La réforme de la coopération technique et des UEP ………………………… Eléments clés et état d’avancement Avril 2010 This PowerPoint aims at presenting the key.

Présentation au sujet: "La réforme de la coopération technique et des UEP ………………………… Eléments clés et état d’avancement Avril 2010 This PowerPoint aims at presenting the key."— Transcription de la présentation:

1 La réforme de la coopération technique et des UEP ………………………… Eléments clés et état d’avancement
Avril 2010 This PowerPoint aims at presenting the key elements of the EC reform of Technical Cooperation and Project Implementation Units and the core documents and tools supporting it, in particular: The Guidelines on “Making technical cooperation more effective” and its annex on procedures (annex 6), and the capacity4dev.eu platform ( This is a comprehensive presentation that needs to be tailored to different contexts and audiences. A number of slides can be skipped/hidden during the presentation according to needs. This presentation does not replace the original Backbone Strategy documents, its Work plan for phase 1 and 2 and the Guidelines. An ad hoc presentation on the Guidelines as well as a “flyer” on the “State of Progress of the Backbone Strategy” and other communication material are available in particular, the Frequently Asked Questions on the TC reform. All documents and background/video material are posted on: Contact person: (Unit E5 – EuropeAid) The Backbone Strategy, launched in July 2008, provides the overall approach for a reform process that will evolve over time through the implementation of a set of actions and internal learning processes. The Backbone Strategy provides the vision, the principles and the approach. This Strategy is applicable to all regions and situations in which the EC provides external aid. A building block for the implementation of the Strategy is the “Guidelines on Technical Cooperation” offering operational guidance on programme design and management. They were officially adopted in March 2009. EUROPEAN COMMISSION

2 Contenu 2) Intégration de la qualité
1) Eléments clés et état d’avancement de la réforme 2) Intégration de la qualité 3) Communication, gestion des connaissances et formation 4) Suivi de la mise en oeuvre de la réforme

3 1. Eléments clés & état d’avancement de la réforme
Défis et moteurs de la réforme Objectifs et principes clés La réforme: phase 1 et phase 2

4 Principaux défis 1. Eléments clés et état d’avancement Pas assez axée
sur les résultats Fondée sur l’offre Disparité dans la qualité de l’expertise Et peu de changement… Faible traçabilité de la performance de l’AT… Prédominance de l’expertise du Nord TC is an important component of ODA. Some figures: TC volume on average: 20-25% ODA; 2006 commitments : 24 bn USD (DAC figures); TC represents 1/3 of aid to government sector; Increasing volume : + 50% in past 5 years (16 bn USD) For the last 30 years, TC has been criticized. Notwithstanding a number of positive contributions made by TC in many countries and contexts, for several decades there has been criticism of TC practices and the use of PIU structures in development cooperation. This slide summarises the main problem areas. Renewed calls for reform have been made under the Aid Effectiveness Agenda articulated in the Paris Declaration and confirmed by the OECD/DAC in the "Overview of the results" of the first survey monitoring the Paris Declaration implementation (2007). According to the survey, ‘business as usual’ is no longer acceptable, TC "is still too much donor driven" and is considered as one of "six major priority areas requiring the attention of policy makers in the development field". The survey findings and consultations carried out as part of the Strategy preparation, confirm most of these criticisms were taken into account during the Backbone Strategy preparation process. Les UEP parallèles absorbent les ressources et ne développent pas les capacités

