Multipart thematic paper on multi-stakeholder ... - ISIS Europe

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Reasons for joining Different groups of partners give different reasons (and misgivings) for joining the partnership based on their interests and goals. However, as every functional group has several individual partners that are far from homogeneous, the following generalizations should be taken with caution. Facilitating Partners stress that for serious, committed and ambitious NGOs the programme represents an occasion to extend the scope and impact of their work in rural development. Besides, becoming an NSP facilitator raises the profile of an NGO vis a vis its peers and potential donors for other projects. Finally, the programme offers financially attractive, relatively long term (three-years) contracts. For international donors, as already mentioned, the programme represent a good opportunity to see aid money reaching the beneficiaries on a wide scale despite the high overheads (Barakat et al., 2006, pp. 18, 122) implied by the establishment of the programme delivery structure at the national and local level during year one and two. For the rural communities – an even more heterogeneous group – the programme presents an obvious and attractive financial incentive, providing cash for badly needed infrastructure projects. Beyond the direct financial incentive, the programme meets the favour of the rural communities also because it respects their essential aspiration to autonomy while at the same time allowing them to enter into an partnership with the central government. The bottom-up approach and institutionalized partnership provide enough room for keeping a healthy distance from central government arbitrary interference that has plagued the centre-subdivisions relations in the past. 2.2.2 How the NSP developed over time Changes in membership MRRD's own NSP department takes increasing responsibilities over from the international consultants in the everyday management of the programme after the completion of the first phase. At the end of the first phase (end of 2006) after a new tender the international consultant changes name, functions and hands. From an Oversight Consultant (OC) that is deeply involved in the hands on management of the programme, NSP moves to an MSC that increasingly focuses on finance and procurement. Exit GTZ, enter Maxwell Stamp Llc as successful bidder and new partner (MULTIPART interview, Kabul). For the period from 08th September 2003 to 07th September 2006, the MRRD had contracted a firm to serve as the Oversight Consultants (OC) for the entire NSP implementation. The OC thus set up and managed one HQ, 6 regional and 34 provincial offices for NSP operations. The OC’s role covered financial management of block grants, community subproject proposal review and approval, management information system including database, FP management, monitoring and evaluation, public communications, human resources, training and capacity building etc for NSP. 154
When finalizing plans for NSP Phase II, it was decided to reduce the role of the OC and to increase the national participation and MRRD’s role in NSP implementation and oversight. Thus, as of 07th September 2006 onwards, the role of the OC was changed to include direct management of the Finance Department (including Block Grant management) and MIS Department of the NSP, and the provision of technical assistance (TA) in the form of one international consultant for the NSP HQ departments of Human Resources Development & Training (HRD&T), FP Management (FPMD), Quality Assurance (QA), Technical Support (TS), Public Communications (PC), Technical Support Department (TSD) and Monitoring and Evaluation (M&E). The NSP senior management was then formed and led by a national Executive Director as the MRRD representative for NSP. (Ministry of Rural Rehabilitation and Development, 2008) Individual FPs have changed over time as their contracts expired or they were terminated because of poor performance. International donors supporting NSP vary, especially in intensity of their commitment, according to the funding they channel through ARTF or through bilateral contributions. After Phase I informants refer of a critical decrease in interest for the programme among it's rural constituencies because block grants money was not coming on time (MULTIPART interview, Kabul). Changes in design Stakeholders in Kabul discuss the possible changes in strategy for the third phase of the programme, building on data and recommendations contained in the mid-term evaluation. (Barakat et al., 2006) Started with a first mission in May 2009, the design process for NSP-III is so comprehensive and thorough with various rounds of consultations that it generates questions among some partners (MULTIPART interview, Kabul) in Kabul. It should be finalized by June 2010. NSP III is expected to become quite different from the earlier two phases. NSP III will focus more on social capital and is likely to have three main purposes: 1) leverage capital investments already made; 2) reach the remaining 9000 communities still uncovered during phase I and II; 3) complete the legacy project of phase I and II. The budget foreseen for the new round of blockgrants – for all communities – is USD424 million (MULTIPART interview, Kabul). The funding gap puts a major constraint to the viable options. Trying to address some shortcomings identified in NSP-II like the delays in payments and in implementation by FPs, a working group of external consultants is studying how to streamline the processes. FPs are likely to be selected in an open competition and given responsibilities at the provincial level, rather than at the district level as before. The selection criteria should balance qualitative evaluation of the FP performance and quantitative metrics like the utilization rates of block grants. NSP II should continue its implementation in the villages already mobilized. NSP III should include another round of block grants. Part of the debate on CDC is about the possibility of clustering them at some level within the district and one donor is reported to be supporting a pilot project on clustering in some provinces (including Nangarhar and Bamyan). 155
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MULTIPART THEMATIC PAPER ON MULTI-S
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2. Democracy and Good Governance Pr
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1.7. Annexes ......................
