: International Development for Cooperation, practices and project design

TRIANGULA/TRILATERAL COOPERATION

se, small and over short period

Around 1000 activities in the OECD database,

databa mostly are activities often a

time. They are American countries. TC (?) and FC

of mostly Latin Significantly more less (?)

>50% 4 and more partners

> 40 % with private actors

Transaction cost

Hardly any evidence

Issues and challenges for SSC & TRC:

➢How ➢Monitoring ➢Normative

Normative convergence between South-South and North-

much? Monitoring & Evaluation South

➢Triangular aditional donor countries to

South cooperation Triangular cooperation as an opportunity for tr

traditional

➢Greater

Greater of common but

cooperate

erate with partners from the Global South consideration of the approach

differentiated

ferentiated responsiblities (CBDR)

TOSSD- TOTAL SUPPORT FOR SUSTAINABLE DEVELOPMENT

n: Case of China

South-South

South and Triangular Cooperation:

Cooperatio study and India

cooperation after infact they both emerging from

Similar development WWII for India and China, were

Furthermore, they played a role in the historic Asian-African conference held

colonialism. significant Asian

Aligned (NAM) formed in

in Bandung (Indonesia)

a) in 1955 and the “Non-Aligned

“Non Movement 1961, which has

South mutual

been fundamental for the creation of the South

South-South Cooperation, which aims were equity,

benefit, and peaceful The SSC, 2000s, became an important source of

solidarity and coexistence. from impor

and the economic ascent. China and India’s

resources influence. This also corresponded to China’s

elaboration of development and partnerships have raised the

expansion and their narratives, resources,

profile of development cooperation as a foreign policy instrument.

CHINA

- BRI→

→ Belt and Road Initiative.

 and other countries

Economic

conomic initiative to develop infrastructure cooperation with in the world.

 Strategic for China’s global influence and a key feature of partner countries development

objectives.

 180 countries and institutions

 The proliferation of Indo-Pacific strategies arguably emerged in response to China’s global

expansion via the BRI

 CPEC (Pakistan) is now the BRI largest project

GDI→ Global Development Initiative

 2021

 6 accompanying principles, which are

 people-centred approach

 development as a priority

 benefit for all

 innovation-driven development

 harmony with nature

 action-oriented approach

 8 priorities:

1. Poverty reduction

2. Food security

3. Covid-19 and vaccines,

4. Financing for development

5. Climate change and green development

6. Industrialization

7. Digital economy

8. Connectivity

China also introduced Global Security Initiative (GIS) in 2022, as the third pillar to China’s global

engagement. It complements BRI and GDI offering protection for investments.

Global Civilization Initiative (GCI,) was introduced in 2023 and it’s about principles of international

relations. No interference as a pillar and China also propose principles conflicting extended to western

power countries

All these 4 initiatives together are also about politic and also present and promotes an alternative vision

of global governance, development and security.

INDIA:

Under the leadership of Modi, the country has become more geopolitically assertive. Envisions a free,

open, inclusive and rule-based Indo-pacific region. The main point of their strategy is to counterbalance

China’s influence, creating its diverse statecraft tools such as development, defence, and diplomacy.

Also, creates more tools with US, Australia, Japan (bilaterally) and multilaterally through the Quad

Security Dialogue.

-G2O presidency in 2023. Thanks to it India has elevated its development cooperation priorities and

development paradigm to international audiences. Like China, India is committed to the 2030 Agenda

and its SDGs , and India’s “development compact” approach is based on the principle of reciprocity,

shared values and principles.

-Climate action as a key pillar for India’s G20 agenda. Clean, green, sustainable and reliable energy,

Lifestyle for Environment initiative (LIFE) → lifestyle changes to address the climate challenge

-Western powers recognize India as a potential counterweight to China in the Indo-Pacific and actively

seek economic, security, and development partnerships with India.

-Nowadays US, UK, Germany and Japan are implementing a triangular cooperation partnership with

India to promote India as a partner of choise in Asia, Africa, Latin America and the Pacific Island,

mainly for disaster resilience to agriculture technology to telemedicine.

Indo-Pacific region

- perception, position, interest, changing context. The context can be due to geographical features and

based on geopolitical and geo-economic interest of actors.

OECD&INDO PACIFIC

The main draws are:

 Economic dimension in terms of trade and supply chains. EU and China are close trading

rd

partners. Infact in 2021 China was the 3 important partner of EU exports and the largest

partner for imports.