5 Moteurs de la réforme 1. Eléments clés et état d’avancement
Rapport de la Cour des Comptes européenne sur l’AT Améliorer la conception des projets + approche axée sur les résultats Promouvoir de nouveaux types de fournisseurs Meilleure sélection des experts Accroître la coordination multi-bailleurs Evaluation des performances Meilleure appropriation Déclaration de Paris Engagements en matière d’efficacité de l’aide Indicateurs 4 and 6 : 50% de la CT coordonnée; réduire de 2/3 le nombre des UEP parallèles There are three main drivers for this reform: The Court of Auditors Report on TA (2006), taken very seriously by Europeaid, provided a big push to the change process. In 2007, the European Court of Auditors released a ‘Special Report no. 6/2007 on the Effectiveness of Technical Assistance in the Context of Capacity Development’. Acknowledging the often difficult development contexts in which aid is delivered, the report considers the quality of Technical Assistance provided by the EC to be broadly satisfactory. It also states that project choice is mostly relevant and that project reporting, monitoring and evaluation are adequate in most cases. The report, however, notes a number of underlying weaknesses in the way support is provided which then undermine effectiveness. It makes eight recommendations. Their main messages are summarised in the slide. Both the European Council and European Parliament broadly support the recommendations of the report and demanded that swift action is taken. The Backbone Strategy and its Work Plans take into account the ECA findings and address its recommendations. The BB implementation is reported on during the “discharge” procedure of the annual budget to the EP (COCUBU) The Paris Declaration and aid effectiveness agenda and related indicators together with the additional EU targets signed by all Member States in 2005 show higher ambitions in this area. As a signatory to the Paris Declaration, the EC is committed to implementing indicators 4 and 6 relating to TC practice and the use of parallel PIU structures. The EU commitment to aid effectiveness reinforce the need for urgent action to reform TC and PIUs. The Accra Agenda for Action – AAA (September 2008) The last frame of the slide presents “extracts” from the Accra Agenda for Action (AAA) showing that the Strategy is fully in line with this agenda. The AAA, approved after the BB strategy, brings the capacity development challenge under the spotlight and gives clear indicators on TC management. Programme d’ Action d’Accra CT sélectionnée et gérée conjointement Ressources locales et régionales Coopération Sud-Sud

6 Objectifs de la réforme de la CT
1. Eléments clés et état d’avancement Objectifs de la réforme de la CT The vision has two pillars: 1) First pillar is about a new TC approach where we highlight the driving concepts: “country led”, “partner demand”, “results”. 2) Concerning the second pillar, it is important to draw attention on the concept of Project Implementation Arrangement (PIA) introduced by the Backbone Strategy. The Strategy refers to PIA as the organisational set up established to implement a project in terms of accountability, internal division of labour, internal organisation. All projects require implementation arrangements whatever is the financing source. This PIA concept allows going beyond the narrow and formalistic concept of PIU, focusing on the “unit” dimension.

7 1. Eléments clés et état d’avancement
8 principes directeurs 1. Le principal objectif est le développement des capacités 8. Envisager de nouvelles options pour la fourniture de la CT 2. Approche fondée sur la demande: la CT n’est pas fournie par défaut 7. Eviter le recours aux UEP parallèles & promouvoir des dispositifs efficaces d’exécution Coopération technique de la CE 3. Approche axée fortement sur les résultats This slide presents the 8 principles which should be considered as the compass guiding TC provision and the design of Project Implementation Arrangements in different contexts. These principles – which are not new (many good practices already include them )- apply to all TC operations (including decentralized and, to the maximum possible extent, centralized management and the Framework contract). So far, the principles have been already partially and implicitly applied but rarely fully/systematically integrated into the operations. Details on all principles and for their rationale please see the Guidelines (see chapter 2) 4. Appropriation et gestion de la CT par le pays 5. Prise en compte des exigences nationales et sectorielles 6. Harmonisation et alignement des actions

8 4 objectifs de la coopération technique
1. Eléments clés et état d’avancement 4 objectifs de la coopération technique Another building block of the TC reform is to distinguish 4 types / purposes of TC. Capacity Development should be the focus area. The Strategy acknowledges that TC can be called upon to play different roles, such as offering advice, providing support for the implementation and facilitation/preparation of EC cooperation This illustrates the realistic and phased approach chosen for the Backbone. Clarity of purpose and roles of TA is a necessary sine qua non condition for better quality. Main problems arose in the past from ambiguous and multiple roles, very often experts’ profiles do not/cannot fit multiple roles and agenda. Being clear about roles/purposes is also a necessary foundation for a result based design and for tracking performance and monitoring results. L’appui au développement des capacités est la priorité

