Why reform could fail how to make it work in bih
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WHY REFORM COULD FAIL - HOW TO MAKE IT WORK IN BiH? PowerPoint PPT Presentation


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WHY REFORM COULD FAIL - HOW TO MAKE IT WORK IN BiH?. Assessing ‘Commitment’ for PAR in BiH and implications for UNDP. WHY REFORM COULD FAIL - HOW TO MAKE IT WORK IN BiH?. Defining ‘commitment’ (and other conditions for success). Voluntary Explicit Challenging Public Irrevocable. Political

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WHY REFORM COULD FAIL - HOW TO MAKE IT WORK IN BiH?

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WHY REFORM COULD FAIL - HOW TO MAKE IT WORK IN BiH?

Assessing ‘Commitment’ for PAR in BiH and implications for UNDP


WHY REFORM COULD FAIL - HOW TO MAKE IT WORK IN BiH?

Defining ‘commitment’ (and other conditions for success)

  • Voluntary

  • Explicit

  • Challenging

  • Public

  • Irrevocable

  • Political

  • Administrative

  • Strategy

  • Development coordination


WHY REFORM COULD FAIL - HOW TO MAKE IT WORK IN BiH?

Current conditions in BiH:

  • Political Capacity

    • Power-base - party ‘Heads’ not Representatives

    • Limited personal consequences

    • No responsibility for funding

  • Administrative capacity

    • Collective responsibility / competing demands

    • Limited capacity (technical / managerial)

  • Strategy

    • Timetable not strategy (no challenge/benefits)

    • Aspirational rather than feasible (no process)

  • Development coordination

    • Ad hoc/ supply driven / not sustainable


WHY REFORM COULD FAIL - HOW TO MAKE IT WORK IN BiH?

UNDP PAR activities in BiH:

  • CSTC

  • Relevance

  • Quality

  • Nat. capacity

  • Sustainability

  • IGTF - PAR

  • Approach (OHR)

  • Sub-pledge W/G

  • Focus (EC reviews)

  • Nat. capacity

  • FBiH - CSLaw

  • Strategy

  • Work plan

  • Agency design

  • Competence

  • IC support


WHY REFORM COULD FAIL - HOW TO MAKE IT WORK IN BiH?

UNDP vulnerability & positive response

  • Political obstruction - and lack of will

  • Institutional arrangements - fragmented

  • Counterparts not decision-makers

  • Activity before commitment - UNDP concessions

  • Technical rationale rather than political leverage

  • Bottom up approach to building ownership

  • Positive response?

  • C/Office ‘Strategy for Commitment’ - real issue

  • Engage the decision-makers not the ‘Hired Help’


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