Mobilization of External Resources

1. Mobilization of External Resources

2. Financing of OAS Activities • Sources of cooperation • Cooperation modalities • Cooperation actors • Specific Funds management models and resources mobilization

3. Sources of Cooperation • Financial • 1. Regular Fund • 2. Voluntary Funds (FEMCIDI) • 3. Specific Funds • Non-financial

4. Cooperation Modalities • Direct • Partnerships with other actors • Experience sharing (networks, South-South, triangular, etc.) • Training programs

5. Cooperation Actors • Beneficiaries • Donors • Bilateral • Multilateral • Foundations and associations • Private sector • General Secretariat and its different areas • Member States

6. Funds Management Models • Financing of projects and/or activities • Financing of programs with different components • Cooperation funds • Donor tables

7. General Objective: Mobilization of larger external resources • What for? ------ to implement the mandates approved by the Member States • How? -------- through quality and results-oriented programs, projects and cooperation activities

8. Specific Strategic Objectives: • Increase of the Regular Fund • Keeping current donors and increase their contributions • Expansion of externaldonors (traditional –countries-, non-traditional –foundations, private sector, universities, etc- and International Organizations) • Improvement of institucional capacities of the Organization • Greaterfocus

9. To achieve the General Objective and Specific Strategic Objectives we have a challenge (RETO) • Results • Efficiency and effectiveness __________ Viable • Transparency Partner • Objectives (clear and focalized) AND Be able to demonstrate the added value of working with the OAS

10. Elements that distinguish the OAS and give its value added: • It is the main multilateral forum of the Hemisphere • The OAS promotes values and principles shared with potential donors (democracy, human rights, rule of law, etc.) • Bilateral and multilateral efforts of the donors can be complemented by the OAS activities (in some cases the efforts channeled through multilateral organizations can be more effective) • The OAS addresses issues that are transnational in nature which are best addressed through a multilateral organization.

11. Elements that distinguish the OAS and give its value added (slide 2): • Through the collective decisions of Member States we have a political validation at the highest level of our actions • The organization has a unique blend of politics, policies and action • Has the ability to implement programs, projects and cooperation activities of national, subregional, regional or hemispheric nature and in multiple issues (flexibility) • Existence of internal processes for the validation of mandates and technical quality projects

12. Actions: A.Increase of Donors and contributions • Conduct analytical work and research on donor’s procedures and priorities • Liase with donors and potential donors at different levels (political, managerial, operational and technical) • Prioritize effort on promotion and image aimed at achieving the mobilization of more resources • Outreach to non-traditional donors (foundations, associations, private sector) and International Organizations (IDB, WB, UN and its agencies) • Prepare an inventory of existing agreements and work in making them operational

13. Actions: A.Increase of Donors and contributions (slide 2) • Produce a matrix of demand (needs) and supply (offers) (Horizontal and South-South cooperation) • Integrate the OAS Offices in the countries and foundations associated with the OAS (PADF, Trust of the Americas, YABT, Private Sector Forum) in the efforts to mobilize external funds • Promote effective management mechanisms (¿?) of cooperation (establishment of funds to have greater certainty as to the quantities, the term and goals, so that it can be better planned – eg Canadian Fund, Spain Fund, eventually EU and others)

14. Actions:B. Improving internal capacities of the Organization • Improve internal coordination (not to compete, create synergies, ensure that the mobilization of resources for the implementation of mandates, etc.) • Strengthen with staff the area responsible for coordinating the mobilization of external resources (using regular fund, external funding and ICR) • Continue to improve the administration aiming at achieving greater transparency and efficiency in project implementation: strengthen the ability to provide financial reports to donors in a timely manner, strengthen procurement, more efficient administrative processes, etc.)

15. Actions:B. Improving internal capacities of the Organization (slide 2) • Strengthening the promotion and image capabilities, particularly through electronic media (New Media) • Continue training of staff in project preparation (technical quality) • Implement a results-based Management and continue advancing in the process of monitoring and evaluation

16. Results-based Management • Definition of the expected results • Follow up on the implementation towards the defined results and the use of the resources, using proper indicators • Identification and management of risks • Increase our knowledge through lessons learned which can retro-feed our activities • Produce reports showing the results achieved

17. Role of the Project Evaluation Committee in the Management of Specific Funds • Reviews project proposals, submitted by technical areas, for financing through specific funds • Evaluates whether the proposed project is in line with OAS mandates and whether the General Secretariat can offer institutional advantages for its implementation • Ensures that the Mission of the member state benefiting from that project has been consulted and that a counterpart institution has been identified in that country

18. Role of the Project Evaluation Committee in the Management of Specific Funds (slide 2) • Verifies that the proposed project is technically consistent with its purpose, results, activities, and budgetary inputs • Requests responsible area to introduce necessary changes into order to comply with aforementioned points • SAF will not disburse funds without CEP’s approval

19. Focus / Priority • Organization: Political bodies mandates (ideal to reduce the number of mandate or prioritize the existing ones) • Donors (make compatible donor priorities with the priorities of the Organization expressed in the mandates approved by the Member States)

20. Flexibility in specific funds management models • Financing of projects and/specific activies • Financing of programs with different components • Cooperationfunds • Table of donors (IACHR, CIM, FEMCIDI, etc.)

21. Tasks to address the challenge (RETO) • Results Implement results-based Management and results monitoring and evaluation program • Efficiency Further develop effective skills for good quality projects and that they respond to mandates (CEP) • Transparency Further improve transparency in administrative processes and ability to report • Objectives To achieve greater focus. Clear objectives