9 La réforme: plan de travail phase 1 (Juillet 2008)
1. Eléments clés et état d’avancement La réforme: plan de travail phase 1 (Juillet 2008) The slide describes the structure of the Work plan (phase 1), adopted in July 2008, which set ambitious goals and promoted a comprehensive approach including a revision of systems and procedures (hardware) and actions at the level of practice and cultural behaviour (software) The implementation was organised around five interlinked working axis. (showed in the slide)

10 La réforme - phase 1 terminée
1. Eléments clés et état d’avancement La réforme - phase 1 terminée Communication/ formation Cartographie de la CT Equipes de mise en œuvre Comité de pilotage Cadre opérationnel de l’UE sur l’efficacité de l’aide Soutien méthodologique et outils de travail Matrice qualité et QSG ROM révisé Procédures analysées More than a year after the adoption of the Backbone Strategy, the key tools of change are in place. Work is ongoing to mainstream the principles into operations. Major achievements include: Programme Design, Implementation and Monitoring: Key guidance was produced such as the “EC Guidelines on making technical cooperation more effective” (procedures changes see Annex 6 of the Guidelines) and a “Toolkit for Capacity Development” . A ‘Matrix of Quality Criteria’ is now available, a support tool during identification and formulation in the Quality Support Groups (QSG), and monitoring and evaluation of TC programmes (see the Guidelines, chapter 6 and annex 4). From January 2009, results-orientated monitoring reports (ROM) on more than 1500 projects/year include a new section called ‘Review of Technical Cooperation Quality Criteria’. Communication, Knowledge Management and Training Implementation and Monitoring of the Backbone Strategy Procurement and Contracting

11 La réforme - phase 2 (à partir d’octobre 2009)
1. Eléments clés et état d’avancement La réforme - phase 2 (à partir d’octobre 2009) Directions géographiques Feuilles de route QSG Retour d’information!!! Pratiques innovantes Délégations Intégrer la qualité dans tous les programmes Vérifier la qualité – Utiliser la matrice Dialogue & capacity4dev.eu Plan pays/ cartographie Résultats et suivi de la CT This slide presents the priorities set by the second work plan for the implementation of the BB strategy. The WP2 has been approved and disseminated by a note of Mr Richelle of October The groundwork has been done, and the tools are in place to support the reform. Now it’s time to put the Backbone Strategy into practice in your daily work. The second phase of the BB implementation has started in November 2009! The focus of the second phase implementation substantially shifted towards the operational level: country delegations will play the main role supported at headquarters level by Geo Directorates and by Directorate E. Geo Directorates, based at headquarters level are responsible for coordinating and supporting the activities implemented at regional and country level. Delegations role: Mainstream the Guidelines into daily operations: design/management phase Apply with care the ‘Matrix of Quality Criteria’ and employ the ‘Quality Assessment Grid’ (chapter 6 and Annex 4 Guidelines on TC). Enhance dialogue on technical cooperation with country partners and with other donors Use and contribute to the knowledge platform Use the annex 6 of the Guidelines - 'How to apply EC procedures to Technical Cooperation’ - where there are plenty of new options and approaches to consider. Implement country action plan Geo Dir tasks: Develop and implement Geo Road Maps, a crucial element of the new set up Identify innovative cases and flag them to your Geo Team Dir.E: Support ad hoc, communication, formation + coaching ad hoc, outils de travail, suivi général, QSG, ROM…

12 2. Intégrer la qualité: comment?
Guidance + concepts clés Matrice qualité Procédures : quoi de neuf?

13 Lignes directrices sur la CT – La qualité dans la pratique
2. Intégrer la qualité Lignes directrices sur la CT – La qualité dans la pratique Mettre le principe d’”appropriation” en pratique : résultats, rôles, intrants à définir pour les partenaires et les bailleurs Prendre en compte la demande, le contexte et les capacités existantes – et harmoniser Mettre l’accent sur les résultats Analyser les options, trouver le type de fournisseur de CT adapté Assurer le suivi des résultats et la responsabilité locale …… penser en termes de dispositifs d’exécution des projets This slide summarizes key messages of the Guidelines.

