three dimensions (economic, social, ecological) of sustainable development in one overarch-
ing financing framework Post-2015; and (iii) ensuring that Swiss priority topics such as illicit
financial flows, remittances, the leveraging role of ODA, role of private finance, and domestic
resource mobilization are reflected. All three goals were achieved and in September 2014
the SDC Directorate tasked GI with starting the preparations for the upcoming third interna-
tional conference on FfD.
The IDA17 replenishment was completed successfully, in line with our expectations and key
Swiss priorities, such as gender and fragile states, and brought Switzerland into the top ten
donors.
Besides SDC’s successful efforts to anchor gender equality centrally in the OWG proposal
for the post-2015 framework, it also contributed to the successful negotiation of the agreed
conclusions of the Commission on the Status of Women (CSW) and to deepening the inte-
gration of gender concerns in the work of various multilateral organizations. With GI’s strate-
gic dialogue, aiming at more cooperation on gender equality across the multilateral system,
December 8, 2014
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the cooperation between the World Bank and UN-Women was strengthened. The newly es-
tablished multi-bi programme by GI with UN-Women on women’s political and economic em-
powerment and gender-responsive governance will also contribute to deepening the cooper-
ation with the World Bank.
Switzerland actively participated in the Review of the International Conference on Population
and Development (ICPD) and reaffirmed its commitment to pursue the full implementation of
the ICPD Programme of Action (PoA) as well as to support the inclusion of sexual and repro-
ductive health and rights issues in the post-2015 agenda.
To improve the effectiveness of the multilateral system in fragile contexts, Switzerland con-
tinued engaging on the partnership between the World Bank and the UN and on an improved
coordination and coherence in fragile contexts. The partnership between the UN and the WB
has improved and was integrated into the IDA 17 framework - a significant achievement. Ad-
ditionally, the SDC-financed UN/WB Trust Fund contributed to an effective partnership in ar-
eas such as rule of law and the reestablishment of core government functions in the after-
math of conflict. With the support to the UN Global Focal Point on Police, Justice and Correc-
tions (GFP), SDC has contributed to improved efficiency in some contexts where a full One
UN approach is now applied in the area of rule of law (i.e Somalia). In addition to reduce the
gap between humanitarian and development, a closer cooperation has been established
within the Ministry regarding forced displacements.
During 2014, GI established a coherent programme on anti-corruption and asset recov-
ery. Whereas some existent global initiatives such as our long collaboration with Transpar-
ency International (TI) or with the International Centre for Asset Recovery (ICAR) were re-
newed, a new collaboration with the U4 Anti-Corruption Resource Centre is envisaged to
provide possibilities for training and research in areas of interest to all divisions of SDC (such
as those dealing with corruption i.e. in the health sector). To promote synergies between dif-
ferent divisions of SDC, GI organized an event with Tl, U4 and ICAR to familiarize other divi-
sions with the potential of these partners in the field. With respect to policy work on asset
recovery, an important result was achieved by integrating the process of establishing best-
practices on asset return - which was initiated by Switzerland - into the United Nations Con-
vention against Corruption (UNCAC) process. This is considered an excellent example of
how GI could influence the international policy framework thanks to its collaboration with IC-
AR.
Progress was made in GI’s work on the private sector. To enhance the work of the Swiss
priority multilateral organizations in developing the local private sector in poor and fragile
countries, GI identified two strategic multi-bi projects with UNDP (African Facility for Inclusive
Markets) and UNCDF (Inclusive Finance in Fragile Contexts, under the lead of the E+I Focal
Point) which are currently being developed and are scheduled to start in early 2015. At the
institutional level, GI strengthened the policy dialogue with UNDP, UNFPA, and UN Women,
pushing for more coordination and coherence in the way the UN system approaches partner-
ships with the private sector. In the field of corporate responsibility, GI strengthened its en-
gagement with the UN Global Compact which culminated in a renewed three year contribu-
tion for 2014 – 2017.
2.2 Institutional Effectiveness The implementation of the Quadrennial Comprehensive Policy Review (QCPR) is a corner-
stone for making the UN Development System fit to deliver results. The GI partnership em-
phasizing on Delivering as One, strengthening of the Resident Coordinator system and con-
tinued simplification and harmonization of business practices focuses on key aspects to
make this happen. Thanks to GI’s continued efforts as part of the policy dialogue with rele-
vant UN partners but also at the request of other donors, a solid Comprehensive Monitoring
and Reporting Framework on the implementation of the QCPR is now in place. It will be im-
December 8, 2014
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portant to closely monitor this process to ensure that it provides evidence to inform the next
QCPR Resolution in 2016.
In its efforts to strengthen the results orientation of the multilateral organizations, in 2014, GI
was able to enhance Switzerland’s position and influence in the Multilateral Organisation
Performance Assessment Network (MOPAN). Switzerland became a member of the net-
work’s Task Team to define the new assessment approach for the multilateral organizations
and was elected Chair of MOPAN’s Strategic Working Group (SWG). The chairmanship enti-
tles Switzerland to serve as a member in the MOPAN Bureau, which is MOPAN’s agenda
setting body on strategic and operational planning.
To enhance institutional effectiveness of Swiss priority multilateral organizations, GI further
agreed on new Management for Development Results (MfDR) partnerships with UNDP,
UNFPA, UNICEF and UN Women to support and strengthen their evaluation and results
units. To make a difference on the ground, the partnerships will primarily target MfDR capaci-
ty constraints at the country level as well as the improvement and establishment of perfor-
mance reporting instruments and processes for better steering.
For GI, the Independent System-Wide Evaluation (ISWE) initiative is a key instrument to
improve the coordination and collaboration among UN funds and programmes. However,
even though ISWE received full political support at the time of the decision last year, its im-
plementation got delayed for administrative reasons and lack of financial commitments by
Member States. Firm commitments from Ireland, Switzerland and the ISWE’s Interim Coordi-
nation Mechanism members (e.g. OCHA), however, created a new momentum and allowed
the initiative to be launched in the fourth quarter of 2014.
The pilot phase of the SDC internal newly established Annual Multilateral Performance
Assessment (AMPA) to assess the performance and effectiveness of SDC’s multilateral pri-
ority organizations was successfully completed in 2014 and was incorporated as a formal
reporting tool for the Directorate’s Corporate Steering Report.
Finally, based on the experience of IDA17, GI contributed to the reflection on financial sus-
tainability of the Swiss priority IFIs, especially IFAD, AfDB and AsDB. The use of conces-
sional loan was defined within the IDA17 replenishment cycle, which allowed some emerging
countries such as China to contribute to IDA. Further reflection will be needed, including on
IDA long term vision and mandate.
2.3 Knowledge Management and Multilateral Network
GI continued its efforts to produce information on the relevance of multilateral coopera-
tion and the results of Swiss influence. To illustrate tangible results from the multilateral or-
ganizations, GI established in 2014 a new database of success stories that provides immedi-
ate communication material. It is with such concrete examples that GI aims to accompany in
the future its dialogue with the broader public to ensure that Swiss multilateral priorities are
better understood. Together with SECO, GI produced four issues of the Accent Multilateral
publication, highlighting the critical contribution of SDC priority multilateral organizations in
transforming fragile states, in developing the private sector, in strengthening taxation in poor
and emerging countries.
To further enhance synergies between multilateral and bilateral cooperation a guideline
was outlined defining the roles and responsibilities of Cooperation Offices, multilateral organ-
izations and GI when engaging with the multilateral system in the field. In addition, the fact-
sheets on Swiss priority organizations were shared with all field offices. This contributed to
enhance understanding of colleagues in the field of respective Swiss thematic and institu-
tional priorities. In return, GI received informative feed-back that was used during strategic
dialogue, including the Executive Boards.
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11
To address multilateral topics of common interest within SDC and selectively beyond, the
Multilateral Network proved also in 2014 to be a useful platform. Several meetings were
organized to explain the new AMPA tool and present the preliminary results. Multilateral fi-
nancial planning was discussed extensively. A key success factor to advance thematic dis-
cussions within SDC from a multilateral perspective is to ensure that all focal points of rele-
vant networks participate. This is evidenced by the fruitful thematic discussion on addressing
fragility within the multilateral system in collaboration with the Conflict and Human Rights
Network.
2.4 Lessons Learned and Implication for 2015
In order to use GI’s resources wisely, it proved effective in 2014 to focus on a number of
Swiss priority topics in each negotiation track and to advance delicate issues by engag-
ing in preparatory outreach and provide substantial inputs. This was particularly successful in
2014 when Switzerland was able to advance its priorities for the post-2015 agenda through a
well-coordinated, substantive effort that involved a number of partners from within SDC and
the federal administration. Similar efforts need to be foreseen for the negotiations in 2015.
GI was able to advance the dialogue with its priority multilateral organizations with a particu-
lar focus on GI’s priority issues such as fragility, gender equality, anti-corruption and the pri-
vate sector. This focused approach proved to be effective, helped to maintain a common
understanding on Swiss multilateral priorities across the division and beyond. This approach
needs to be maintained in the new dispatch 2017-20.
The collaboration with Global Programmes is good, however their experience and exper-
tise was reflected in the dialogue with our priority organizations only on an ad-hoc basis. This
exchange should become more systematic. The multi-bi partnerships offer a good opportuni-
ty in this respect.
