The Role of Triangular Cooperation in Improving Effectiveness of South-South Cooperation

1. The Role of Triangular Cooperation in Improving Effectiveness of South-South Cooperation Japan International Cooperation Agency 18 December, 2008 UN/HQ in New York

2. Contents • An overview of JICA’s support to South-South cooperation • What we learned and how we are trying to improve our approach to SSC • Case study: Asia-Africa Knowledge Creation Programme • Win-win-win scenario of triangular cooperation

3. 1. An overview of JICA’s support to South-South Cooperation • Long history: started in 1975, before BAPA • Covering all regions in the South • Diversity of modalities - Bilateral (one on one) /one to multiple countries - Intra-regional and inter-regional • Incremental nature - Starting from support to a single organization, shifting to national capacity development

4. Rational forJICA’s support to SSC • Knowledge sharing is the most effective way of consolidating the results of capacity development : “teaching is learning” • Applicable experiences/appropriate technologies for the South exist in the South • Value addition to JICA’s TA to a country through partnering with other countries in the South Combination of the above

5. S2 S2 S2 S1 Japan S1 Japan Common feature: Based on bilateral cooperation between JICA and a country in the South Collaboration between JICA and a partner Dissemination of the outputs of JICA’s cooperation

6. Traditional approach: two-step technical cooperation • Capacity development of a country • Diffusion of the outcomes of TA to other countries as phasing out strategy Rationale -Technologies already modified to fit to local conditions - Proximity in economic, social, and cultural settings 3. Further capacity development in the process of diffusion by providing technical backstop

7. Step 1 Step 2 Kassetsart University Of Thailand JICA Technical cooperation on Agricultural Extension Training course on the role of Women in improving rural livelihood Philippines Kenya Indonesia

8. Lessons learned • Capacity of the provider of SSC was certainly developed • Projects were designed in a supply-driven manner • Limited impacts of SSC in beneficiary countries - Needs of beneficiary countries not adequately identified - Outcomes of the projects were not institutionalized , SSC was provided in isolation Like other TA, SSC should also be demand-driven

9. 2. The ways for improving our approach Ensuring demand-driven project design Increasing effectiveness in matching knowledge provides and seekers Increasing impacts and possibility of sustainability Capacity development as a systematic provider of SSC

10. Joint needs assessment, project design, monitoring and evaluation JCPP Project JICA Technical Cooperation Project(bilateral) Colombian Inter. Co. Agency JICA HQ JICA AGCI JICA Japan Tech. Inst. Chilean Tech. Inst. Colombian Tech.Inst. ※AGCI: Chilean International Cooperation Agency

12. Creation of a mechanism to enhance effectiveness in knowledge matching

13. Integration of SSC into the country cooperation programme of a beneficiary county JICA Egypt Jordan Tunisia Syria

14. National capacity development as a systematic provider of SSC Partnership programme with governments 1. Policy development 2. Budget allocation 3. Coordination with implementing agencies 4. Soliciting requests 5. Project planning, monitoring, evaluation

15. Partnership Program Member Countries (as of March, 2005) Tunisia (‘99) Thailand (‘94) Brazil (‘00) Philippines (‘02) Jordan (‘04) Mexico (‘03) Morocco (‘03) Egypt (‘98) Singapore (‘97) Indonesia (‘03) Chile (‘99) Argentina (‘01)

16. 3. Case Study: Asia-Africa Knowledge Creation programme • Project formulated through meetings among Asian, African institutions • Project implemented through several steps

17. Hospital management project 5S: Management tool originated in Japan Eritrea JICA Sudan Sri Lanka Tanzania Nigeria Burundi

18. AAKCP (Asia-Africa Knowledge Co-creation) TQM-CQI-5S in Public Hospitals in 8 African countries OPEN REGISTRY BASELINE PHOTOGRAPHS AUGUST 2007 FEBRUARY 2008 August 2008 Before 5S MID. YEAR After 1year

19. The Hospital Pharmacy before 5S

20. The same pharmacy ! thanks to 5S

21. What worked • Management tool modified to fit the local conditions of Sri Lanka: increased applicability (Flat society of Japan vs. hierarchical society in Sri Lanka, lower cost approach) • Implementation of pilot projects in each country: consolidation of capacity development

22. Impacts on African countries • Aspiration “If they can do it, we can do it as well!!” • Mutual learning/competition among African countries • Evolution into full-fledged projects for national capacity development

23. 4. Win-win-win scenario of triangular cooperation

24. Win to the providers of SSC: what they gain through triangular cooperation • Re-discovery of their won capacity • Improved effectiveness in cooperation through enhanced needs assessment and provision of tailor-made programmes • Better chance of matching with partners otherwise no chance to meet • Financial support through cost sharing • Increased credibility: better chance of winning support in the own government • Lower barrier for starting SSC • Enhanced ownership

25. Win to the beneficiaries of SSC: what they gain through triangular cooperation • Better access to applicable knowledge, skills and technologies • Better chance of matching with partners otherwise no chance to meet • Better chance of winning support from own governments • Enhanced ownership • Aspiration: “we can do it!”

26. Win to JICA • Empowerment and enhanced ownership of the parties involved in SSC • Improved effectiveness of cooperation through utilizing applicable technology and showcasing Southern-grown success cases • Increase in available resources • New relations with middle income countries

27. Thank you！ Gracias！ Merci！ 謝謝！