Presentation on theme: "Question 1: How to deal with dilemma of Accra contributing to sustaining corrupt processes and systems and how can we facilitate the use of more efficient."— Presentation transcript:
Question 1: How to deal with dilemma of Accra contributing to sustaining corrupt processes and systems and how can we facilitate the use of more efficient for ex procurement systems? A: has the bilateral cooperation contributed to making systems better? Ex revealing of misuse of funds in the Kenya education sector where internal audit was strengthened to find these problems.
Q: How does BMZ promote Joint Assistance Strategies in other countries? A: Promotes development of JAS in several countries, now working with the reviews. In TZA developed by all partners based on the poverty reduction strategy. Possibly reluctance to fully support Govt vision focusing on budget support.
Q: AAA implementation of division of labor, how far is BMZ looking at the diversity between the partner country ideas of division of labor to that of different development partners and ideas of focal sectors for BMZ? A: country ownership and division of labor. In Kenya division of labor country ownership not that strong, difficult to push countries/donors out of sectors, can have diplomatic repercussions. Division of labor is part of the political agenda of partner and donor countries. Focusing on certain sectors can have disadvantages and certain sectors are politically important/policy important and also needs to be balanced with German interests such as combating climate change etc. There is a need to strike a balance in each individual situation/country context.
Mozambique Q: Acquisition by chance? Role of HQ in making this happen? A: EC listed countries and sectors where delegated cooperation could be explored, distributed to countries. Talks held with Delegation with reference to sectors where Germany was lead. During this process, the Delegations moved forward and it was the Delegation initiative in collaboration with sector coordinator, Embassy etc – not an HQ task. Precondition participate actively in the programme, if GTZ had not been part of the country programme we would not have been eligible. Need to be part of the central policy dialogue.
Q: How do we deal with conflict of interest representing different donors in combi- financing? Possibly diverging interests and visibility aspects? Visibility EU vs GDC? A: clear rules for sub-contracted agencies from EU side, discussions with Delegation based on these. Continued dialogue and discussion at country and HQ level on visibility standards.
Q: what are the implications of reciprocity? In the EC/GDC cooperation A: So far not a big delegated cooperation. It would be come a bigger issue if it concerned the entire sector, now only a sub-component of a sector. EU gets less work! Subcontracting would have been more labor- intensive for the EU, this is a win-win situation. Does GTZ or GDC have to take over some of the GDC support? A: discussions ongoing between Brussels and Bonn, so far only working in one way. 20 m euro to GDC but nothing in the other way. Possible country with silent partnership in Lesotho where GDC is phasing out.
Q: Silent partnership complicated, this is not a silent partnership but a mandate that EU hands to GTZ? Legal implications of silent partnerships very complex (9 proposed only 1 working)
Q: Role of Mozambique not mentioned? What is the benefit for the partner country in this process? Do the EC procedures allow enough ownership of the partner country and if so, how? Have we gone backwards? Process seem to lack partner ownership, where is alignment, accountability for results? A: when it was clear that delegation would happen an independent international consultant designed the intervention consulting with all partners in the country. Benefit, covering the 11 provinces rather than only the three where Germany was present in, complementing the existing the intervention. German intervention is aligned and is using as much as possible national systems, this money is now part of the German program which is respecting the harmonization and alignment agenda Delegated partnership was agreed in the German/Mozambiqan negotiations as well as in the ECMoz discussions.
Q: How does the EU internal arrangement fit into the Joint Assistance Strategy? With the Lisbon accord the EC is no longer existing, now there is an EU representative, how does this affect the organization of the development cooperation in country? A: No general arrangement yet on how to structure the development cooperation. Need to come to clear division of labor between member states and the EU. EC is now represented by the EU Delegation. In Kenya, presidency and the Delegation share the coordination/chairmanship in coordination. Presidency is phasing out. European Service is being gradually built. A: Delegated cooperation happened thanks to the German cooperation being strongly aligned with partner country priorities. Germany had comparative advantage of being both at policy and decentralized levels which made all the difference for attracting this delegated cooperation, it was not by chance.
Question 2: What is the role of TA and the German TC in the context of general budget support as the preferred aid modality by many partner countries? A: mix of instruments, TC strong component even in budget support countries, for example in strengthening PFM, role for TC to add value Role of the EU in development cooperation, who is coordinating in Brussels, how are partners chosen, what is the alignment process, mode of delivery of EU budget support? A: Established in the EU country strategy papers 5 years, many concluded in Lisbon. Adhering to the Code of Conduct on the division of labor. Conditions for budget support in certain contexts. Does not have the set up of other partners either projects/programmes or general budget support – no mechanism for sector baskets etc. All the EU countries have to endorse the contract that is signed with a developing partner country.