To consolidate its portfolio in line with its Medium Term Strategy 2014-17, GI will consider
expanding selectively towards additional activities in the areas of governance and
youth / children in 2015.
Finally, in the past three years, GI has developed a wider range of communication prod-
ucts, including the new database of success stories. In 2015, GI will review its current com-
munication portfolio in order to ensure that the existing channels are used in an effective and
targeted way.
3. Priorities for 2015
3.1 Policy Outcomes In 2014, the post-2015 process focus was mainly on the elaboration of goals and targets
(“what”). In 2015, the process will have to integrate and focus more strongly on defining im-
plementation, including the question of financing as well as monitoring and accountability
(“how”). Regarding the goal framework, the main challenges in the upcoming intergovern-
mental negotiation process will be to uphold the ambitious substance of the OWG proposal.
The Special Envoy and his team will be leading the intergovernmental negotiation process
which will culminate in a summit in September 2015. The negotiation mandate is based on
the Swiss position and will be approved by the federal council by the beginning of 2015. On
the domestic front a regular dialogue with the relevant stakeholders will be maintained.
December 8, 2014
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At the international level, GI will use its network to further advocate both in the ECOSOC as
well as in the High-Level Political Forum on Sustainable Development for the establish-
ment of an effective monitoring and review mechanism for the post-2015 development
framework. Due considerations will need to be given to already existing sector-/theme specif-
ic platforms and respective monitoring and review mechanisms. At the national level these
efforts will be underpinned by GI co-leading an interdepartmental group delivering a Swiss
proposal for such a “Monitoring & Accountability Framework Post 2015”. Switzerland will
strive for ECOSOC bureau membership responsible for the operational segment and use the
membership to nurture a fruitful dialogue on the role of ECOSOC post 2015 and the upcom-
ing QCPR to be negotiated in 2016. The main goal in the process leading up to the financing for development conference in
Addis Ababa is to work towards an ambitious financing framework for the post-2015 agenda.
GI and the Special Envoy are leading Switzerland’s engagement in this process – in close
collaboration with the interdepartamental working group on financing the post-2015 devel-
opment agenda – along two lines agreed upon by SDC’s directorate. First, Switzerland is
pushing for a coordinated approach to the FfD process in line with other ongoing intergov-
ernmental negotiations such as post 2015 and UN FCCC. Second, Switzerland is selectively
and substantively contributing to the process on topics of great interest to Switzerland or top-
ics where Switzerland has a true value.
In 2015, Switzerland’s new Dispatch on International Cooperation 2017-20 will be drafted.
GI, in coordination with SECO, will be in charge of delivering inputs on multilateral coopera-
tion and will pay particular attention to upholding the principles of concentration, complemen-
tarity as well as the financial endowment of 40% in the new dispatch (spef. Framework Credit
Technical Cooperation).
In line with GI’s goal to achieve progress in the implementation of gender-equality policies in all priority multilateral organizations, GI will provide inputs to the new Gender Equality Strategy of the World Bank Group and the Mid-Term Review of the Umbrella Facility for Gender Equality. The institutional cooperation between the World Bank and UN Women will be further promoted through a focused policy dialog. GI’s engagement via the newly estab-lished multi-bi programme on women’s political and economic empowerment and govern-ance will provide substance to nurture this dialogue. With regard to the fragility portfolio, in 2015 a number of UN review processes will take
place that are important for Switzerland, and where development and transition perspectives
need to be integrated (reviews of the PKO missions, of the special political missions, of the
peace architecture and the World Humanitarian Summit). GI will use this momentum to fur-
ther work on improving coordination and working methods within the UN system, aiming at
making the UN system fit for purpose in fragile contexts. The partnership between the UN
and the WB and the UN/WB trust fund will be closely monitored. As the current reform pro-
cesses at the Bank and at the UN are a risk for ensuring sustainable results the existing
partnership will further need strong political support from GI and beyond.
For anti-corruption and asset recovery, the UNCAC 6th Conference of the State Parties
will take place in Russia. It will be a good occasion for Switzerland to present overall pro-
gress under the Convention. In preparation, GI will draft a paper on best-practices of Switzer-
land’s asset repatriation practice outlining transparent modalities for asset return and with a
view to present it to international fora prior to the conference. Furthermore, GI will renew the
core contribution to the Stolen Asset Recovery Initiative (StAR) and further enhance syner-
gies between global initiatives on anti-corruption and asset recovery and the bilateral and
local level.
In terms of private sector engagement, in 2015 GI will continue to work towards strengthen-
ing the multilateral framework in accompanying the private sector in developing countries,
December 8, 2014
13
especially in fragile countries, so it can provide work, income and security to the poor. In par-
ticular, GI will continue its work with the UN Global Compact and will start two strategic multi-
bi projects with UNDP and UNCDF (under the lead of the E+I network), respectively.
To consolidate its multi-bi portfolio in line with the GI Medium Term Strategy 2014-17, SDC
GI will prepare a concept note on youth with a focus on child protection, sexual reproductive
health and rights (SRHR), education and employment. Future activities will be built on com-
parative advantages and bridges between GI priority organizations, World Bank, UNICEF,
UNFPA and UN Women. The note will also integrate the lessons learned from the UNICEF
resilience agenda.
The collaboration with Global Programmes will be further strengthened by continuing to re-
flect their experiences and expertise in GI interactions (in particular in the post-2015 negotia-
tions but also via the Boards, etc.) with the priority multilateral organizations and by exploiting
the opportunities provided by thematic multi-bi programmes. In respect to the WBG, potential
thematic collaborations will be identified and further reinforced in the context of the WBG-
Switzerland Partnership Meeting.
3.2 Institutional Effectiveness
In 2015, GI’s support to the reform of the UN development system by promoting the Deliv-
ering as One approach, strengthening the resident coordinator system as well as the simplifi-
cation and harmonization of business practices will continue. To ground the policy dialogue
on Delivering as One and the Resident Coordinator system in field realities, and based on
initial coordination with respective Swiss Cooperation Offices, GI will conduct a reality check
in Tanzania, Albania, Vietnam and Nepal.
To enhance institutional effectiveness of the UN funds and programmes in GI’s portfo-
lio, one of the priorities will be to enhance their annual reporting, monitoring and steering
frameworks on performance and effectiveness (e.g. through performance and effectiveness
scorecards). In addition, GI will actively engage in UNDP’s Evaluation Policy Review to
improve its evaluation and results culture. 2015 will also be a crucial year for the Multilateral
Organisation Performance Assessment Network (MOPAN) as the reform process will be
completed including the new definition of the roles and responsibilities of MOPAN stakehold-
ers. GI as Strategic Working Group Chair will ensure that Switzerland’s primary interests are
well reflected (e.g. all Swiss multilateral priority organizations are assessed, publication of
one comprehensive assessment report for each individual organization, establishment of a
repository of assessment data and information).
Finally, GI will contribute to strengthening institutional and operational effectiveness of
the WBG, in particular working on IDA long-term financial sustainability and IDA mandate.
Overall, Swiss positions on concessional financing will be established accordingly, in coor-
dination with respective IFIs’ Desks/Divisions and SECO and in view of the upcoming Dis-
patch 2017-20.
3.3 Knowledge Management Network
Maintaining a common understanding of the Swiss multilateral engagement is a task that
needs continued communication efforts. GI will therefore proceed to a light review of existing
GI communication products in regards to the outreach within SDC as well as towards larger
audiences. This will result in a GI communication concept paper.
In 2015, GI will revise both the multilateral content of the FDFA Internet and SDC Intranet.
The goal is to reach an easier access to content and more user-friendly text. At that moment
it will also be decided if and how the database of success stories will be disseminated to rel-
evant audiences.
December 8, 2014
14
As GI’s regular publication Accent Multilateral will focus on the 2014-2015 key milestones:
negotiation on climate change, asset recovery and development, financing for development
and the definition of the post- 2015 Sustainable Development Goals.
The Multilateral Network will also fulfill its mandate as a regular platform for the consolida-
tion of the multilateral financial engagements and the management of the pool of the multi-bi
funds in 2015. In addition several sessions will be organized to disseminate and exchange
experiences regarding the GI thematic priorities such as gender and the private sector. The
objective will be to vitalize and stimulate a greater sense of ownership across the network.
Finally the network will be used as a channel for drafting and revising the multilateral chapter
of the new dispatch 2017-20.
3.4 Risk Outlook 2015 GI is exposed to various internal and external risks. First of all, it is crucial that GI sticks to its institutional and thematic priorities in order to allow GI to make substantial contributions with its limited human resources. In addition, GI can only be effective when it is capable of ensur-ing a common understanding on these priorities with its decentralized structures in New York and Washington. Furthermore, for GI it will be crucial to transfer its knowledge on themes such as gender equality and fragility as well as on the World Bank portfolio as staff changes will occur in 2015. Effective policy influencing – the heart of GI’s mandate – depends also on many external factors which can hardly be controlled or are beyond GI’s control. In a devel-opment context marked by the emergence of new donors, risks of polarization are on the rise and call for openness, creativity and flexibility in order to find the right partners, going beyond traditional donors, to promote sustainable development.
3.5 Human and Financial Resources Three new colleagues joined the Division in 2014, for the Deputy function, as well as the
UNICEF and Political processes positions. In New York two colleagues joined the ECOSOC
Team, with a new Deputy and the Fragility/UNICEF position. The rotation 2015 will include
three positions in Bern and one in New York, and a new Program Assistant will join the Team
at the beginning of the year.
