109/30/2010

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Background

Grant Agreement signed on June 10, 2008 by: Canadian Minister of International Cooperation

Beverly J. Oda OAS Secretary General

Jose Miguel Insulza

GoalImproved democratic governance and reduced poverty and inequity in the Americas.

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CIDA/OAS Cooperation Plan 2008-2011The programs

• Program I. Promotion of Policy Dialogue and Summit/Ministerial Follow-up• Program II. Strengthening Sustainable Democratic Governance in the

Americas • Program III. Strengthening Institutions for Development • Program IV. Gender Equality and Promotion of Rights of Specific Groups• Program V. Institutional Strengthening and Capacity Building

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2

3

4Where are we heading?

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Lessons Learned

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Main Results

Paradigmatic Cases

Risks

5Year 3 of the Plan

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Main ResultsI. Promotion of Policy Dialogue and Summit/Ministerial Follow-up

Consolidating and multiplying a traditional role

• The OAS as the political forum of the Americas: 70%- The multifaceted expression of the word FORUM: from Presidential Summits to ministerial meetings; from meetings to networks; from face-to-face to virtual encounters.- Building the hemispheric agenda (PC): from meetings and conjuncture to mid-term frameworks.- Reinforcing the multiplicity of the interlocutors: from traditional politics to society richness.

• The OAS as a political reference for coping with crisis: 70%- The national level.- The regional scenario.- The North-South dialogue.

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Main resultsII. Strengthening Sustainable Democratic Governance in the Americas

Screening and institution-building

• The development and consolidation of the screening role: elections (PC) and transparency (75%)- The path towards the building of high-quality consensual standards.- Building a world reference.- Autonomy and accountability.

• Key institutions for better governance at an hemispheric level (65%)- Linking identity, property and citizenship (civil registry, cadastre and voter registration lists)- Access to justice.- Helping to improve the executive institution (country strategies) (PC)

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Main ResultsIII. Strengthening Institutions for Development

• Results achieved in building capacity to negotiate, implement and benefit from trade agreements

- 31 government officials from 15 Latin American countries trained in the advanced course on the Doha Development Agenda and trade agreements in the Americas

- 40 CARICOM government officials trained in developments on investment agreements and investor-State dispute settlement

- 60 government officials from 13 Latin American countries exchanged best practices on how intellectual property export strategies can help micro, small and medium sized enterprises.

• Results achieved in encouraging businesses to implement CSR practices especially SMEs- Over 800 SMEs representing key economic sectors trained.- Strengthening regional network of the business organization promoting CSR• Inter-American Migration Program - Strengthening Capacity of Law Enforcement, Migration Officers, Judges, and Prosecutors of

Central America to Identify and Prevent Trafficking in Persons, especially Women, Adolescents, and Children

• Inter-American Collaborative Networks- These networks enhance knowledge exchange and best practices among member states and

other stakeholders; e.g., CooperaNet helps strengthen the voice of the Americas on aid effectiveness.

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Main ResultsIV. Gender Equality and Promotion of Rights of Specific Groups

Protection and rights of vulnerable groups (indigenous people and afro-descendants) (85%)- Increased incorporation of Indigenous Peoples and afro-descendants issues in OAS policies and as crosscutting topics in OAS programs

Defense of gender equity in government, organizations and Human Rights policies- Workshops, studies, high-level policy dialogues at an hemispheric level have also installed the issue at governments’ level (80%)- With new lines of jurisprudence, the IACHR is guiding States on how to fully comply with their human rights obligations in new legal spheres (90%)- Internally, workshops and training activities have succeeded on installing the demand within the OAS staff (30%)

Strengthening the fight against Trafficking in Persons, especially Women and Children (80%)

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Main Results

V. Institutional Strengthening and Capacity Building Towards programs and results

• From Projects to Programs: puzzle players or puzzle makers? (50%)- Through the CIDA Cooperation Plan 2008-2011, the Organization has evolved, and hopes to continue evolving, in transforming numerous projects and activities into integrated programs with analytical and strategic alignment with our hemispheric mandates.

• Culture of Results-Based Management (RBM) (50%)- Process of constant learning for those responsible for this Plan and other programs at every level- More familiar with the culture of RBM with the intention to promote it within the organization in order to effectively implement on daily basis.- Member States now talking about “result based mandates”.