14 Lignes directrices: table des matières
2. Intégrer la qualité Lignes directrices: table des matières Chapitre 1 – Guide de lecture et termes clés Chapitre 2 – Réformer la cooperation technique Chapitre 3 – Demande, contexte et harmonistation Chapitre 4 – Accent mis sur les résultats Chapitre 5 – Dispositifs d’exécution des programmes Chapitre 6 – Suivi, évlaution et assurance qualité Optional slide

15 Lignes directrices: Liste des annexes
2. Intégrer la qualité Lignes directrices: Liste des annexes Annexe 1: Efficacité de l’aide – engangements en matière de CT Annexe 2: Recommandations de la Cour des Comptes Annexe 3: Le cycle des opérations pour la CT Annexe 4: Grille d’analyse de la qualité de la CT Annexe 5: Modèle pour le dialogue sur les performances mutuelles Annexe 6: Guide succint des règles et procédures de la CE: Comment les appliquer à la CT Optional slide

16 Se centrer sur le programme du partenaire
2. Intégrer la qualité Se centrer sur le programme du partenaire This figure illustrates how projects are often designed. The « wrong approach » marginalizes inputs/roles of the « owners of the process ». A practical approach to promote ownership is based on three hypothesis: i) What the partner country do to develop capacity, is the primary factor to focus on; ii) Ownership requires that critical resources as leadership, management time, staff are mobilised; iii) TC alone cannot achieve sustainable capacity. Therefore a programme which focuses only on TC is incomplete, and may indicate a lack of real involvement; See section 2.3 of the Guidelines.

17 Articuler les impacts avec les résultats attendus de la CT
2. Intégrer la qualité Articuler les impacts avec les résultats attendus de la CT Travailler à partir des impacts attendus pour déterminer si la CT est pertinente Capacités Intrants récurrents Réalisations Résultats Impact Ressources internes Processus et activités What’s new in this result chain: The « capacity bubble » highlighting the importance of being clear about expected increases in capacity. Partner countries are at the heart of this chain as well as resources to be mobilized by them. Start from result and rewind back Examples of system capacity enhanced: training will not result in more capacity if not combined with other procedures, tools, change in behaviour. An IT payroll system in place and used is an example of more capacity- the related output will be that right people are paid on time Ressources externes

18 La matrice qualité en un coup d’oeil
2. Intégrer la qualité La matrice qualité en un coup d’oeil 1. Demande & appropriation 2. Adéquation avec le contexte et les capacités existantes 5. Pertinence des dispositifs d’exécution des programme s Qualité de la cooperation technique 3. Harmonisation de l’appui et la durabilité des résultats; de nouveaux types de CT sont pris en compte The key messages of the Backbone strategy are summarized in a Quality matrix that presents a set of quality criteria organized around 5 axis. This slide summarizes the QM presented fully in chapter 6 of the Guidelines. These criteria are integrated in the QSG system. 1) Demand, ownership and capacity of partners CD suppose a real commitment and demand from the key stakeholders Make sure they participated in the design of TC support (not only formal endorsement) 2) Context and existing capacity TC support should be adapted to the context and to the existing capacity. We need to be sure that no critical constraint would impede achieving the purpose of the TC operation, support planned should be in line with the capacity to absorb the support, similar programmes have been successful 3) Harmonization and sustainability Synergies and harmonisation options were explored. Proposal for stand alone TC support are clearly justified. 4) Link to outputs and expected outcomes Outputs and outcomes are defined beyond immediate TC deliverables. Inputs from the partners are defined and confirm their involvement. 5) Programme implementation arrangements are appropriate See the 5 key parameters that were presented in previous slide. 4. Accent mis sur les résultats: liens entre les produits et les résultats escomptés

