Monday, 15 July 2019 12:42

Senior Level Meeting of the Global Partnership for Effective Development Co-operation

Global @

Partnership for Effective Developrnent Co-operation

Senior Level Meeting of the Global Partnership for Effective Development Co-operation

New York, 13 and 14 July 2019

Co-Chairs’ Statement

The Global Partnership for Effective Development Co-operation (GPEDC) met in New York on 13 and 14 July 2019 — in the margins of the High-Level Political Forum (HLPF) for Sustainable Development at the United Nations — with over 600 senior-level representatives from governments, civil society, the private sector, parliaments, multilateral development banks, foundations, trade unions, regional and local governments, and many other stakeholders.

We met in a spirit of inclusion and solidarity, and held fruitful discussions on the trends and challenges for effective development co-operation, aiming to catalyse the realization of the 2030 Agenda, and achieve sustainable and inclusive progress.

The Senior-Level Meeting (SLM) of the Global Partnership reviewed progress and charted a course on how to advance effective development co-operation, to spur the fulfilment of the 2030 Agenda for Sustainable Development.

|. The Global Partnership — progress and opportunities

As Co-Chairs of the Global Partnership, we are delighted with the progress we have made since the Second-High Level Meeting (HLM) of the Global Partnership in Nairobi in 2016, where the effective development co-operation principles and stakeholder commitments were aligned towards the achievement of the 2030 Agenda.

The main purpose and core objective of effective development co-operation is to improve development results at country-level. In line with the Global Partnership’s guiding principle, globally light — country focused, addressing effectiveness challenges on the ground has been a priority for the Global Partnership 2017-2018 programme of work. The programme of work established a new way of co-operating among stakeholders within the Global Partnership. We recently launched a Knowledge Sharing Platform and a compendium of good practices. Pilots in nine partner countries over the past two years has demonstrated the positive impact of applying the effectiveness principles to the achievement of global, national, and regional development goals, including the 2030 Agenda and its 17 Sustainable Development Goals (SDGs).

Considering the multifaceted nature of development challenges, approaches, and potential, we acknowledge the essential contributions of other relevant stakeholders, including civil society, parliaments, the private sector, trade unions, foundations, academia and local authorities. As a true multi-stakeholder partnership, the Global Partnership relies on the specific competencies, knowledge, and experiences of a variety of development actors. A striking example for the leveraging effect and the transformative power of such alliances are the Global Partnership Initiatives (GPls) and their multiple contributions to effective development co-operation across sectors and regions. As co-chairs of the Global Partnership, we are proud that our Jeadership now spans beyond government to include also a fellow Co- Chair representing non-executive constituencies.

We have made particular progress in engaging the private sector in our work. We established a Business Leaders Caucus and we are delighted that the new Kampala Principles for Effective Private Sector Engagement provide a sound basis for improving and accelerating private sector engagement towards the achievement of the 2030 Agenda.

c.           Contributing to the 2030 Agenda through better partnerships

The international community is now almost one-third of the way into the implementation period of the 2030 Agenda. We recognize that important strides are being taken towards sustainable development, yet greater, and more effective, leaps are needed. Our capacity to — and indeed our hope of — meeting the Sustainable Development Goals cannot be sustained unless we take urgent action.

Achieving the SDGs and leaving no one behind requires more and diverse resources but also more joint action, trust-building and a stronger focus on the quality of our co-operation. The internationally-agreed effectiveness principles provide a framework for all stakeholders to maximise the potential of each Dollar or Euro spent.

The transformational change required to implement the 2030 Agenda calls for a whole-of- society approach. The effectiveness principles, in line with the theme of the 2019 HLPF, aspire to a more empowered, inclusive, and equal rapport between partners, for more sustainable development outcomes. The multi-stakeholder approach of the Global Partnership, which brings all development actors together on a more equal footing, will be a key factor to achieve effective contributions to the implementation of the 2030 Agenda.

We strongly believe that the principles of effective development co-operation — country ownership of development priorities by partner countries; a focus on results; inclusive development partnerships; and transparency and mutual accountability, provide a shared framework for all stakeholders on how we can work better together. They offer guidance for

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partnerships we need to achieve the 2030 Agenda’s broad vision of people, planet, prosperity and peace.