• Matrix based organization: OAS Structure and the organization of the Canadian Fund (25%)- The most difficult to achieve- Still hesitating on keeping it or not

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Paradigmatic Cases

-The Building of an Hemispheric Agenda- Country Strategy- Inter-American Collaborative Networks- Initiatives in Electoral and Civil Registries

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Paradigmatic Cases

The building of an Hemispheric Agenda

•From the Summit through the Ministerial Meetings up to mid-term analysis•An alignment of the horizontal/vertical•Countries have equal voice •Creation of a best practices network -CLARICIEV, Social Protection Network, RIAL, Cooperanet-•Top down/Bottom up approach•Social Actors:

Private SectorIndigenous populationsLabor groups

•Civil Society feeding in to all the meetings•While still a work in progress far more emphasis on Summit/Meeting results•All supported by elements of the plan

60%

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Paradigmatic Cases

Country Strategy

Advantages• OAS only responds to a government request• OAS has no ex-ante prescriptions: ensures that projects in Program reflect the priorities identified by the

government itself.– Technical assistance is aimed at concrete management goals expressed in the countries own

development strategy/plan.– An initial comprehensive on-site “learning” mission includes technical discussions with relevant

players in different sectors and at different levels of government to learn about their needs.– After field mission, the DGPE prepares an integrated proposal based on the government’s

identification of technical assistance needs and on the capacity of the OAS to provide effective support.

• Helps governments define in an integrated way its goals and priorities for strengthening public institutions, since front line areas and levels of government work together to provide input for the support strategy.

• By understanding the “ big picture” , developed by the government with the support of OAS staff, the OAS and donors can channel technical assistance and funding more effectively and efficiently into a “ Program Basket”, promoting synergies and avoiding duplication of effort.

30%

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Paradigmatic Cases: Country Strategy in Bolivia (2010-2014)

Effective Public Management for Effective Public Management for “Vivir Bien““Vivir Bien“

• Strategic organization of the state and coordination mechanisms.

• Implementation of autonomous territorial processes at a departmental and municipal levels, as well as in indigenous communities.

• Forums and mechanisms for transparency, accountability and citizen participation for the citizen oversight.

• Management of objectives for the upgrading of production processes and economic development based on the National Development Plan.

• Professionalization of the civil service

• Modernization of technologies and capabilities of the Plurinational Legislative Assembly (ALP).

• Institutional strengthening of the electoral and the Civil Registry body.

Institutional Support

Institutional Support

Example of Bolivia Country Program

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Paradigmatic Cases: Country Strategy in Bolivia (2010-2014)

Effective Public Management for Effective Public Management for “Vivir Bien““Vivir Bien“

(9 Ministries, National Assembly and Electoral Court)(9 Ministries, National Assembly and Electoral Court) PROGRAM COORDINATION

The following chart shows the coordination structure of the program:

STEERING COMMITTEE

EXECUTIVE COMMITTEE

PROJECT LEADERS

(32 projects with 6 high priority

to begin immediately)

UASP1 UASP2 UASP3 UASP4

UNIDAD DE ADMINISTRACIÓN DE PROGRAMAUAP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UASP1 UASP2 UASP3 UASP4

UNIDAD DE ADMINISTRACIÓN DE PROGRAMAUAP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

UGP

PROGRAM MANAGEMENT UNIT(UAP)

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Paradigmatic Cases: Country Strategy in Bolivia (2010-2014)

INTEGRATED COUNTRY SUPPORT STRATEGY

FOR EFFECTIVE PUBLIC MANAGEMENT

COUNTRY PROGRAMCOUNTRY PROGRAM Future Evolution Integrated OAS Support StrategyFuture Evolution Integrated OAS Support Strategy

SAP

BILA

TERA

L/ M

ULT

ILAT

ERAL

Don

ors/

Expe

rtise

BILATERAL/ MU

LTILATERAL

Donors/ExpertiseSUBPROGRAM 4

Civil Security SUBPROGRAM 3Legal Frameworks and

Model Laws

SUBPROGRAM 2Policy/Programs for

growth and development

SUBPROGRAM 1Institutional

Strengthening and Public Management for growth

and development

SEDI

SSMSAJ

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Paradigmatic Cases

Inter-American Collaborative Networks

• Mechanisms that promote dialogue and the interchange of knowledge and experiences among Member States and stakeholders

• Strengthen the linkages to the political processes (Summit of the Americas, Ministerials, Inter American Committees)

• Political validation at the highest level• Turns political dialogue into action• Enhances the main role of the OAS as the premier organization for dialogue (dialogue in

action)• Promotes south-south and triangular cooperation and provides for a mechanism in which

emerging donors can also participate.• Allows for the participation of different stakeholders (public, private, academia, civil society)• Some of the Networks being financed: Inter American Cooperation Network, Inter American

Teacher Education Network, Inter American Social Protection Network, Culture in Development Network, Early Childhood Education Network, Energy and Climate Partnership of the Americas, Inter American Competitiveness Network.

60%

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Paradigmatic Cases

Initiatives in Electoral and Civil Registry Initiatives in Electoral and Civil Registry

Strengthening Electoral Management Bodies and Electoral Systems (Deco)

• Bolivia: Audit of the national Voter’s Registry and implementation of recommendations presented in the audit report, including a biometric voter registry.