19 Les questions du QSG sur la CT et les UEP
2. Intégrer la qualité Les questions du QSG sur la CT et les UEP Fiche d’identification: Autres types de CT envisagés? Existe-t-il une forte demande de CT? Les dispositifs d’exécution des programmes sont-ils appropriés et durables? Les bénéficiaires ont-ils été pris en compte dans l’identification des besoins? This slide and the next one list the main questions included in the QSG checklists at identification and formulation stage. The QSG is a peer review mechanism of external assistance measures managed by EuropeAid during their identification and formulation.  It is part of the broader quality-assurance mechanism through which the European Commission improves the quality of development cooperation policies and practices quality is checked by means of checklists completed by experts before the oQSG meeting.   The QSG checklists, including now questions on the main TC reform principles are among the instruments put in place to mainstream the BB principles throughout the PCM cycle. The Quality grid is compulsory for TC « significant » operations.

20 Les questions du QSG sur la CT et les UEP
2. Intégrer la qualité Les questions du QSG sur la CT et les UEP Fiche d’action: Grille qualité CT par Délégation Respecte-t-elle les principes réforme de la CT? Les capacités locales ont-elles été évaluées? Utilisez la grille de qualité de la CT tout au long des phases d’identification et de formulation!

21 Aller au-delà d’UEP sous le contrôle du bailleur
2. Intégrer la qualité Aller au-delà d’UEP sous le contrôle du bailleur 3 « oui » = UEP parallèle selon le CAD Les UEP rendent-elles compte aux bailleurs plutôt qu’aux instances nationales de mise en oeuvre? (O/N) Les termes de référence du personnel externe sont-ils définis par le bailleur? (O/N) La plupart des professionnels employés sont-ils choisis par le bailleur? (O/N) La rémunération du personnel national (y compris les avantages) est-elle supérieure à celle des agents de la fonction publique? (O/N) Dispositifs d’exécution des programmes Mis en œuvre par les partenaires Intégrés et gérés par les administrations locales Adaptés au type de programme +/- autonomes en fonction des résultats attendus The EC (and other donors) made binding commitments towards reducing the stock of parallel Project Implementation Units (PIUs) as these have proven to suffer from systematic problems. The OECD-DAC distinguishes between parallel and integrated PIUs, the 4 criteria for the identification are tested in the left box. This implies that the latter are the better option. However the EC guidelines place the emphasis not so much on parallel versus integrated, as on donor versus partner-managed PIUs. The Backbone Strategy introduces the concept of partner-owned programme implementation arrangements (PIAs). The Strategy refers to PIA as the organisation set up established to implement a project in terms of accountability, internal division of labour, internal organisation. All projects require implementation arrangements whatever is the financing source. This PIA concept allows to go beyond the narrow and formalistic concept of PIU, focusing on the “unit” dimension. These implementation arrangements already exist in some cases (not always), and are part of the local institutional context (even when set-up for the purpose of management of a particular programme), they can take many shapes and forms depending on context and sometimes varying over time.

22 Questions clés à se poser à travers le cycle
2. Intégrer la qualité Questions clés à se poser à travers le cycle Identification - Demande et engagement - Contexte favorable Adapté aux capacités existantes - CT : Oui ou Non - Harmonisation - Quelle modalité de mise en oeuvre/source de financement? - Type de contrat, etc - Au-delà de l’AT classique Formulation - Résultats au-delà des réalisations directes - Contributions et rôles des partenaires - Qualité des TdR Mise en oeuvre - Responsabilité nationale - Suivi des résultats: ffffffréalisations & capacités - Utiliser le rapport ROM - Evaluation mutuelle fffffffdes performances? This slide summarises the key questions to ask throughout the whole project cycle: Identification phase: Is there a real demand for TC from the partner country? Is there a favourable context for TC support? Does the TC fit to existing capacities? it is important that the parties involved have a clear picture of the existing capacity of the organisation or (sector). Is TC support the best option? In some cases, it is not. Harmonisation: You need to put all harmonisation options on the table with other donors on the ground before formulating TC support. Which implementation modalities / financing sources/ type of contract are the best adapted for your TC support? Annex 6 of the EC Guidelines will help you. Have you thought about alternatives to classic TA, such as peer to peer support from EU Member States, twinning, South-South cooperation, etc? Formulation phase: Look for results beyond direct ouputs Quality of ToR are key to ensure a successful TC support The need to plan in advance is also key! Implementation phase: Partners countries need to be accountable. Results need to be constantly monitored internally too measuring whether the capacities and resources used are going to guaratee reaching the outputs expected. The use of mutual performance assessment should be ancouraged as a means to building capacities too. Planifiez en avance pour avoir des réponses!

