Details

Autor(en) / Beteiligte

• OCDE, OECD /
• OECD Publishing,

Titel

Development Co-operation Report 2015 : Making Partnerships Effective Coalitions for Action

Ort / Verlag

Washington : Organization for Economic Cooperation & Development,

Erscheinungsjahr

2015

Beschreibungen/Notizen

• 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?.
• 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.
• Description based on publisher supplied metadata and other sources.