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ANNEX: KEY SECONDARY RESEARCH QUEST
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promotion, a mixed approach that co
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Chapter D presents the results of t
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Democracy presents a general normat
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Legitimacy The perception of law as
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1.3. Good Governance Actors Public
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United Nations Security Council. 20
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2.1.2. Actors The sector of democra
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2.1.6. Bibliography Arnstein, S. (1
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2.2.2. Human Security - freedom fro
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Krause, Keith (2007): Towards a Pra
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component of effective economic mod
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conflict context. This them
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2. Democracy and Good Governance Pr
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on the democratic and participatory
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Democracy and “input” legitimac
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Democratic Peace theories The so-ca
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Democracy promotion and the market
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According to the comparative analys
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include both the effective and the
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promotion narratives presume that s
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Cooley, A., & Ron, J. (2002). The N
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Van Rooy, A. (Ed.). (1998). Civil S
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peacebuilding initiatives aiming at
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Yet it is also important to recogni
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Certainly, the idea of the rule of
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3.3. Strengthening Local Government
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securing the best and most efficien
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civil society organizations the fre
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governance would help promote. A pa
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One of the pioneers of this approac
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The World Bank refers to the need t
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toward nations with a history of po
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With a view to supporting the refor
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Benedek Wolfgang. The role of educa
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OECD, Paris Declaration on Aid Effe
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4. Approaches and Instruments of Go
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But why is decentralisation so popu
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consolidate the transitional govern
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of areas, the integration of the Se
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Clark 2006:1). However, this strate
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if anything, keeping the level of s
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Tranchant, JP, 2007, Decentralisati
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promises are fulfilled is a highly
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In post-conflict settings, where go
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and dialogue, which is in its turn
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self-disciplined citizens and state
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D. MSP CASE STUDY ANALYSES This cha
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Page 122 and 123: 1.2.13. Issues downplayed by major
Page 124 and 125: 1.2.15. Analytical conclusions ASI
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Page 136 and 137: 1.7. Annexes 1.7.1. Annex I: List o
Page 138 and 139: C/ASI/21 Qemajl Senior Researcher a
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Page 158 and 159: Partners' priorities Different part
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Page 162 and 163: The lack of interest and trust ofte
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Page 166 and 167: way to: 1) be able to implement NSP
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Page 176 and 177: 2.4. Assessment of the External Imp
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Page 180 and 181: Among the international donors, the
Page 182 and 183: There seems to be a sort of time-wa
Page 184 and 185: NSP C/NSP/16 Zishan Karim World Ban
Page 186 and 187: Barakat, S. (2008). Understanding A
Page 188 and 189: Nixon, H. (2008b). Subnational Stat
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Page 192 and 193: scope National) (North Kivu, South
Page 194 and 195: consequence of low and irregularly
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- While effectively at the core of
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Depending on the agenda of the day,
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sensibly reducing the prevalence of
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harmonise the fees paid to implemen
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udget. In a situation where donors
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streamline procedures, exchange inf
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g. Department h. Programme i. Title
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2.8. 2.9. 3. PART 3 - FORMATION, EV
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5.2. 5.3. 5.4. 5.5. 5.6. 6. PART 6.
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Clement, C (2009). Security Sector
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Prunier, G (2009). Africa’s World
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- on the contrary. In the case of R
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However, the case study of REJUSCO
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MSP-DEM has been very limited. The
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overall stake in the decision makin
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The example of ASI also shows that
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ANNEX: KEY SECONDARY RESEARCH QUEST
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SRQ regarding the significance and
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SRQ regarding the vulnerabilities o
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