23 Procédures en un coup d’oeil
2. Intégrer la qualité Procédures en un coup d’oeil Objectifs: Une meilleure appropriation de la part des gouvernements partenaires Faciliter le cofinancement et la coopération déléguée (variété de modes de gestion) Mobiliser l’expertise du secteur public, y compris celle des Etats membres Améliorer la qualité des experts … Ces objectifs sont possibles grâce aux procédures et règles existantes! The latest reform of the EDF and EU Budget procedures, as already reflected in the PRAG, has taken into consideration the need for aid effectiveness. In particular, it strengthens the possibility to apply the division of labour amongst donors and ownership of Beneficiary country and alignment to their systems and procedures. Also, new flexible procedures has been introduced. It is important that both operational and contract & finance experts are aware of these “tools” so, during the initial phases of the project design, all possibilities be explored and the right procedural choices are made from the beginning. In this manner, the early and adequate choice of the tool is the best guarantee for a smooth start-up and successful implementation of the project. These tools are described in the “Short Guide on EC procedures” attached to the Guidelines, which will be explain later. For instance, it is now possible for the Commission to pool funds for a specific project (including TA) with other donors (co-financing) and allow that the Beneficiary country and one of the donors manage such pool fund on behalf of the Commission (delegated cooperation). Also, they can do so applying their own procedures (subject to compliance with the “pillars” which relates to accounting, procurement, audit, internal control and transparency requirements). The management modes depend on the entity managing these funds: for instance: beneficiary country (decentralised management), national cooperation agency – usually from a EU Ms- (indirect centralised management) or an international organisation (joint management). The use of decentralised management should be privileged to ensure ownership. Also, new flexibility procedures have been introduced when it comes with dealing with institutional entities (e.g. administrations from EU Member States). Lastly, the PRAG underline the need to ensure the quality of experts through, for instance, involving the beneficiary country even in cases of direct centralised management; by contacting former employees or by carrying out interviews.

24 2. Intégrer la qualité Comment engager de l’expertise (d’une administration publique par exemple) Identi-fication Based on a careful institutional and stakeholders analysis, choice the contractual forms: Identi-fication (2) Does the context analysis could justify the use of: Formu-lation Present the options in the identification fiche Further investigated the feasibility of the preferred options during the formulation Marché de services Subventions Procédure négociée ou autres appels d’offres Subvention directe ou Appels à propositions Important to know that the EC can work with public administration expertise under two cases: The public national administration as manager of EU/EDF funds – in that case, the administrator will organise the project/programme by contracting experts as contracting authority (usually contracted through their own procedures, paying to contractors, etc). In such a case, we are aiming to indirect centralised management (signature of a delegation agreement with the national administration) The public administration carry out the activities – for instance, as a service provider or as a grant beneficiary. The Commission will need to use the applicable procurement or grant-award rules –in such a cases, flexible procedures could be explored. Example from the guidelines (pg.27) The EC support to the implementation of the SADC Protocol on Finance and Investment is a capacity development programme for SADC Member States and the SADC Secretariat with a clear results orientation. The programme is meant to help SADC implement its own Finance and Investment Protocol which is a regional agreement that needs to be turned into domestic legislation in SADC Member States. A key feature of the programme is peer exchange and peer learning: staff from SADC Member States are seconded to other Member States and to the Secretariat during the period of the programme Direct award of a grant: « Actions with specific characteristics which require a particular type of body on account of its technical competence, its high degree of specialization or its administrative power » (PRAG) Well proven competence in the AAP/financing decision Informal call of interest to MS Negotiated procedure: « Where services are entrusted to public sector bodies or to non profit institutions /associations and relate to activities of an institutional nature or designed to provide assistance in the social field » (PRAG) 24