With respect to finances, the budget 2014 was invested as planned for both core and non-
core contributions, and the Multi-bi Pool was successfully launched in partnership with the
Global Programs and the Regional Domain. A total of CHF 62 million was committed in this
endeavor for the time span 2014-2017. The Division also went through an internal audit dur-
ing the last quarter of the year and benefitted from valuable suggestions to enhance its effec-
tiveness (n.b. that the full results of the exercise will be available in December).
December 8, 2014
I. Division Outputs 2015
Outputs 2015 Contributions to SDC Goal 2015
1. Policy
Post–2015
Swiss position is reflected in a strong final post-2015 agenda (including goal framework, means of implementation / financing and moni-toring and accountability framework)
Continuation of dialogue with national stake-holders (civil society, academia, parliamentari-ans and the private sector) of Post-2015 pro-cess
Coherence between post-2015 agenda and related processes is assured (FfSD, HFA2, Dispatch on Swiss International Cooperation 2017-20, HLPF, Bejing+20 etc.) through active exchange with competent offices and clear communication.
Swiss profile at international level (multilateral, particularly UN) / SDC profile at national level enhanced through active and substantial post 2015 engagement.
Influence International Agenda for the Global
Objectives of Sustainable Development + Imple-
mentation of the Dispatch 2013 - 2016
Political processes – ECOSOC
Swiss Position Paper on “Monitoring & Ac-countability Framework Post 2015” developed through the interdepartmental group;
Analysis has been elaborated on how key multilateral bodies and fora (WB Development Committee, ECOSOC / GA, and the HLPF) could provide an effective platform to steer and monitor the implementation of the post-2015 framework;
Inputs are made to support and strengthen the renewed ECOSOC during its 2
nd cycle af-
ter the reform;
Swiss ECOSOC membership 2015 used to influence dialogue and achieve Swiss respon-sibility for the Operational Activities Segment;
Swiss inputs delivered to clarify DCF’s role in the Global Partnership post-2015 DCF includ-ing synergies with GPEDC (jointly with RZ/FP Aid Effectiveness).
Influence International Agenda for the Global Ob-
jectives of Sustainable Development
Financing for Development
Financing framework for sustainable devel-opment post 2015 is elaborated and agreed on at the Third International Conference on Financing for Development, with Swiss priori-ties well reflected.
Substantive inputs are made - in close collab-oration with the interdepartmental working group on financing the post-2015 agenda - on
Influence International Agenda for the Global Ob-
jectives of Sustainable Development
December 8, 2014
16
Swiss priority themes including domestic re-source mobilization, illicit financial flows, lev-eraging ODA, the integration of climate fi-nance in FfD framework, and remittances.
Coherence between FfSD process and relat-ed processes is assured (post 2015, climate finance, Dispatch on Swiss International Co-operation 2017-20, etc.) through active ex-change with competent offices and clear communication.
New Dispatch 2017-20
Inputs, for the Swiss multilateral strategy as
part of the new dispatch 2017-20 are delivered
on time
Preparation of the New Dispatch 2017-20
Gender
The Beijing+20 review process is completed
and lessons serve to strengthen the imple-
mentation of the Beijing platform for action.
The implementation of gender-equality strate-
gies and/or policies in priority multilateral or-
ganizations and the implementation of the UN
System-wide Action Plan on Gender Equality
are promoted.
Inputs are provided to the mid-term review of
the Umbrella Facility for Gender Equality and
the new Gender Equality Strategy of the World
Bank Group.
The economic and political empowerment of
women by UN Women and the World Bank is
strengthened and institutional cooperation re-
inforced.
A new phase of contribution to the Umbrella
Fund for Gender Equality is approved.
Implementation of the Dispatch 2013 - 2016
Fragility
UNDP support in conflict prevention is better
understood and its impact analyzed and
shared within the system and wider, through
the support to the study “infrastructure for
peace” (GI member of the advisory group,
presentation of the study in NY, Brussels).
UNDP/DPA joint programme on building na-
tional capacities for conflict prevention is ex-
ternally reviewed; A GI position on the future
of the programme and on UNDP role in
peacebuilding is prepared and a contribution
given to the 2015 review of the peace archi-
tecture.
Post 2015: A Conference “fit for purpose in
Influence International Agenda for the Global Ob-
jectives of Sustainable Development + Implemen-
tation of the Dispatch 2013 - 2016
December 8, 2014
17
fragile contexts” is organized in Geneva
(March) and its recommendations used in the
process, GI contributes to the Swiss position
and negotiation on Strategy Goal 16 (peaceful
and inclusive societies).
Anti-Corruption and Asset Recovery
GI concept with strategic orientation for SDC with respect to AC / AR has been elaborated and enhanced synergies/collaboration with the RC and Cooperation with Eastern Europe has been explored (e.g. Ukraine, LA, and Tanza-nia).
Core contribution to the Stolen Asset Recovery Initiative (StAR) has been renewed.
SDC’s support to the U4 Anti-Corruption Re-source Centre has been approved, in particular with a view to relevant research/training in the topics of GI and SDC’s other divisions’ interest.
Paper of Best-Practices of Switzerland’s repat-riation practice has been elaborated and pre-sented in international fora (e.g. UNCAC) and processes (Argentina) with the view to have transparent modalities for the return of assets.
Implementation of the Dispatch 2013 - 2016
Private sector
Inputs are made to advance the concept of Corporate Responsibility in the realm of the UN Global Compact, as well as in international processes on post 2015 and financing for de-velopment.
Inputs are made to Swiss positions on policy issues around private sector development and partnerships with the private sector in the post-2015, and FfSD processes, as well as in UN and WB boards.
Strategic project with UNDP “Africa Facility for Inclusive Markets (AFIM)” has been designed and implementation has started.
Strategic project with UNCDF “Inclusive Fi-nance in fragile contexts” has been designed and implementation started, under the lead of E+I Focal Point.
Implementation of the Dispatch 2013 - 2016
Children / Youth
Concept note on youth with focus on child pro-
tection, SRHR, employment and education
building on comparative advantages and inter-
connections between Swiss priority organiza-
tions: WB, UNFPA, UNICEF and UNWOMEN.
GI actively engages to the institutionalization
of research produced by UNI ZH into UNICEF
policy and practice.
Development of an SDC resilience concept
note based on lessons learned from UNICEF
Implementation of the Dispatch 2013 - 2016
December 8, 2014
18
Governance
Jointly with SDC dlgn network, opportunities
are identified and explored to support the
UNDP Democratic Governance Thematic Trust
Fund (DGTTF). A concept note is prepared.
Implementation of the Dispatch 2013 - 2016
Collaboration with global programmes and global theme health(SGQ/FUU)
Experiences and expertise from GP are re-
flected in GI’s interactions (Boards, etc) with
the prioritized MO.
Opportunities are identified in the context of
the WBG-Switzerland Partnership Meeting (12-
13 March 2015).
Explore with GPFS support to partnership with
UN Women, IFAD and FAO.
Support GCF: Private Partnership Facility with
a focus on leveraging ODA.
Opportunities are identified in the context of
monitoring and accountability framework post-
2015 agenda: GPWI, Health, GPFS.
Influence International Agenda for the Global
Objectives of Sustainable Development + Imple-
mentation of the Dispatch 2013 - 2016
2. Institutional effectiveness
UN Reform – QCPR
SDC support to the strengthening of DaO and RC system, through partnering with DOCO
Swiss policy dialogue on Delivering as One and Resident Coordinator system is enriched through a reality check from Swiss Coopera-tion Offices in Tanzania, Albania, Vietnam and Nepal
Swiss contribution to the international discus-sion whether Delivering as One should go be-yond the “administrative” gains of system-wide coherence and encompass humanitarian and peace and security activities
Influence International Agenda for the Global
Objectives of Sustainable Development + Imple-
mentation of the Dispatch 2013 - 2016
Financial Sustainability of Swiss priority IFIs
Swiss positions are included in the implemen-
tation of the new WBG strategy (i.e. operation-
alization of the twin goals and articulation of
the new Global practices) and in IDA17 Work-
ing groups on Financial sustainability.
Swiss positions on concessional financing will
be established based on the IDA17 experience
in view of the upcoming Message 2017-2020,
in collaboration with SECO and resp of IFAD,
AfDB, and AsDB.
Influence International Agenda for the Global
Objectives of Sustainable Development + Imple-
mentation of the Dispatch 2013 - 2016
Management for Development Results (MfDR)
Engagement with UNDP, UNFPA, UNICEF and UN-Women to enhance their annual re-porting, monitoring and steering frameworks on performance and effectiveness (e.g.
Implementation of the Dispatch 2013 - 2016
December 8, 2014
19
through performance and effectiveness score-cards)
Active engagement in UNDP’s Evaluation Poli-cy Review to improve evaluation and results culture in the organization
Provide financial support and advice to the UN Independent System-Wide Evaluation (ISWE) initiative to allow for the implementation of the latter
Completion of MOPAN’s reform process re-flecting Switzerland’s interests including on roles and responsibilities
Swiss support to MOPAN by serving as Institu-tional Lead for one organization (tentatively for UNICEF) and as Country Lead (tentatively through a SCO in Central Asia) for the 2015/16 assessments
Clarification and alignment of multilateral or-ganization portfolio reporting cycle (AMPA, CCM).
