Development Co-operation Report 2015 Making Partnerships Effective Coalitions for Action
This edition explores the potential of networks and partnerships to create incentives for responsible action, as well as innovative, fit-for-purpose ways of co-ordinating the activities of diverse stakeholders. It looks at a number of existing partnerships and provides practical guidance.
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| Autor Corporativo: | |
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
Washington :
Organization for Economic Cooperation & Development
2015.
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| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009706130606719 |
Tabla de Contenidos:
- Intro
- Foreword
- Credits
- Table of contents
- Acronyms and abbreviations
- Editorial
- Executive summary
- Infographic: Success factors for effective post-2015 partnerships
- Chapter 1. Making partnerships effective coalitions for action
- Global governance has not kept pace with globalisation
- Box 1.1. Six principles of smart sovereignty
- What makes a partnership model fit-for-purpose?
- Box 1.2. The growing role of government in mobilising the private sector
- Box 1.3. The United Nations Development Cooperation Forum promotes mutual accountability in development co-operation
- Partnerships build accountability, co-ordination and knowledge sharing
- Partnerships foster a culture of accountability
- Box 1.4. The Africa Global Partnership Platform
- Partnerships support co-ordinated action
- Box 1.5. Harnessing effective partnerships to raise ambition for gender equality and women's rights
- Partnerships promote knowledge sharing
- Box 1.6. The OECD's Knowledge Sharing Alliance
- Partnerships require careful calibration
- More is not always better
- Global partnerships are not always the solution
- There are internal challenges to effective partnerships
- A framework for post-2015 partnerships builds on proven success factors
- Notes
- References
- Further reading
- Part I. The power of partnerships for achieving the Sustainable Development Goals
- Chapter 2. The promise of partnerships in a post-2015 world
- Box 2.1. The Sustainable Development Goals
- Experience testifies to key elements of success for global partnerships
- Each challenge demands a different type of partnership model
- Figure 2.1. A matrix of partnership approaches for the Sustainable Development Goals
- Global partnerships can help to support disenfranchised groups.
- New modes of co-operation will be essential for meeting the ambitious goals of the post-2015 agenda
- Recommendations for partnerships in a post-2015 world
- Notes
- References
- Chapter 3. Inclusive partnerships for effective development co-operation
- The Busan Partnership endorsed the development effectiveness principles
- The Global Partnership for Effective Development Co-operation responds to today's challenges and opportunities
- Box 3.1. Ten quality indicators for development co-operation
- What is the role of the Global Partnership post-2015?
- Box 3.2. The Partnership for Climate Finance and Development
- The Global Partnership can drive diversity for the common good
- Recommendations for inclusive partnerships for effective development co-operation
- Notes
- References
- Chapter 4. Private sector partnerships for sustainable development
- The role of the private sector post-2015 carries great potential - but also risks
- A strategy is needed to maximise the contribution of business
- First, get the basics of good business right
- Box 4.1. Responsible business conduct
- Use real cases of sector-specific partnerships to demonstrate the power of partnerships
- Ensure private financing and investment supports sustainable development needs
- Use accountability mechanisms to ensure companies deliver on their promises
- The role of governments is to tackle market failures
- Recommendations for private sector partnerships for sustainable development
- Notes
- References
- Chapter 5. The concept of accountability in international development co-operation
- What are the components of accountability in development co-operation?
- It is essential to clarify who is accountable to whom
- Standards of accountability should be based on shared principles
- Box 5.1. Shared principles for achieving common development goals.
- Sanctions are neither prevalent nor equally distributed
- Box 5.2. The Mutual Review of Development Effectiveness in Africa
- What are the specific functions of accountability?
- Accountability can clarify roles and responsibilities and enhance learning
- Accountability can offer incentives for responsible action
- Accountability can create legitimacy and trust
- There are three key challenges to implementing accountability
- Lack of distance and objectivity
- Box 5.3. A network approach to assessing the effectiveness of multilateral organisations
- Unbalanced enforcement mechanisms
- Key stakeholders have little voice
- How can we deepen accountability in development co-operation?