25 Bonnes pratiques pour plus de qualité
2. Intégrer la qualité Bonnes pratiques pour plus de qualité CONTENU PROCESSUS La rédaction des TdR est un exercice difficile qui demande d’être proactif! Plus de 14 jours nécessaires pour une bonne expertise. Planifier à l’avance! Est-ce bien le partenaire qui a conduit l’élaboration des TdR? A-t-il au moins été impliqué et/ou consulté? Grille d’évaluation: bien clarifier les compétences recherchées (par rapport à l’expertise locale). Vérifiez les références Evaluation des offres/pratiques standards: - Organiser des interviews pour les postes à moyen terme (par téléhone, videoconférence) - Vérifier les références Est-ce que le partenaire est responsable de l’évaluation? Si non, comment est-il impliqué? Si non, les experts clés doivent être approuvés par le pays partenaire qui peuvent demander un remplacement de ces experts Suivi: Evaluation + création d’une base de données pour assurer le suivi de la performance de la CT Est-ce que le partenaire supervise les activités de la CT? The slide explains good practises incorporated to the PRAG, both relates to the procedure itself (contents) and to the need to involve the beneficiary country (even in cases of direct centralised management where the contracts are awarded by the Commission). Special attention: Adequate drafting of ToR and, particularly, the selection criteria: be realistic, focus on what you actually need, distinguish between what is essential from what is desirable. Be aware that require for a specific nationality could be regarded as discriminatory, if required, request « expertise in that country/region » instead. Give sufficient time for submission, particularly if requirements are complex. Check references and carry out interviews (while respecting the need to ensure an objective and non-discriminatory assessment) – check that CVs correspond to reality! Prepare well the interviews (same questions for all candidates) and use different options (video or phone conference). Fill in forms for future reference – possible creation of a database for the framewrok contract. 25

26 Révision du PRAG (finalisée fin 2008) __________
2. Intégrer la qualité Révision du PRAG (finalisée fin 2008) __________ Recrutement de consultants individuels Interviews et références des experts Mobilisation de l’expertise publique Appropriation par le Gouvernement partenaire (conception, évaluation, reporting..) Clarification de l’utilisation de la clause « suspensive » Actions à moyen terme: Développer le jumelage What is in the new PRAG issued in December 08. There is specific examples of selection criteria for individual experts. Remember that you could not per se exclude legal entities to submit offers, but if you want to give a chance to individual experts to submit proposals in a call, be sure that selection and award criteria is not disproportionate. Normally they would apply to small contracts. There are instructions on “good practises” relating to former employers and interviews, as discussed There is specific mention to the need to involve the beneficiary country in all steps even in direct centralised management (design and draft of ToRs, selection of experts – need to invite them to the evaluation committee, otherwise they would have a say on the final choice-, involvement in the approval of reports, etc). The use of suspensive clause has been clarified (additional need to justify its use in project financed by the EU budget) 26

27 Lignes directrices sur la CT: Annexe 6 sur les procédures
2. Intégrer la qualité Lignes directrices sur la CT: Annexe 6 sur les procédures Tool box that summarise all the possibilities included on PRAG and similar instruments. Advise to be read by both operational and Finance and Contracts, so they can start dialogue about the most efficient use of the procedures. A wide range of tips, pratical cases and Q&A are available in Annex 6 of the Guidelines on TC. They were developed to help you get the most out the revised procedures.

28 3. Communication et formation
Dialogue Apprentissage & formation

29 CT de meilleure qualité
3. Communication et formation Dialogue! Bailleurs internationaux Délégations de l’UE CT de meilleure qualité Etats membres Ministères BM/ ONU/ BAD…. Organisations partenaires This slide underlines the importance given during the second phase of the BB implementation to boosting dialogue with local partners considered central to the successful implementation of the Backbone Strategy. EU Delegations can be the initiators and leaders of this dialogue.