3. Knowledge Management and Network
Communication
Light review of existing GI communication
products (communication channels / target au-
dience) conducted; GI communication concept
paper elaborated.
Multilateral content of the EDA Internet and
DEZA intraweb is revised and regularly updat-
ed including the database of success stories.
Fact Sheets: All MO factsheets are updated
including in a web-based format; concept for
thematic factsheets developed, gender and
fragility sheets published
Follow up vademecum Nairobi with HH/RZ
(collaboration Multi-bilateral): Inventory con-
ducted of existing DEZA trainings related to
multilateral and brainstorming on gaps
Accent Multilateral (AM) in collaboration with
SECO delivered on time: AM 16 Climate
change, AM 17 Asset Recovery, AM 18 Fi-
nancing for Development and AM 19 SDG
post-2015
Implementation of the Dispatch 2013 - 2016
Outreach
The second cohort of JPOs under the Swiss
JPO Programme Multi will be recruited and
deployed. Implementation of the Dispatch 2013 - 2016
Multilateral Network
December 8, 2014
20
2 sessions on finance planning
Several sessions with SECO to provide inputs
and comments on the multilateral section of
the dispatch 2017-2020
2 sessions on AMPA and evaluation
Other sessions: thematic on gender, best prac-
tices, lessons learned, policy influencing, the-
matic, Geneva international, comparative ad-
vantages of MO in post-2015, financing struc-
ture of MO.
Implementation of the Dispatch 2013 - 2016
December 8, 2014
21
II. Work Programme 2015 of the Multilateral Network
Expected Result Planned Activity Responsible Comments
SDC financial core contri-
bution to multilateral organ-
izations is consolidates
2 meetings BIV
Section on multilateral in
Message is finalized Several meetings BIV
AMPA is presented for
2015 2 meetings AEGLU
Swiss position on gender
mainstreaming are dis-
cussed respective to priori-
ty organizations
1 meeting FUU
Financing structure of MO
are discussed 1 meeting PUYPH
December 8, 2014
III. Crosscutting Issues: Communication, Gender, Governance/ Anti-Corruption
Communication
Results and Les-
sons Learnt 2014
- Post-2015 website regularly updated
- Synergies between multilateral and bilateral cooperation (Workshop in Africa,
discussion of the multi-bi study)
Priorities and
challenges 2015
- Review of GI communication products and development of communication con-
cept paper
- Update of MO factsheets and development of thematic factsheet: gender and
fragility
Gender
Results and Les-
sons Learnt 2014
Priorities and
challenges 2015
- The goal “Achieve gender equality and empower all women and girls” is in the
proposal of the OWG for the post-2015 Agenda and related concerns are re-
flected in targets of many of the other goals.
- Advances were made in the Commission on the Status of Women as well as in
the development of gender policies and action plans and their implementation
by various priority multilateral organizations.
- The World Bank Group, through its reform and new IDA 17 gender indicators
responded positively to the calls to strengthen the implementation of the gender
agenda.
- The introduction of the UN System-Wide Action Plan and the new WB IDA 17
gender indicators are revealing the need for more gender capacity and expertise
in the respective organizations.
- The integration of gender equality and the empowerment of women and girls in
the next steps of the post-2015 planning, in the targets and means of implemen-
tation and in related processes, such as in financing for development, monitor-
ing and accountability is promoted.
- With SDC support, the implementation of the UN System-Wide Action Plan on
Gender Equality and resolutions on gender mainstreaming in the UN System
are strengthened.
- Inputs to the development of the new gender strategy of the World Bank Group are provided
Governance/Anti-Corruption
Results and Les-
sons Learnt 2014
- SDC’s concrete examples from the operational level fed well into discussion of
best-practices at international level (e.g. international meeting in Italy).
- Coherent programme on anti-corruption and asset recovery with global initia-
tives such as ICAR, TI, StAR has potentially helped bilateral operations to tap
into services of these initiatives.
December 8, 2014
23
Priorities and
challenges 2015
- Participation at interdepartmental working groups (e.g. IDAG, IDA PEP) allowed
for an effective exchange of information with Swiss Administration and NGOs.
- Actively contribute to guidelines and best practices on asset recovery and asset
return, jointly with other offices of the Swiss administration, to further strengthen
Switzerland’s forerunner role on asset recovery.
- Contribute to the preparation of the VI. Conference of State Parties of UNCAC
with focus on strategically important SDC issues such as asset recovery and
prevention of corruption.
December 8, 2014
IV. Moments Forts and Important Events 2015
Date Moment fort and Event Place Responsible Person
tbd GPFD annual meeting tbd TIR
26-30 January 2015 Executive Board of UNDP, UNFPA and UNOPS - First regular session New York SEZ/Oltramare
January/February
2015 UNCAC – Conference on lessons learnt / best practices in return of stolen assets Argentina SBX
23-25 February 2015 ECOSOC - Operational Activities Segment New York SEZ
February 2015 UN/WB TF donors meeting and steering committee New York TIR
3-6 February 2015 UNICEF Executive Board First Regular Session New York PUYPH
9-10 February 2015 UN-Women Executive Board First Regular Session New York Oltramare
9-20 March 2015 Commission on the Status of Women New York Oltramare
19-20 March 2015 Conference: Pulling Together the UN System in Conflict-Prone States: Problems and Prospects Geneva TIR
April 2015 ECOSOC Development Cooperation Forum, Preparatory HL Symposium Seoul PAGIS
April 2015 WB Spring Meetings Washington SGQ
April 2015 Monitoring of AR cases with WB & donor meeting StAR, scoping mission AC for Gov Washington
/New York SBX
April 2015 Commission on Population and Development New York Oltramare
May 2015 Utstein consultations meeting New York SEZ
May 2015 UNDP annual meeting on Rule of Law in FCS - GFP New York TIR
May 2015 WBG Development Partner Forum Paris SGQ
June 2015 OECD GOVNET ACTT Paris SBX
December 8, 2014
25
1-12 June 2015 Executive Board of UNDP, UNFPA and UNOPS – Annual Session New York SEZ/Oltramare
16-19 June 2015 UNICEF Executive Board Annual Session New York PUYPH
26 June - 4 July
2015 HLPF Senior Officials Meeting New York PAGIS
30 June -3 July 2015 UN-Women Executive Board - Annual session New York Oltramare
6 July – 10 July High-Level Segments ECOSOC / HLPF Ministerial Meeting New York PAGIS
13 July - 16 July
2015 3
rd Conference on Financing for Development
Addis Aba-
ba GMH/ETL/EPK
September 2015 UNCAC WG on Asset Recovery Vienna SBX
1-4 September 2015 Executive Board of UNDP, UNFPA and UNOPS - Second regular session New York SEZ
8-11 Sept. 2015
UNICEF Executive Board Second Regular Session New York KIE/PUYPH
15-17 Sept. 2015
UN-Women Executive Board – Second Regular Session New York Oltramare
28-30 September
2015 Post-2015 Summit New York GMH
October 2015 WB Annual Meetings Lima SGQ
October 2015 Transparency International Donor Meeting Berlin SBX
November 2015 Annual consultation meeting UNICEF-SWI Bern or NY PUYPH
November 2015 Mid term review IDA17 tbd SGQ
November 2015 Conference of the State Parties (COSP) of United Nations Convention Against Corruption (UN-
CAC)
Russia (St.
