A Multi-Stakeholder Action Network

The Current State of Affairs
• Practical improvements are slow and uneven • Gaps and inconsistencies in global norms • Incentives system not systemically robust
% that do not publish (n=94)
90 80 70 60 50 40 30 20 10 0 Pre-budget Budget proposal Citizens' budget Enacted budget In year reports Mid year review Year end reports Audit reports

2

Source: OBI Survey, 2010

The GIFT Value Proposition
3

This multi-stakeholder action-network will advance global norms and significant practical improvements in fiscal transparency, engagement, and accountability in countries around the world.

GIFT High-Level Theory of Change
4

Connected and Vibrant global-tolocal multistakeholder action network

Improved norms, incentives, technical assistance, use of technologies

More transparent, participatory and accountable fiscal processes worldwide

Efficient and effective use of resources

Better service delivery for citizens Financial and MacroEconomic

Empower ment of Local Actors

More Rapid, Extensive Sustain. Devt.
Outcomes

Stability

GIFT Stewards
• Brazil (MP) • Philippines(DBM) • USA (Treasury)
Governments International Institutions

• World Bank • IMF • OECD • IFAC

•IBP •Greenpeace, •FUNDAR Mexico, •Center for Public Integrity Mozambique, •ONE

Civil society organizations

Funders/ foundations •Hewlett •Ford Foundation •Omidyar •DfID

5

Red type indicates Lead Steward

GIFT Stewardship/Stakeholder Action-Network Approach
6

Partner Govts
OGP Auditors INTOSAI

Rating Agencies Investors UN

Legislators IPU

GIFT Stewards Group

Other Actors

Life-Cycle Stages Of A Multi-Stakeholder Action Network
Catalyzing
•Map issue and stakeholders •Define value proposition •Convene a stewardship group •Establish guiding approach •Secure seed funding/resources •Identify potential early victories

Launching
•Implement strategies to achieve early wins •Engage additional key stakeholders •Formulate TOC and Action Agenda •Monitoring, Assessment, and Learning •Establish support structures and processes, including communications platform •Develop resourcing model and raise core funds for enhancement phase

CONNECTIVITY VIBRANCY EFFICACY Transitioning
•Evaluate connectivity, vibrancy, EFFICACY •Decide to transform or transition •If transition as MSAN, refine/redefine value proposition, and return to catalyzing phase •If transformation, evolve to non-multistakeholder initiative and distribute reusable assets for scaled impact

Enhancing
•Institutionalize successes/diversify goals •Deepen and broaden key strategies •Monitor, learn, and course correct •Improve support structures and processes (geographically & functionally) •Execute sustainable business model •Build enduring connectivity and vibrancy

GIFT Approach
The work streams
1. Aligning Incentives
1. Advancing Global Norms/Guidance •

The modus operandi
Action agenda…looking for high leverage and scaled impact over time, with sequencing from potential early victories to more ambitious opportunities and outcomes Mutual recognition, collaborative engagement and sufficient consensus among stakeholders to determine priority outcomes and action agendas over time Support structures and processes that remain nimble and adaptive to seize emergent opportunities while optimizing transparency and inclusiveness Collective monitoring, learning, assessment and course-correction for efficiency and effectiveness
8

1. Technical Assistance & Capacity Building
1. Harnessing New Technologies

GIFT Action Agenda
9

 Global agenda-setting and profile-raising in key fora  Institutionalization of HLPs, contributions to coherence
 


across standards and assessments with increased focus on good practices – UNGA Resolution Process Led by Brazil/Philippines Further development and agreement of norms/guidance in gap areas (legislatures, participation, open data, etc.) Specific activities/tactics to strengthen incentives such as engaging the private sector and strengthening links between aid and fiscal transparency, new technologies and fiscal transparency. Technical assistance/capacity building and harnessing new technologies working groups identification of potential early victories linked to norms and incentives frameworks Engagement of key stakeholders and institutions (OGP, G20, INTOSAI, IPU, EITI, ICGFM, etc.) Involvement of 10-20 committed and action-oriented governments to demonstrate progress and share good practices.

GIFT - What It Is Not
10

 A Standard-Setting Body

 An Implementing Agency
 A Capacity-Building Organization

Gift Early Wins
11

 Political Champions  State of Field Baseline Reports  Common Knowledge Base Developing and Expanding  High Level Principles Formulated – UNGA Process  Presentation to G20 ACWG

 Draft Normative Guidance on Legislatures/Public

Participation  Informing Revision and Updating of IMF Code, PEFA, OBI  Increasing Engagement from Key Stakeholders (governments, audit institutions, parliamentary associations, etc.)  Framework and Action Agenda on Strengthening Incentives

GIFT Structures/Resources
12

 Limited expansion of multi-stakeholder stewardship group

based on deep commitment to value proposition, principles, working approach, collaborative action agenda  Engagement of other key stakeholders through action agenda – working groups, targeted opportunities, etc.  Nimble coordination and technical support team (including secondments from Stewards)  Multi-stakeholder resource mobilization (funds/in-kind)

*no stakeholder contributes a majority of total of resources

*“swing funds” to respond to windows of opportunity that warrant quick multi-stakeholder action

Gift Seed-Funding/In-Kind Resources
13

International Budget Partnership World Bank International Monetary Fund Government of Brazil Hewlett Foundation Omidyar Network Metanoia Fund

Sign up to vote on this title
UsefulNot useful