30 La plateforme: www.capacity4dev.eu
3. Communication et formation La plateforme: Enregistrez-vous et contribuez! To meet a strong demand for information sharing, an interactive web platform was officially launched in October 2009. Capacity4dev.eu is EuropeAid’s open platform supporting the EC Reform of Technical Cooperation. It provides a forum where development practitioners from the European Commission, other donors, partner countries, NGOs as well as academics can exchanges ideas and expertise.

31 3. Communication et formation
Articles, interviews, informations pratiques Documents /guidance /outils / évènements Discussions en ligne Groupes de travail, espaces de collaboration Utilisateurs: Commission européenne: Délégations + siège Les acteurs du développement: pays partenaires, Etats membres, autres bailleurs, universitaires et société civile It is very important, when presenting this slide, to underline the importance of registering in the platform and taking part in all discussions and working group activities. The actions to be taken include creating Working groups as a priviledged tools for exchanging ideas, information, opinions and work material on specific topics or on specific geographical areas. The value added of the platform is its opennes: the platform is accessible to the open public too (after registration) creating an open space for discussion and exchange among development operators at large.

32 Apprentissage et formation
3. Communication et formation Apprentissage et formation Sessions de formation au Siège – Ouvertes aux Etats membres Sessions sur mesure adaptées à un pays ou à un secteur Sessions courtes de coaching Pour plus de détails, consultez nos brochures formations sur : A training course, ‘The New Approach to Technical Cooperation’, is available for internal and external participants. A hands-on training kit has been developed for use at country level, and will be available in various formats on the platform. More tailor-made country/sector focused training are also available for Delegations. The training fliers can be downloaded from For more information on training and learning please contact Laura Mascagna

33 4. Suivi de la mise en oeuvre
de la réforme de la CT Eléments du suivi Cartographie de la CT et plans pays WP phase 2 stresses the importance of tracking and monitoring the results of the BB implementation as a means of building evidence of the reform sucess. Various tools will be used for this purpose, some of them aleready in place. The following slide lists them, the purposes and the expected timing of realization.

34 4. Suivi de la mise en oeuvre
Eléments du suivi Systèmes Données Calendrier Plateforme PCM Informations quantitatives sur la CT Collecte des données en mars 2010 – 1ère mouture prête en mars 2011 Cartographie de la CT et des UEP Nombre d’opérations, montant, objectifs, modes de gestion Données collectées en janvier 2010 et analysées en mars 2010 Pour les opérations centralisées: données analysées d’ici à avril 2011 Données provenant des QSG - Analyse qualitative de la CT - Analyse qualitative des « programmes innovants » - Nouveau système en place en janvier 2010 - Données utilisées d’ici à la fin 2010 Rapports ROM standards Réponses aux 11questions sur la CT et les UEP dans les rapports ROM Données de +/ projets disponibles à partir de janvier 2010 Evaluations globales et par projet Données qualitatives A partir de 2010 This slide presents all different means of monitoring a tracking used in project implementation that can contribute to the effective measuring of the BB implementation For each systems used the retrievable data is listed together with the timing for the collection and elaboration of the data.

35 Merci pour votre attention!
 Pour plus d’informations: Boîte mail fonctionnelle: Conclusions Implementing the EC reform of technical cooperation is a great challenge in both the short and the medium/long term for all of us. We have made explicit commitments to other EU institutions, donors, Member States and Partner Countries to reform our approach to technical assistance. We have identified the main difficulties and constrains following broad consultations. It is now time to make the reform operational and better meet the needs of our Partner Countries. This will not only require the implementation of specific actions, as presented in the Work Plan 1 &2, but a real change in our way of working on these issues, on an every-day basis. A better TC and better PIA are a feasible objective. Within the Aid Effectiveness Agenda this is maybe THE area of work where donors have a special responsibility. Implementing the Backbone Strategy will continue to be demanding in the coming months but it will, in the end, will improve significantly the effectiveness of our cooperation.