Petersburg) SBX
December 8, 2014
26
V. Financial Planning (multi)
Financial Planning 2015 - 2019
Multilaterale Programme
DEZA-Programme 7F-Nr. Resp. Adm. Planung Auszahlungen
person 2015 2015 2016 2017 2018 2019
Sektor A - Core Contributions UN + IFI
A2310.0548
Laufende Core Contributions
UNDP - Contribution générale 2015-2017 01.01.2015 - 31.12.2017 7f-03576.41 SEZ GUZ 60'000'000.00 60'000'000.00 60'000'000.00 60'000'000.00 60'000'000.00
UNICEF - Contribution générale 14-16 01.01.2014 - 31.12.2016 7f-03591.22 WEI GUZ 22'000'000.00 22'000'000.00 22'000'000.00 22'000'000.00 22'000'000.00
UNFPA - Contribution générale 14-16 01.01.2014 - 31.12.2016 7f-03655.24 FUU GUZ 16'000'000.00 16'000'000.00 16'000'000.00 16'000'000.00 16'000'000.00
UNWOMEN - Contribution générale 15-17 01.01.2015 - 31.12.2017 7f-03609.19 FUU GUZ 16'000'000.00 16'000'000.00 16'000'000.00 16'000'000.00 16'000'000.00
UNV - Contribution générale 14-16 01.01.2014 - 31.12.2016 7f-03608.10 GUZ GUZ 800'000.00 800'000.00
UNV - Contribution générale 17-18 01.01.2017 - 31.12.2018 7f-03608.11 GUZ GUZ 800'000.00 800'000.00 800'000.00
MDRI/2 IDA 01.01.2009 - 31.12.2015 7f-05647.02 BIV SRM 27'705'258.00
MDRI/2 AfDF 01.01.2009 - 31.12.2014 7f-05647.02 BIV SRM
MDRI/3 IDA 01.01.2016 - 31.12.2016 7f-05647.03 BIV SRM 16'907'992.20
MDRI/3 AfDF 01.01.2015 - 31.12.2017 7f-05647.03 BIV SRM 5'379'104.42 5'689'501.57 5'919'129.59
MDRI/4 IDA 01.01.2017 - 31.12.2025 7f-05647.04 BIV SRM 21'559'382.00 22'572'359.20 23'343'297.60
MDRI/4AfDF 01.01.2018 - 31.12.2026 7f-05647.04 BIV SRM 7'506'275.68 8'093'156.00
Total Sektor A - Core Contributions
UN + IFI / A2310.0548 147'884'362.42 137'397'493.77 142'278'511.59 144'878'634.88 146'236'453.60
Sektor B - Core Contributions IFI
A2310.0549
Laufende Core Contributions
14th IDA Replenishment 01.01.2006 - 31.12.2014 7f-03659.04 BIV SRM
15th IDA Replenishment 01.01.2009 - 31.12.2017 7f-03659.05 BIV SRM 71'971'200.00 15'308'160.00 3'534'486.21
16th IDA Replenishment 01.01.2012 - 31.12.2020 7f-03659.06 BIV SRM 96'422'121.81 85'709'000.00 69'638'199.09 53'567'845.45 42'854'276.00
17th IDA Replenishment 01.01.2015 - 31.12.2023 7f-03659.07 BIV SRM 50'430'000.00 88'070'000.00 117'430'000.00 92'590'000.00 89'580'000.00
18th IDA Replenishment 01.01.2018 - 31.12.2026 7f-03659.08 BIV SRM 55'470'000.00 96'877'000.00
Total Sektor B - Core Contributions IFI
A2310.286 218'823'321.81 189'087'160.00 190'602'685.30 201'627'845.45 229'311'276.00
Sektor C - Capital Increases IFI
A4200.0126
Laufende Capital Increases
IBRD GCI 11.05.2011 - 31.12.2015 7f-08064.01 BIV SRM 12'241'213.62
Total Sektor C - Capital Increases IFI
A4200.119 12'241'213.62
Gesamttotal GI MULTILATERAL 378'948'897.85 326'484'653.77 332'881'196.89 346'506'480.33 375'547'729.60
geplante Auszahlungen
December 8, 2014
27
VI. Financial Planning (multi-bi)
2015 Institutions Globales - Cost Planning Début Fin Resp. Adm Montant KADépenses
antérieuresPlan 2015
Versemt
2015
Reste
à payer 2015Plan 2016 Plan 2017 Plan 2018
FC 1006-7220200
PROGRAMME BLANC
08262.02 UN TF to End Violence Against Women 01.12.2013 30.11.2016 FUU GUZ 4'860'000 3'240'000 1'620'000 0 1'620'000
09112.01 UNWOMEN: Women's Eco. & Pol. Empowerment and Governance 2014 2016 FUU GUZ 6'000'000 2'000'000 2'000'000 0 2'000'000 2'000'000
07346.03 Umbrella Facilities Gender WB TF 2015 2016 FUU GUZ 1'500'000 500'000 0 500'000 500'000 500'000
00380.07 CAGI 2013 2015 SEZ GUZ 450'000 300'000 120'000 0 120'000 30'000
01553.06 Global Compact Office 2014 2016 ETL SRM 1'350'000 450'000 450'000 0 450'000 450'000
09022.01 UNRISD (domestic resource mobilization/social security) 2014 2016 ETL SRM 750'000 250'000 250'000 0 250'000 250'000
09230.01 3rd Conf. Financing for sust. Development 01.11.2014 31.08.2015 ETL SRM 600'000 300'000 300'000 300'000
03764.17 South Centre 2014 2016 PAGIS SRM 1'400'000 700'000 350'000 0 350'000 350'000
08644.01 Reform UN Development System 2025 (Ralph Bunche Inst) 01.01.2013 30.06.2015 PAGIS SRM 300'000 230'000 40'000 0 40'000 30'000
07824.01 Post 2015 Advocacy 01.09.2013 31.12.2016 PAGIS SRM 4'800'000 3'431'000 1'100'000 0 1'100'000 500'000
09149.01 Support LDCs in the post-2015 discussion 01.09.2014 30.12.2016 PAGIS SRM 622'000 110'000 270'000 0 270'000 220'000 22'000
05313.05 ECOSOC DCF 2014 - 2016 2015 2016 PAGIS SRM 500'000 500'000 500'000
07843.02 WB EDO Advisors (Kasakstan) 01.12.2014 30.11.2016 SGQ SRM 1'300'000 1'000'000 1'000'000 300'000
02582.05 ICAR Intern. Center for Asset Recovery 01.01.2014 31.12.2016 SBX SRM 3'250'000 1'030'000 1'040'000 0 1'040'000 1'130'000 50'000
03775.12 Transparency International 01.01.2014 31.12.2016 SBX SRM 1'800'000 600'000 600'000 0 600'000 550'000 50'000
09157.01 U4 Anti Corruption Research Centre 01.01.2015 31.12.2016 SBX SRM 900'000 0 300'000 0 300'000 300'000 300'000
08459.03 WB - Swiss Trust Fund UN-WB Partnership Fragility 2014 2017 TIR GUZ 6'000'000 1'528'000 2'500'000 0 2'500'000 2'000'000
07624.03 WB TF Global Program Forced Displacement 2015 2017 TIR GUZ 600'000 600'000 600'000
07593.02 IPDET (Scholarship) 2014 2015 AEGLU SRM 450'000 150'000 150'000 0 150'000 153'000
06775.02 MOPAN 01.05.2012 30.03.2016 AEGLU SRM 550'000 554'000 0 0 0
06775.03 MOPAN 2015 2019 AEGLU SRM 550'000 137'500 137'500 137'500 137'500 137'500
08962.01 Evaluation UN WOMEN 01.01.2014 31.12.2016 AEGLU GUZ 1'600'000 600'000 500'000 0 500'000 500'000
08987.01 Center for Child Welfare and Dev. / Uni Zürich 2014 2016 PUYPH GUZ 2'500'000 300'000 500'000 0 500'000 500'000 500'000 500'000
06739.03 Crédit global petites actions 01.08.2010 31.12.2014 GUZ 500'000 410'000 50'000
06739.06 Crédit global petites actions 01.01.2013 31.12.2014 GUZ 2'000'000 1'150'000 500'000 500'000
06739.07 Crédit global petites actions 01.01.2015 31.12.2016 GUZ 2'000'000 0 0 0
08706.01 Crédit global communication 15.03.2013 31.12.2015 PUYPH GUZ 360'000 200'000 160'000 0 160'000
TOTAL PROGRAMME BLANC 17'533'000 15'487'500 0 15'537'500 9'900'500 1'559'500 637'500
December 8, 2014
28
2015 Institutions Globales - Cost Planning Début Fin Resp. Adm Montant KADépenses
antérieures
max.
Plan 2015
Versemt
2015
Reste à
payerPlan 2016 Plan 2017 Plan 2018
PROGRAMME BLEU (neue Projekte/Programme)
7F-xxx UNDP - GAIN or WB GAC 2015 2017 SBX SRM xxx 0 0
7F-xxx Sexual & Reproductive Health and Rights 2015 2017 FUU GUZ 3'000'000 1'000'000 0 1'000'000 1'000'000 1'000'000
7F-xxx WB/StAR Initiative(phase unique) 2015 2016 SBX SRM 1'500'000 1'500'000 1'500'000
7F-xxx System wide Evaluation 2015 ? AEGLU SRM 300'000 300'000 300'000 300'000 300'000
7F-xxx Monitoring and Accountability 2015 2016 PAGIS SRM 1'000'000 750'000 750'000 250'000
TOTAL PROGRAMME BLEU 4'500'000 0 3'550'000 0 3'550'000 1'300'000 1'300'000 300'000
GRAND TOTAL 19'037'500 0 19'087'500 11'200'500 2'859'500 937'500
Budget attribué 15'000'000 19'000'000 19'000'000 19'000'000
Unallocated/sur-programmation -4'037'500 7'799'500 16'140'500 18'062'500
December 8, 2014
29
2015 Multi Pool Début Fin Resp. Adm Montant KADépenses
antérieures
max.
Plan 2015
Versemt
2015
Reste à
payer 2015Plan 2016
Plan 2017
RK13
Plan 2018
RK13
FC 1006-7220200
PROGRAMME BLANC
04553.04 UNDP Conflict Prevention and Recovery 2013-2016 2013 2016 TIR GUZ 15'000'000 10'225'920 4'804'080
03718.17 UNV Contribution bilatérale 01.01.2014 31.12.2016 GUZ GUZ 1'200'000 800'000 400'000 400'000
04105.05 Support to QCPR 2013 2017 SEZ GUZ 4'500'000 2'380'000 1'250'000 1'250'000 850'000
08878.01 JPO Concept 2013 2019 SEZ GUZ 9'070'000 1'100'000 2'160'000 2'160'000 2'905'000 1'785'000
06915.02 Multilateral Evaluation 2014 2017 AEGLU SRM 3'000'000 1'000'000 1'000'000 1'000'000 1'000'000
09099.01 WB/GFDDR Resilience to Climate Change 2014 2017 GPCC WEHAN 15'000'000 7'900'000 2'000'000 2'000'000 3'100'000 2'000'000
09203.01 WHO/TDR 2014 2016 SOSA DSA 6'000'000 2'000'000 2'000'000 2'000'000 2'000'000
09217.01 WHO NCDs (includes neues WHO Project für 2014) 01.12.2014 31.12.2015 SOSA DSA 3'000'000 1'000'000 1'000'000 1'000'000
07754.02 IADB AquaFund 2014 2017 ALA HOY 5'000'000 800'000 1'700'000 1'700'000 1'700'000 800'000
TOTAL PROGRAMME BLANC 10'510'000 0 10'510'000 17'359'080 5'585'000 0
2015 Multi Pool Début Fin Resp. Adm Montant KADépenses
antérieures
max.
