Financing of OAS Activities
 Sources of cooperation
 Cooperation modalities
 Cooperation actors
 Specific Funds management models and resources
mobilization
Sources of Cooperation
 Financial
 1. Regular Fund
 2. Voluntary Funds
(FEMCIDI)
 3. Specific Funds
 Non-financial
Cooperation Modalities
 Direct
 Partnerships with other actors
 Experience sharing (networks, South-South, triangular, etc.)
 Training programs
Cooperation Actors
 Beneficiaries
 Donors
 Bilateral
 Multilateral
 Foundations and associations
 Private sector
 General Secretariat and its different areas
 Member States
Funds Management Models
 Financing of projects and/or activities
 Financing of programs with different components
 Cooperation funds
 Donor tables
General Objective: Mobilization of larger external
resources
 What for? ------ to implement the mandates approved by
the Member States
 How? -------- through quality and results-oriented
programs, projects and cooperation activities
Specific Strategic Objectives:
 Increase of the Regular Fund
 Keeping current donors and increase their contributions
 Expansion of external donors (traditional –countries-,
non-traditional –foundations, private sector, universities,
etc- and International Organizations)
 Improvement of institucional capacities of the
Organization
 Greater focus
To achieve the General Objective and Specific Strategic
Objectives we have a challenge (RETO)
 Results
 Efficiency and effectiveness __________ Viable
 Transparency
Partner
 Objectives (clear and focalized)
AND
Be able to demonstrate the added value of working with the
OAS
Elements that distinguish the OAS and give its value
added:
 It is the main multilateral forum of the Hemisphere
 The OAS promotes values and principles shared with
potential donors (democracy, human rights, rule of law,
etc.)
 Bilateral and multilateral efforts of the donors can be
complemented by the OAS activities (in some cases the
efforts channeled through multilateral organizations can
be more effective)
 The OAS addresses issues that are transnational in nature
which are best addressed through a multilateral
organization.
Elements that distinguish the OAS and give its value
added (slide 2):
 Through the collective decisions of Member States we
have a political validation at the highest level of our
actions
 The organization has a unique blend of politics, policies
and action
 Has the ability to implement programs, projects and
cooperation activities of national, subregional, regional or
hemispheric nature and in multiple issues (flexibility)
 Existence of internal processes for the validation of
mandates and technical quality projects
Actions:
A. Increase of Donors and contributions
 Conduct analytical work and research on donor’s procedures




and priorities
Liase with donors and potential donors at different levels
(political, managerial, operational and technical)
Prioritize effort on promotion and image aimed at achieving the
mobilization of more resources
Outreach to non-traditional donors (foundations, associations,
private sector) and International Organizations (IDB, WB, UN
and its agencies)
Prepare an inventory of existing agreements and work in
making them operational
Actions:
A. Increase of Donors and contributions (slide 2)
 Produce a matrix of demand (needs) and supply (offers)
(Horizontal and South-South cooperation)
 Integrate the OAS Offices in the countries and foundations
associated with the OAS (PADF, Trust of the Americas, YABT,
Private Sector Forum) in the efforts to mobilize external funds
 Promote effective management mechanisms (¿?) of
cooperation (establishment of funds to have greater certainty
as to the quantities, the term and goals, so that it can be better
planned – eg Canadian Fund, Spain Fund, eventually EU and
others)
Actions:
B. Improving internal capacities of the Organization
 Improve internal coordination (not to compete, create
synergies, ensure that the mobilization of resources for the
implementation of mandates, etc.)
 Strengthen with staff the area responsible for coordinating the
mobilization of external resources (using regular fund, external
funding and ICR)
 Continue to improve the administration aiming at achieving
greater transparency and efficiency in project implementation:
strengthen the ability to provide financial reports to donors in
a timely manner, strengthen procurement, more efficient
administrative processes, etc.)
Actions:
B. Improving internal capacities of the Organization
(slide 2)
 Strengthening the promotion and image capabilities,
particularly through electronic media (New Media)
 Continue training of staff in project preparation (technical
quality)
 Implement a results-based Management and continue
advancing in the process of monitoring and evaluation
Results-based Management
 Definition of the expected results
 Follow up on the implementation towards the defined
results and the use of the resources, using proper
indicators
 Identification and management of risks
 Increase our knowledge through lessons learned which
can retro-feed our activities
 Produce reports showing the results achieved
Role of the Project Evaluation Committee in the
Management of Specific Funds
 Reviews project proposals, submitted by technical areas, for
financing through specific funds
 Evaluates whether the proposed project is in line with OAS
mandates and whether the General Secretariat can offer
institutional advantages for its implementation
 Ensures that the Mission of the member state benefiting from that
project has been consulted and that a counterpart institution has
been identified in that country
Role of the Project Evaluation Committee in the
Management of Specific Funds (slide 2)
 Verifies that the proposed project is technically consistent with its
purpose, results, activities, and budgetary inputs
 Requests responsible area to introduce necessary changes into
order to comply with aforementioned points
 SAF will not disburse funds without CEP’s approval
Focus / Priority
 Organization: Political bodies mandates (ideal to reduce the
number of mandate or prioritize the existing ones)
 Donors (make compatible donor priorities with the priorities
of the Organization expressed in the mandates approved by
the Member States)
Flexibility in specific funds management models
 Financing of projects and/specific activies
 Financing of programs with different components
 Cooperation funds
 Table of donors (IACHR, CIM, FEMCIDI, etc.)
Tasks to address the challenge (RETO)
 Results
Implement results-based Management and
results monitoring and evaluation program
 Efficiency
Further develop effective skills for good quality
projects and that they respond to mandates
(CEP)
 Transparency Further improve transparency in administrative
processes and ability to report
 Objectives
To achieve greater focus. Clear objectives