• Saint Lucia: Modernization of the electoral registry software for specific reports and updates. • Ecuador: Technical support to the National Electoral Council in logistics, software solutions, communications,

electoral coaching and monitoring.• Peru: Certification of the National Electoral Jury of Peru under ISO 9001:2008 norms.

Strengthening Civil Registry (PUICA)• Civil Registry networking Support the strengthening and expansion of the Inter-American Network of Civil

Registries (CLARCIEV) • Eastern Caribbean. Planning and laying groundwork for an OECS initiative by launching a project to modernize

the Civil Registry in Antigua• Paraguay Design and implementation of a system to digitally store images of civil registry books for the use of

registration campaigns and preventing the deterioration of historic registry information. • Mexico Compilation of methods for the analysis of the under registration rate in Mexico so that they can be

shared and implemented by other countries.

79%

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Paradigmatic Cases

Initiatives in Electoral and Civil Registry (2)Initiatives in Electoral and Civil Registry (2)

Synergies between Civil and Electoral Registration Initiatives (DECO and PUICA) • PUICA’s work is oriented to address under registration of citizens, safeguarding there

political, civil, cultural and social rights. Having a personal identification card is necessary to exercise the right to vote.

• A major problem is the consistency and precision in the Electoral Registries. The electoral audit is the instrument used by DECO to ensure the precision of the electoral registry and the primary data base for an electoral audit is the civil registry. Hence strengthening the Civil Registry processes has a direct effect in the Electoral Registry reliability index.

• The actual reforms regarding the civil and electoral registries are strongly interrelated. In some countries the reform of the civil registry induces reforms of the electoral registry, including identification systems (Guatemala). In other countries the reform of the electoral system is the starting point for the reestablishment of the civil registry (Bolivia). Thus OAS work on one program will have a direct impact on the other one.

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Lessons learned: To Realize

Recognizing and taking advantage of the strengths• Why a Multilateral Organization?

-The geography, language, and culture of our continent create a unity of inheritance in the positive aspects, as well as in the negative aspects of Latin American countries, and many of these issues require a regional strategy that addresses these needs as they become even more intimately related. -The ability to deal with horizontal and hemispheric themes, such as democracy and governability, multidimensional security, Human Rights, gender equity, general equality, juridical cooperation, and the encouragement of development and cooperation.-Political and security stability are key elements to build an enabling environment for economic development.

• Why the OAS?- Firsthand problems; better customized solutions.- It’s here since a century, and it’s recognized and funded.- The OAS has a very impressive capacity which can be enhanced with this type of collaborative work.- A peculiar mix of politics, screening and policies.

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Lessons learnedThe weaknesses and obstacles

• Keeping the notion of program and “horizontality” while coping with national/regional crisis, demands and specificities.- Which goes first? Politics or Policies?

• The organizational “tensions”- Same owners, same customers- Specific funds and regular funds- Centralized management vs. a tradition of hyper-decentralization- Proliferation of mandates and the process of defining priorities.

• Complexity of creating a “whole OAS” report.• Difficulties of “streamlining” products and activities.

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Lessons learned

The challenges

• The costs of protagonism and of competitive scenarios: - Is the capacity of overcoming a crisis a measure for efficiency?- Proliferation of regional actors: North-South vs. South-South?

• Bilateral/multilateral communications challenge: - How to effectively report to CIDA between formal sessions?- How best to communicate to the Member States about what we are doing?- How to involve the National Offices?

• A Hemispheric Approach towards building Enabling Environments for Prosperity

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Year 3 of the Plan

• Continue to actively promote network engagement• Alignment of the horizontal/vertical• Continue to promote and build more transparent and safe environments

for investment• Continue to reinforce the gender topic as a cross cutting topic in the OAS• Continue to support the Member States by reinforcing national and

regional electoral systems• Continue fostering Effective Government Procurement

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Year 3 of the Plan

• Further consolidate OAS’ central role as technical secretariat to the Summits process by strengthening its support to the Sixth Summit host country in preparations for the next Summit in 2012, increasing the participation of social actors and other Summit stakeholders in the Summits process through new and innovative approaches

• Continue to promote the organizational strategy that has brought disciplined, transparent management and provided greater accountability to member states and voluntary donors

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Risks• There is a a budget gap.

• Modernization program at the OAS is not easy to accept by all the actors.

• Global financial crisis creates social and political uncertainty, challenging the fundamental principles and values of democratic government; fluctuations in Exchange Rates.

• Staffing Changes –OAS;

• Rise of competitors

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Notes for the Future

• Consolidating the existing programs:- Streamlining- Internally (human resources and RBM).- By increasing regionalization.- By increasing the facets.

• Exploring a small number of new priorities, in accordance with CIDA’s ones

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MANY THANKS!!

Questions and Answers