Plan 2015
Versemt
2015
Reste à
payerPlan 2016
Plan 2017
RK13
Plan 2018
RK13
PROGRAMME BLEU (neue Projekte/Programme)
7F-xxx UNDP/Democratic Gov. TF DGTTF 2015 2017 SEZ GUZ 3'000'000 1'000'000 1'000'000 2'000'000
7F-xxx UNDP AFIM 2015 2017 ETL SRM 6'000'000 2'000'000 2'000'000 2'000'000 2'000'000
7F-xxx UNICEF Improved Child Nutrition 2016 2017 SOSA DSA 4'000'000 2'000'000 2'000'000
7F-xxx UNAIDS public-private partnership 2015 2017 SOSA DSA 4'000'000 1'500'000 1'500'000 1'500'000 1'000'000
7F-xxx WHO Health System 2016 2017 SOSA DSA 3'000'000 1'500'000 1'500'000
7F-xxx AfDB Fragility Institutional Strengthening 2015 2017 DAO ZIN 10'000'000 3'000'000 3'000'000 3'700'000 3'300'000
7F-xxx UNCDF inclusive finance in fragile contexts 2015 2017 ALA HOY 4'500'000 1'000'000 1'000'000 2'000'000 1'500'000
7F-xxx IADB MDF for Citizen Security 2015 2017 ALA HOY 4'000'000 1'000'000 1'000'000 2'000'000 1'000'000
7F-xxx IADB Haïti 2015 2018 ALA HOY 5'000'000 1'000'000 1'000'000 2'000'000 2'000'000
7F-xxx
Support to ADB on fragility or
ADB Water Financing Partnership Facility (WFPF 2015 2017 O-As GIV 5'000'000 1'000'000 1'000'000 2'000'000 2'000'000
TOTAL PROGRAMME BLEU 48'500'000 0 11'500'000 0 11'500'000 20'700'000 16'300'000 0
GRAND TOTAL 22'010'000 0 22'010'000 38'059'080 21'885'000 0
Budget attribué 27'000'000 46'900'000 77'100'000
Unallocated/sur-programmation 4'990'000 8'840'920 55'215'000 0
December 8, 2014
VII. Duty Trips and Budget 2015
BIV Washington April 2014 BWI Spring meetings 5
tbd tbd Utstein Consultation 5
tbd Nov. 2015 IDA-17 Mid Term Review 5
EPK New York Feb 15 ECOSOC Operational Activities Segment 4
Basel tbd ICAR Donor Treffen 1
Addis Abeba July 2015 Financing for Development Conf. 3
Washington tbd Weltbank 5
Seoul tbd DCF Prep. Symposium 4
PAGIS New York Jan. 2015 Workshop HLPF 3
Seoul April 2015 DCF Prep. High-Level Symposium 4
New York throughout the
year
Monitoring & Accountability Post-2015 Neg. 10
New York 26 June - 4 July
15
HLPF Senior Officials Meeting 5
New York 6 - 8 July 2015 ECOSOC HLS inkl. HLPF Ministerial Meet-
ing
4
TIR New York June 2015 BCPR annual meeting on RoL, bilateral
meeting
5
tbd 1st quarter Steer com Global programme on forced
displacement
5
Washington/NY 1st quarter UN/WB partnership donors meeting and
steer com
5
tbd tbd Infrastructure for Peace 5
Oltrama-
re
New York Jan 2015 UNFPA Board Meeting 5
New York April 2015 Commission of Population and Develop-
ment
8
New York June 2015 UNFPA Board Meeting 10
New York Sept. 2015 UNFPA Board Meeting 5
New York February 2015 UN-Women Board and bilateral meetings 5
New York March 2015 Commission on the Status of Women 10
New York June 2015 UN-Women Board and bilateral meetings 6
New York Sept 2015 UN-Women Board meetings and mission to
World Bank
8
PUYPH New York February 2014 UNICEF Executive Board, Joint Board 5
New York June 2014 UNICEF Executive Board 4
Zimbabwe first quarter Field visit 6
SEZ New York Jan/Feb 2015 UNDP Executive Board, Joint Board 7
New York Feb 15 ECOSOC Operational Activities Segment 4
Vietnam/tbd May 2015 Field Visit 7
New York June 2015 UNDP Executive Board 5
New York Sep 15 UNDP Executive Board 5
SGQ Paris May 2015 Donor Forum WBG 2
December 8, 2014
31
Washington April 2015 BWI Spring meetings 5
Peru Oct 2015 BWI Annual meetings 5
tbd Nov. 2015 MTR IDA 17 5
AEGLU New York January 2015 UNDP Board (Eval. Policy Review), F&P
Partnership Supervision
5
Paris February 2015 MOPAN Steering Committee 3
Washington May 2015 MOPAN Steering Committee, Exchange on
MfDR/Eval Trends and Best Practices with
IFIs
5
Paris Sep 15 MOPAN Steering Committee 3
New York Nov 15 F&P partnership supervision, Exchange on
MfDR/Eval Trends and Best Practices with
F&Ps and WEOG
4
Paris Dec 2015 MOPAN Steering Committee 3
ETL New York Jan 15 Negotiations FfD 4
New York Apr 15 Negotiations FfD 4
Tbd (Europe) May 2015 UNGC Government Group Meeting 2
New York June 2015 Negotiations FfD 5
Addis Abeba July 2015 Financing for Development Conference 5
Tbd (Europe) Nov 15 UNGC Government Group Meeting 2
Addis Abeba tbd Field visit AFIM 5
SBX Argentina Feb 2015 UNODC Workshop on Asset Recovery 5
Washington/NY April Monitoring of AR cases with WB & donor
meeting StAR, scoping mission AC for Gov
5
Basel tbd ICAR Donor Treffen 1
Paris June 2014 OECD GOVNET ACTT 2
Vienna Aug/Sept 15 UNCAC WG on Asset Recovery 2
St. Petersburg Nov 2015 UNCAC Conference of State Parties 5
Paris Nov 2015 OECD GOVNET ACTT und U4 2
Berlin Nov 2015 Transparency International Donor Meeting 2
Abt. GI Bern June/Oct 15 MTR2015/JP2016 4
Schweiz Aug/Sept 15 Abteilungsausflug 20
Total Tage 293.00
December 8, 2014
VIII. Organizational Chart
Abteilung Globale Institutionen
Leitung: Olivier Burki BIV 100%
Stv.: Patrick Egli EPK 90%
Programmbeauftragte
Chantal Oltramare 100% ab 01.12.2014
Gender, UN Women, CPD/ICPD, UNFPA Lucien Aegerter AEGLU 100%
MfDR Philippe Puyo PUYPH 100%
UNICEF, Communication, Multilateral Network Pagotto Isabella PAGIS 100%
ECOSOC/HLPF/DCF, UN Reform, UN Con-ferences , Genève Internationale Sidler Peter SEZ 100%
UNDP, UN Development System Reform, JPO Pro-gramm Multi, UNV Spirli Gabriella SGQ 100%
Weltbank Tissot Caroline TIR 90%
Transition Post-Conflict UN & IFIs Steib Salome SBX 80%
Anti-Corruption and Asset Recovery Luca Etter ETL 100% Privatsektor, FfD, Global Compact
Abteilungs- und Programmassistenz
Martina Schaerer SRM 70%
Programmassistentin, Multilat. Finanz- und Verpflichtungsplanung Vakant 100%
Abteilungsassistentin Irena Cleary CQI 40%
Abteilungsassistentin Peter Schüpbach SBP 100%
Sachbearbeiter Koordination Stellungnahmen MDBs, Support Netzwerk Multilaterales Wendelin Federer FEW 100% Hochschulpraktikant
Mission New York Tatjana Von Steiger (Leitung ECOSOC Team)
Nicolas Randin (Stv. Leitung ECOSOC Team) Beate Elsässer/Christoph Fuchs Esther May Eliane Kiener Dina Meli Maja Messmer Cyril Prissette EDO WB Jörg Frieden (Executive Director) Reto Grüninger Mission Genf Nadia Isler
• 23 Stellen (inkl. Lei-tung)
• 3 Missionen/Büros
Team Post-2015 Michael Gerber GMH 100% Botschafter UNO Agenda Post -2015 Lyne Calder CLL 100 % Programmbeauftragte Andreas Weber 100 % Programmbeauftragter Judith Schenk 60%
Team-Assistenz
December 8, 2014
IX. Overview of staff participation in SDC Networks to be updated by everybody
Person Network
Membership Sta-
tus
(CM = Core Mem-
ber,
NM = Normal Mem-
ber
ENM = Extended
Network Member)
Issues and Outputs brought in - ‘Policy
Influencing’
Olivier Bürki Network Multilateral CM
Patrick Egli Network Multilateral CM
Lyne Calder Network Multilateral NM
Caroline
Tissot
Network Multilat-
eral
Network Conflicts
and Human
Rights
Network Migra-
tion
NM
NM
NM
Contributions/exchange/sharing multilateral
opportunities related to transition and frag-
ile/conflict affected situations (UN system
and the World Bank), through the network,
in general and more specifically with se-
lected BuCos (Somalia, Nepal, Chad for
instance).