 Security dimension: Taiwan’security; China’s militarization of the South China Sea; conflicts

beyond the direct involvement of China and neighbouring countries such as the long-lasting

tense situation between India and Pakistan.

 Climate change dimension: Dynamic economies of the region are main global carbon emitters.

China is responsible for 30% of all global emissions, India’s global share is at around 6% and

Indonesia’s at 5%

The Indo-Pacific of the OECD is linked mainly on China. Min OECD actors follow a strategy, which

frames China in 3 ways:

 China as a partner→ The country is needed to meet all regional and global challenges. Just to

undertake climate protection efforts, there is no way to work effectively on the climate change

without the country's China’s involvement.

 China as a competitor → Competitive patterns are relevant, for example, when it comes to

access to raw materials (e.g in Africa), markets (e.g. in Asia), or political influence (e.g Asia,

Pacific). Competitive features can be observed in many parts of the African continent.

 China as a rival or a threat→ The country is increasingly perceived as offensive and/or

aggressive in some areas. This includes, for instance, to the militarization of the South China

Sea and the relationship to Taiwan. In addition, other patterns do fall in this category as well.

the term “sharp power” is used to describe China’s (and Russia’s) attempts to manipulate and

manage information in other countries. “Geo-economics” as a concept is a strategy of offering

economic benefits (e.g. in the context of BRI) to target other countries to influence them.

Case study: Modalities of Knowledge Interactions in International Cooperation

Knowledge is central to achieve international agenda &addressing global challenges

• Toolboxes of knowledge cooperation

--> Organisations practicing knowledge cooperation in North-South

North and South

South South-South cooperation

• Implications for power structures, and learning dynamics

• Effectiveness of different activities in knowledge cooperation

• Explorative and collaborative case-study

case with four different partners

in knowledge is shaped and communicated

Knowledge interaction= Process which

 Knowledge transfer

 Knowledge exchange

 Knowledge Co-Creation

Methods:

Maria Verrienti PEOJECT CYCLE MANAGEMENT & PROJECT DESIGN

6 steps of development project:

 Project identification

 Theory of change

 Logical framework

 Project drafting and financing

 Implementation

 Monitoring and evaluation

Project→set of interrelated and coordinated activities that are convinced to achieve defined objectives

that help to solve a specific problem affecting a certain group, within a budget and fixed time frame.

From NGOs point of view

Programme→ have a more strategic and operational complexity than projects. Include

multidisciplinary approaches that encompass various components, each with its own set of activities.

They usually deal with policies, more at national level or larger institutions.

Project cycle management:

 Indicative programming→ Mission and vision. The mission must be very clear.

 Identification→ Swot analysis, stakeholder analysis, problem tree, need assessment

 Formulation

 Financing

 Implementation

 Evaluation

Need assessment, is a document that analyses with methodology which are the needs considering

reliable and comprehensive data.

Mission and vision. The mission must be very clear

Factors that influence the identification of a project:

 A need/a problem (structural or emergency situation)

 The organization’s mission

 International and local policy schemes: analysis of the policy and programmatic context,

Human Rights frameworks, SDGs, multi annual strategic plans and country action plan, other

ongoing programmes.

 Funding opportunity

 Consultation with stakeholders and partners

 Situation analysis/need assestment

Context analysis, also called desktop review:

Study existing documentation: reports by other agencies, literature on the subject, official statistics.

Analyse the local and national context in which the project would take place: economic, social,

political, legal level.. identify current national policies in the intended field of intervention.

Determine who is already doing what in the area of intervention: NGO, public services, grass-roots

groups, local initiatives.

Somalia and USA are used not to firm any international agreement.

Stakeholder analysis→ the process of identifying those affected by a project/action. They can have an

interest in your case, or they can have the power to influence your action.

Stakeholder:

 In corporate field: a group, corporate, organization, member, system that affects or can be

affected by an organization’s action.

 In an international organization development project, can be a person, group, organization with

an interest in a project, an issue, a problem.

Every project has many stakeholders, people affected by the project, or that have interest on it, as a

consequence they can influence it.

It’s important to:

 Understand who are in your project’s stakeholders and why they are important→

STAKEHOLDER ANALYSIS

 Figure out their role in the project, if and how they can benefit from the project, how they can

change in the lifetime of the project.

 STAKEHOLDER MANAGEMENT, using communication

Understand how to involve them→

strategies or meetings and rev