We can confidently say that effectiveness works. A broad evidence-base of pilot studies,

' analytical work and monitoring data shows that development co-operation approaches which

use effectiveness principles can deliver better and more sustained impact. The SLM has demonstrated that effectiveness has the potential to deliver greater impact on the SDGs, including those under review at this year’s HLPF.


lil. Promoting an evidence-based approach to Effectiveness

Evidence-based decision-making is the very essence of what we do, and what brings us together. Evidence is a driver for change, and a basis for increasing effectiveness and improving development practices — including processes, policies and behaviour.

The power, and relevance, of the effectiveness principles are evident in the record 86 countries that participated in the 2018 Global Partnership monitoring exercise. The exercise reported on USD 58.8 Billion in development co-operation funding, disbursed as grants and loans by over 100 development partners.

The Global Partnership monitoring exercise is unique. It generates evidence on the effectiveness of development co-operation in partner countries through an inclusive, decentralized and country owned approach. itis an instrument for mutual accountability, and is the global source of data on development effectiveness, informing the tracking of SDG targets on multi- stakeholder partnerships (target 17.16), country leadership and policy space (target 17.15) and resource allocations for gender equality (target 5.c.1).

The Global Partnership’s 2019 Progress Report presents a ‘mixed picture’ on the implementation of the effectiveness principles. We welcome significant progress in implementing the effectiveness principles at country-level. Development planning, led by partner country governments, has improved in quality and become more inclusive. Developing countries and their development partners are embedding the SDGs into their planning. It is encouraging to see that the SDGs are increasingly used as a shared framework for results. Yet, we urge further action to improve the alignment of development partners’ co-operation to partner country priorities and country-owned results frameworks, and to increase the transparency of development co- operation.

We recognise a lack of progress in the ‘unfinished business’ agenda, and welcome the proposal to create a workstream to develop a Global Action Plan for actionable areas in time for the Third High-Level meeting. New initiatives on the use of country systems and untying aid should be addressed with a sense of urgency.

We remain concerned about the shrinking civic space, as indicated by the monitoring evidence. We therefore call for joint actions to analyse the different constraints on our shared support to civil society to play its full role as development actors in their own right, and to work towards relevant recommendations.

In-the context of a rapidly changing global-co-operation landscape,” inclading evolving modalities and coordination structures for development co-operation, the Global Partnership

will need to further adjust its monitoring process. Monitoring indicators must continue to

provide useful information on key issues for supporting multi-stakeholder and inclusive policy-

dialogue in making progress in behaviour and institutional change. More emphasis needs to be

             placed on the usability of the monitoring data, how peer-learning is facilitated, and how the

evidence from the monitoring process is translated into relevant action. At the same time, we

have heard all stakeholders at the SLM place an emphasis on maintaining the character of the

global monitoring as a country-led process.

We support the plan for reviewing the monitoring process, taking into account evolving development co-operation modalities and co-ordination structures in partner countries. We propose such a review consider using smaller and targeted samples, selective monitoring to test new indicators, and pilot studies to complement a regular, broader monitoring exercise. Our monitoring process must become more influential in triggering change at country level that boosts development effectiveness, working toward the 2030 Agenda and other global policy processes. It needs to link better to partner countries’ own systems and processes and be flexible enough to be relevant to different country contexts and needs.

An important task for the incoming Steering Committee will be to continue to adjust the global monitoring to better reflect different aid modalities. First steps in this direction have already been taken, such as a specific approach to monitoring the effectiveness of South-South Co- operation and ongoing efforts to adapt the monitoring exercise to fragile contexts. Further steps will need to be developed to integrate the Kampala principles for private sector engagement into the monitoring framework.

For the Global Monitoring to stay relevant, the ‘what’ of development co-operation practice (performance, measured through the Global Monitoring) should be coupled with the ‘why’ (behaviour change, assessed through evaluations) and needs to be clearly linked to the SDG framework.

IV.       The way ahead

Here, at the SLM in New York, we reaffirmed our previous commitments made in Rome (2003), Paris (2005), Accra (2008), and Busan (2011), and at the High-Level Meeting of the Global Partnership in Mexico City (2014). In the context of the Nairobi Outcome Document (2016), today we pledge ourselves to these joint commitments and call for urgent individual and collective action to maximize the potential of partnerships, by working together effectively to increase our impact in pursuing sustainable development.