Promoting the WDR11 conclusions/New
Deal, as well as SDC multilateral instru-
ments and priorities.
Contributions to SDC positions related to
FCS (RoL/Justice, security), as well as
dealing with the past.
Gabriella
Spirli
Network Multilat-
eral
Network Climate
Change and Envi-
ronment
NM
CM
Integrate multilateral dimension, esp. WBG
(and GCF), in the climate change discus-
sion. Explore collaboration possibilities with
OI in the field of Climate Change, esp. Ad-
aptation
Contribute to an effective Climate change
aid architecture in view of reducing aid
fragmentation.
Philippe
Puyo
Network Multilat-
eral
Network Water
FP
NM
Input and exchange of experiences regard-
ing the multilateral dimension of the Water
Work. Follow up of existing collaborations
with WI (example UNICEF) and explore
new possibilities.
Lucien Ae-
gerter
Network Multilat-
eral
Quality Assur-
ance
NM
NM
Presentation of MOPAN assessment re-
sults and reform outcomes.
Presentation of AMPA results and review
process.
Consultation for preparation/support for the
2013/2014 CCM process.
Presentation of fine-tuning and review of
CCM instruments.
Ursula Funk Network Gender
Network Educa-
NM
NM
Inputs on UN-Women, gender policies and
progress in the UN system, in the World
Bank and the WDR on Gender. Contribu-
December 8, 2014
34
tion tions to positions needing gender analysis
and inputs.
Inputs on UN-Women, UNFPA issues re-
lated to education and gender in education.
Inputs on the Commission on Population
and Development. Various products on
issues of population growth and sexual and
reproductive health and rights.
Peter Sidler
Network Multilat-
eral
Network Democ-
racy and local
Governance
NM
NM
Input on UN Reform
Bring the multilateral perspective and in-
puts on UNDP interventions
Salome
Steib
Network Democ-
racy and local
Governance
ENM
Input on anti-corruption and asset recovery
issues to the members of the NDLG and
seek possibilities of enhanced collabora-
tion
Luca Etter
Employment and
Income
SDC Expert
Group on PPDPs
NM
Joint development of multi-bi project with
UNCDF. Accompanied development of
guidelines for PPDPs at SDC. Contributed
to how-to paper on Market Systems Devel-
opment projects.
Carla Koch Health NM
Inputs on the Commission on Population
and Development and the ICPD Beyond
2014 Review on various occasions. Vari-
ous products on issues of population
growth and sexual and reproductive health
and rights.
Isabella Pa-
gotto
Network Multilat-
eral
Network Food-
security
Network Aid Ef-
fectiveness
NM
NM
NM
Network AE: Inputs on the DCF-GPEDC
Synergies Group including related DCF
work on monitoring & accountability of de-
velopment cooperation.
December 8, 2014
35
X. Fact Sheet GI
FACTSHEET Global Cooperation October 2014
Global Institutions Division
FACTSHEET Global Institutions Division October 2014
The Global Institutions Division (GI) is SDC’s
competence and resource center for multilateral
development cooperation. The Division has the
primary responsibility for the dialogue with key UN
institutions and multilateral financial institutions.
The Division directly manages contributions to five
multilateral priority organizations; the World Bank, the
United Nations Development Programme (UNDP), the
United Nations Children’s Fund (UNICEF), the United
Nations Population Fund (UNFPA) and UN-Women. With
these organizations, GI engages in continuous political
dialogue, emphasizing priority themes like fragility,
gender, private sector development and partnerships,
anti-corruption, as well as results orientation and the
reform of the UN's operational system for development.
Furthermore, GI represents Switzerland in
intergovernmental processes on global development
issues and supports other SDC organizational units in
carrying out their multilateral tasks. The Special Envoy for
Global Sustainable Development with its Team Post-2015,
attached to the division, leads the Switzerland’s
engagement in the Post-2015 process.
Main objectives
Facilitate and coordinate relevant positions of the
Federal Administration on development issues in
multilateral fora with a primary focus on key
multilateral reforms, SDC’s five global themes, as well
as gender, fragile contexts, anti-corruption and
private sector development and partnerships.
Support the elaboration of a post-2015 normative
framework for sustainable development and support
the multilateral system’s reform process to foster the
implementation and financing of that framework.
Promote and monitor key multilateral reforms
towards accountability, institutional effectiveness and
results orientation, and develop an SDC performance
measurement system for MO.
Assure relevant internal and external knowledge and
outreach on multilateral cooperation and promote
enhanced understanding and support to
multilateralism.
Priorities in 2015
Universal and coherent Post-2015 Framework agreed
upon including its monitoring and accountability
framework , Swiss priorities reflected
Financing for Development Framework post-2015
agreed upon, Swiss priorities reflected
The implementation of Gender Equality policies and
strategies is strengthened
An improved transition and a conflict sensitive
multilateral system
Best Practices of Switzerland’s Asset Recovery
restitution practices elaborated and disseminated
Annual Reporting Frameworks on selected multilateral
organizations enhanced
248
60 22 16 14
0
50
100
150
200
250
300
IDA(WorldBank)
UNDP UNICEF UNFPA UNWomen
Annual Core Contributions managed by
GI in CHF million (2014)
Key figures
5 priority Multilateral Organizations and 5
thematic/cross-cutting priorities
Number of staff: 22 of whom 7 abroad
Annual Budget: CHF 402 Million
Network members: 23
FACTSHEET Global Institutions Division October 2014 2
Key partners
Priority multilateral organisations:
The World Bank’s International Development Association
IDA; the United Nations Children’s Fund UNICEF; the
United Nations Development Program UNDP; the United
Nations Population Fund UNFPA; UN-Women;
Key international partners in thematic/cross-cutting
priorities
Fragile and Conflict Affected Situations:
- UNDP Bureau for Policy and Programme Support
(BPPS), previously the Bureau for Crisis Prevention
and Recovery BCPR
- OECD International Network on Conflict and
Fragility
- World Bank – Fragility and Violence Group
Gender Equality and Women’s Empowerment
- UN-Women’s Economic Empowerment and
Leadership and Governance Sections
- UN-Women Trust Fund for Gender Equality
- United Nations Trust Fund to End Violence Against
Women
- World Bank Umbrella Facility on Gender Equality
Anti-Corruption and Asset Recovery
- Stolen Asset Recovery Initiative (StAR) of World
Bank and UN Office on Drugs and Crime
- International Centre for Asset Recovery ICAR at the
Basel Institute on Governance
- Transparency International Secretariat in Berlin
Private Sector
- UN Global Compact
- United Nations Capital Development Fund (UNCDF)
- Policy Dialogue with UNDP, World Bank,, UN-
Women
Management for Development and Results
- Multilateral Organisation Performance Assessment
Network MOPAN
- International Program for Development Evaluation
Training IPDET
Swiss partners:
Federal Department of Foreign Affairs: Directorate of
Political Affairs; Directorate of International Law (DIL);
State Secretariat for Economic Affairs SECO; State
Secretariat for International Financial Matters SIF; Centre
for Information, Counselling and Training for Professions
relating to International Cooperation CINFO; University of
Zurich; University of Bern; University of Geneva, Graduate
Institute of International and Development Studies;
swisspeace.
Contact
SDC
Global Institutions
Freiburgstrasse 130
3003 Berne
Phone: +41 (0)58 464 36 63
Fax: +41 (0)58 464 13 47
Email: [email protected]
Schweizerische Eidgenossenschaft Federal Department of Foreign Affairs FDFAConfdration suisse
Swiss Agency for Development and Cooperation SDCConfederazione Svizzera
Global cooperatlonConfederaziun svizra
Annual Report 2014With Planning Part 2015
Minutes of internal discussion
Global CooperationGlobal Institutions Division
Date: 18.11.2014Place: A2023Time: 13:30 — 15:30Chair: FDMMinutes: FEW/AEGLUPresent: list enclosed
1. Einführung
FDM begrüsst die Teilnehmenden im Namen des Bereichs Globale Zusammenarbeit. BIV und EPKstellen anschliessend die wesentlichen Punkte des Jahresberichts 2014 und des Jahresprogramms2015 vor.
2. Diskussion
Die Rückmeldungen und Fragen der Teilnehmenden werden folgendermassen zusammengefasst:
Zusammenarbeit mit Partnern innerhalb der BundesverwaltungDie Kooperation mit Partnern innerhalb des Departements und der Bundesverwaltung wie der Ab,der AMS, den Globalprogrammen, der Humanitären Hilfe und dem SECO funktioniert sehr gut undwird von allen Seiten als wichtig und hilfreich beschrieben. GI bearbeitet viele Themen gemeinsammit anderen Stellen, wobei gerade die Zusammenarbeit auf der Ebene der Desks für beide Seitengewinnbringend ist. Potenzial für nähere Zusammenarbeit in Zukunft besteht vor allem mit denGlobalprogrammen, sowie mit der Humanitären Hilfe, etwa zum Thema Jugend — ein prioritäresThema für Gl im nächsten Jahr.Gemäss Diskussion im Plenum, wird die Abbildung der guten Zusammenarbeit mit der HumanitärenHilfe in der Endfassung des aktuellen Jahresprogramms noch besser herausgestrichen.