- Recommendations for accountability in international development co-operation
- References
- Chapter 6. Accountability mechanisms in development co-operation
- The basics of an accountability mechanism are goals, measurement and incentives
- Figure 6.1. The elements of an accountability mechanism
- Accountability in development co-operation works across levels and actors
- Figure 6.2. The accountability landscape in development co-operation
- International mechanisms establish goals and norms
- Mutual accountability means everyone is accountable to each other
- Peer reviews offer critical support and contribute to learning
- Box 6.1. Country leadership and ownership in action in the Pacific region
- Domestic accountability is integral to democratic governance
- Can soft enforcement create change?
- What would the ideal accountability system for post-2015 look like?
- The new goals need relevant and measurable commitments and standards
- Existing accountability mechanisms should be consolidated
- Actions need to be better linked to impact
- Global and regional forums contribute to learning.
- Recommendations for accountability mechanisms in development co-operation
- Notes
- References
- Part II. Development partnerships in action
- Chapter 7. The Global Partnership for Effective Development Co-operation
- How does the Global Partnership have impact on the ground?
- In my view: The Global Partnership can help achieve the Sustainable Development Goals
- The First High-Level Meeting of the Global Partnership provided some key insights
- What will be needed to turn the vision into action?
- References
- Chapter 8. The Gates Foundation's experience with successful development partnerships
- Gavi has increased global vaccine access and equity
- The Global Fund is bending the curve on HIV, tuberculosis and malaria
- Family Planning 2020 is increasing access to contraceptives
- The Every Newborn partnership is reducing infant mortality
- Experience in the health sector sheds light on what works in global partnerships
- Pulling together means faster progress
- Notes
- References
- Chapter 9. The International Health Partnership+
- Box 9.1. The seven IHP+ behaviours for effective co-operation in health
- The IHP+ has many strengths, and some challenges, in supporting effective co-operation
- Box 9.2. Reducing the reporting burden
- The IHP+ is even more relevant for the post-2015 era
- Notes
- References
- Chapter 10. Development partnerships in education
- Box 10.1. The Dakar Framework for Action: Goals and strategies
- The Global Partnership for Education grew out of the Fast Track Initiative
- In my view: New partnerships offer much needed support to education for all
- Assessing the real impact of the Global Partnership for Education is difficult
- An effective post-2015 partnership in education needs more resources and better evidence
- Box 10.2. PISA for Development
- Notes
- References.
- Chapter 11. Sustainable Energy for All
- How does Sustainable Energy for All work?
- In my view: Leaving no one behind means ensuring access to sustainable energy for ALL
- Momentum, and impact, are growing
- Sustainable energy for all is an idea whose time has come
- Notes
- References
- Chapter 12. The Aid-for-Trade initiative
- The contribution of aid for trade has grown over time
- What are the strengths and challenges of the Aid-for-Trade initiative?
- References
- Chapter 13. The Effective Institutions Platform
- Effective institutions are critical for sustainable development
- Learning alliances can help to take promising pilots to scale
- Box 13.1. The value of peer learning initiatives in public sector reforms
- Country dialogues strengthen national institutions and promote their use
- Collaborative alliances are the way forward
- References
- Chapter 14. The International Dialogue on Peacebuilding and Statebuilding
- What has the International Dialogue achieved so far?
- The challenges faced by fragile states are better understood
- There is a new consensus around the need to adapt development thinking and practice
- Experience and knowledge are being shared productively
- Mutual understanding is flourishing
- What challenges does the International Dialogue face?
- Fragility needs to stay high up the political agenda
- Implementation needs to be demonstrated on the ground
- Trust and co-operation must be maintained
- Commitment and focus are crucial for lasting change
- Notes
- Reference
- Chapter 15. The Partnership in Statistics for Development in the 21st Century (PARIS21)
- In my view: Civil society involvement must be harnessed for productive and accountable development
- Box 15.1. PARIS21 and the Palestinian Central Bureau of Statistics
- What are the strengths of PARIS21?.
- What are the main challenges PARIS21 faces?.