This SLM has complemented these previous meetings in an important way. It has taken our effectiveness work one step further on many important fronts:

e Launched a newly developed and tailored approach to monitor effective development co-operation in fragile contexts.

e Reaffirming the relevance of the effectiveness principles for South-South Co- operation, the SLM presented alternative approaches for monitoring South-South effectiveness, and encouraged Southern providers to undertake monitoring exercises.

e Launched the ‘Voluntary Guidelines for Effective Triangular Co-operation’ developed by the Global Partnership Initiative for Effective Triangular Co-operation.

e Launched the Kampala Principles which mark a turning point in how the private sector and all development actors work together to realize greater, more inclusive benefits, and provide the basis for developing guidelines for their implementation for the 2030 agenda.

® Called on stakeholders to chart joint action to assess challenges and bottlenecks, and to identify, implement, and disseminate solutions to enable civil society organizations’ full contribution to sustainable development.

This Senior-Level Meeting attests to the Global Partnership’s role as a key building block of the global institutional architecture for the 2030 Agenda. The Global Partnership catalyses country-level change. Development impact is realised at country-level, where policy is made and implemented, and where development partners engage in partnership for shared development goals. This is where behaviour change is needed, and where the Global Partnership must focus its efforts. Our work needs to be directly connected to SDG impact by supporting actors working at sector and sub-sector levels on specific SDG challenges, and by further strengthening linkages to the Voluntary National Review reporting process at country level.

Our greatest challenge is to ensure that development efforts leave no one behind. Having steered the Global Partnership for the last two and a half years, we see that it could do more in helping us to meet this central commitment of the 2030 Agenda. Giving the central role of - gender equality, youth empowerment, and a human rights-based approach for reducing poverty, as well as creating a multiplier effect for all the SDGs, we see an opportunity for the Global Partnership to further mainstream these critical areas in future effectiveness work.

Building on its responsive and dynamic set-up, the Global Partnership will continue to serve and adapt to the demands of the Sustainable Development Goals. The Global Partnership should remain a unique multi-stakeholder forum, dedicated to building trust between partner countries, non-state actors and development partners. We see the Global Partnership for Effective Development Co-operation as an open and inclusive platform for the full diversity of development partners, traditional and non-traditional providers, public and private, local, national, regional and international, working together in cost-effective and impactful ways, with a common responsibility and challenge to leave no one behind.

Alongside expanding the Global Partnership further, we see a need to also stay focused on creating linkages with other important global initiatives, including the Financing for Development agenda and the climate finance initiatives. We also welcome initiatives that aim at including the effectiveness principles in the work of other global platforms and fora. In this context, we welcome the G20’s contribution to development effectiveness, including the Osaka Update on the G20 Action Plan on the 2030 Agenda for Sustainable Development, which underscores the G20’s collective and concrete actions towards the implementation of the 2030 Agenda, as well as the recent G7 Declaration on tackling fragilities and preventing ... __¢rises_in_developing—countries,--which—commits--the—parties—to-.providing—development

assistance in line with the effectiveness principles agreed in Busan.

As we approach the 10" anniversary of the partnership, it is appropriate to review our own governance, financing and management structure to ensure that we have a stable and responsive capacity to implement our core functions, to support members’ efforts, and respond to the changing development co-operation context.

Finally, we extend our strong support for the biennial Busan Global Partnership Forum hosted by the Republic of Korea, and express our wish to revitalize such regional and global discussions for the promotion of development effectiveness among the Global Partnership’s membership and beyond, in the run-up to the Third High Level Meeting of the Global Partnership.

We congratulate the new co-chairs of the Global Partnership, the Governments of the Democratic Republic of Congo and Switzerland. By way of acknowledgements, we wish to thank the Steering Committee members for their commitment and efforts, and we wish to acknowledge the dedicated contributions of the Joint Support Team, based at OECD and UNDP.

Signed, 14 July 2019, The Co-Chairs, and delegated representatives, of the Global Partnership for Effective Development Co-operation

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Mr Monowar Ahmed HE Ambassador Phillip Odida Permanent Secretary, Deputy Permanent Representative, Ministry of Finance, People’s Republic of Permanent Mission of the Republic of Bangladesh Uganda to the United Nations



HE Mr Norbert Barthle Mr Vitalice Meja,

Parliamentary State Secretary Non-Executive Co-Chair, from the Federal Ministry for Economic Co- CSO Partnership for Development operation and Development, Effectiveness

Federal Republic of Germany


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