FeldrelevanzDie Relevanz der Arbeit von Gl für die Kooperationsbüros vor Ort ist — obwohl unbestritten —
zuweilen schwierig zu präsentieren. Der Link zwischen Multilateralen Organisationen und DEZAKooperationsbüros ist von grosser Wichtigkeit und der komparative Vorteil des Multilateralen aufLänderebene sollte noch besser herausgearbeitet werden.Gl ist interessiert am Austausch mit den Kooperationsbüros über ihre Erfahrungen mit denMultilateralen Organisationen vor Ort, was einem nützlichen Realitätscheck ihrer Arbeit gleichkommtund im Diskurs mit den Organisationen einen Bezug zum Feld erlaubt. In diesem Sinn steht Gb den
Kooperationsbüros als Kompetenz- und Ressourcenzentrum zur multilateralen Zusammenarbeitgenerell zur Verfügung, nicht zuletzt um direkten Einfluss auf die Organisationen via Hauptquartier
zu nehmen. Ferner soll insbesondere die Zusammenarbeit mit den verschiedenen, thematischen
Netzwerken der DEZA die Basis für diesen Outreach in regionalen Abteilungen und
Kooperationsbüros bilden.
MenschenrechteObwohl Menschenrechte nicht explizit im Mandat von Gl enthalten sind, bearbeitet Gl die Thematiksowohl direkt als auch indirekt. So stellen Menschenrechte den übergeordneten Rahmen für diePost-2015 Agenda, deren Erarbeitung für Gl ein zentrales Thema ist. Gl bearbeitet zudem imRahmen der prioritären Themen Fragilität und Gender direkt die Thematik von Menschenrechten und
auch spezifisch von Frauenmenschenrechten, sowie generell Menschenrechtsthemen über ihrePartnerinstitutionen wie z.B. UNDP.
PeacekeepingDie Koordination aller Akteure in Zusammenhang mit Peace Keeping Missions ist äusserst wichtig,um Synergien effizient nutzen zu können und einen kohärenten Auftritt der Schweiz zu garantieren.Eine Beteiligung von Gl in entsprechenden Arbeitsgruppen ist erwünscht, um die Diskussionsthemenund Perspektiven zu bereichern.
Anti-Corruption und Asset RecoveryDie DEZA konzentriert sich im Bereich Asset Recovery gemäss dem Gl Mandat vor allem auf die
Rückgabe gestohlener Gelder. Die Zusammenarbeit zwischen den zuständigen Bundesstellenfunktioniert gut und profitiert von langjährigem Know-how. Die Zusammenarbeit mit StAR bleibt auchim neuen Jahr eine wichtige Achse des Engagements.
Post-201 5 AgendaDas kommende Jahr wird wiederum stark von der Erarbeitung und Verabschiedung der Post-2015Agenda geprägt sein. Das Team kann auf ein erfolgreiches Jahr 2014 zurück blicken, in dem vorallem auch im Bericht der Open Working Group viele Prioritäten der Schweiz Eingang gefundenhaben. Das Erreichte muss nun konsolidiert werden und möglichst in die finale Agenda Eingangfinden. Ebenso im Interesse der Schweiz liegt die enge Verknüpfung der Finanzierung vonEntwicklung (FfD) mit der Post-201 5 Agenda. Auch dieser Prozess ist im kommenden Jahr vongrosser Wichtigkeit und Gl wird sich darin aktiv einbringen.Neben dem Fokus auf Post-201 5 muss auch einer Bilanzziehung über die Umsetzung derMillenniumsentwicklungsziele genügend Aufmerksamkeit geschenkt werden. Die so erlangtenErkenntnisse sollen ebenso als Basis für die Beurteilung der Effizienz und Effektivität derMultilateralen Organisationen (fit for purpose) dienen.
KommunikationWeiterhin bleibt effektive Kommunikation über multilaterale Zusammenarbeit eine Herausforderung.Gl hat im letzten Jahr ihre Kommunikationspalette durch eine Sammlung konkreter Resultate undStories aus multilateralen Projekten in einer integralen Datenbank erweitert und will mit Hilfe dieserSammlung im nächsten Jahr ihre Kommunikationsprodukte vermehrt mit konkreten Beispielenanreichern.
3. Schlussfolgerungen
Der Jahresbericht wurde als sehr gut befunden und präsentiert die erreichten Resultate klar undtransparent. Diese Errungenschaft wird insbesondere auch vor dem Hintergrund des komplexen undsich stetig wandelnden multilateralen Rahmens begrüsst. Ferner wurde auch auf neueOpportunitäten für Gl‘s Engagement hingewiesen wie zum Beispiel die Weltbank Reform mit denneu entstandenen Global Practices. Die Bereichsleitung bedankt sich schliesslich beim post-2015Team für sein grosses Engagement und die wichtige Rolle, die es 2014 gespielt hat. Dank dessenkonnte die Schweiz einen grossen Einfluss auf die Ausgestaltung des Zielkatalogs post-2015ausüben.
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Folgende Aspekte müssen im kommenden Jahr beachtet werden:
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- Die Schweiz hat sich gerade im Bereich Effektivität und Monitoring im multilateralen Kontextstark aufgestellt. Es gilt im neuen Jahr von dieser Position optimal Gebrauch zu machen, sozum Beispiel im Hinblick auf die nächste QCPR Runde.
- Die Erarbeitung der Post-201 5 Agenda ist ein prägendes Thema, darf aber die Arbeit unterdem aktuell gültigen Rahmen nicht verdrängen.
- Die Zusammenarbeit mit den Partnern innerhalb des Departements und derBundesverwaltung, insbesondere mit den Globalprogrammen und den Aussenstellen, mussweiter gepflegt und gestärkt werden. Es wurde in diesem Zusammenhang festgehalten, dassdie Rolle Gl‘s diejenige eines multilateralen Kompetenzzentrums sein soll, aber vor allemauch eine Holpflicht von Partnern und Kollegeninnen und Kollegen an der Zentrale und imFeld besteht.
- Der komparative Vorteil und die Resultate der multilateralen Zusammenarbeit müssen inZukunft noch klarer kommuniziert werden.
Der Bericht und die entsprechende Jahresplanung (exkl. Dienstreisebudget, welches separatgesprochen wird) wurden vom Bereich Globale Zusammenarbeit bewilligt.
Bürkiiead of Divisio Global Institutions
Dominique FavreDeputy Head of Global Cooperation
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Teilnehmerliste Besprechung Jahresbericht 2014 und Jahresprogramm 2015, 18.11.2014 Abteilung Globale Institutionen
Name / Vorname Organisation E-Mail
Balmelli Tiziano DFAE / DSH [email protected]
Lanitis Johanna DFAE / DPES [email protected]
Schläfli Kuno DDC / GZ [email protected]
Morier Pierre-Yves DDIP [email protected]
Steib Salome DEZA /GI [email protected]
Tissot Caroline DEZA / GI [email protected]
Gantenbein Nicole DEZA / DAO [email protected]
Demenge Corinne DEZA / GZ [email protected]
Fellay Stanislas IR EDA [email protected]
Etter Luca DEZA / GI [email protected]
Calder Lyne DEZA / GI [email protected]
Spirli Gabriella DDC / GI [email protected]
Sidler Peter DEZA / GI [email protected]
Mona Pietro DEZA / GPMD [email protected]
Seethaler Lothar DEZA / QS [email protected]
Zingg Nicolas DEZA / DAO [email protected]
Rosemann Nils DEZA / Focal Point CHR [email protected]
Hasler Stefanie DEZA / GZ [email protected]
Holenstein Maja DEZA / GZ [email protected]
Gross Karin DEZA / OSA [email protected]
Sas Philippe DEZA / RZ [email protected]
Ries Andrea DEZA / A+P [email protected]
Favre Jean-Christophe DEZA / IP [email protected]
Glatz Markus DEZA / Stab RZ [email protected]
Bösch Christophe DEZA / GPWI [email protected]
Pagotto Isabella DEZA / GI [email protected]
Funk Ursula DEZA / GI [email protected]
Teilnehmerliste Besprechung Jahresbericht 2014 und Jahresprogramm 2015, 18.11.2014 Abteilung Globale Institutionen
Name / Vorname Organisation E-Mail
Schneeberger Christine GS EDA [email protected]
Carrasco Naraya DEZA / GPCC [email protected]
Ruder Nicole DEZA / HH [email protected]
Gerber Michael DEZA [email protected]
Flury Anna-Lena DEZA / OSA [email protected]
Puyo Philippe DEZA / GI [email protected]
Aegerter Lucien DEZA / GI [email protected]
Federer Wendelin DEZA/ GI [email protected]
Brahier Sylvie DEZA / GI [email protected]
Zumstein Susanne DEZA / WBA [email protected]
Favre Dominique DEZA / GZ [email protected]
Egloff Patrick DFAE AIO [email protected]
Bürki Olivier DEZA / GI [email protected]
Egli Patrick DEZA / GI [email protected]