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Donor Funding for Sport

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Project based on sound needs assessment and inclusive planning process ... Multi-year commitment for lasting positive change ... on feasibility study team ... – PowerPoint PPT presentation

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Title: Donor Funding for Sport


1
Donor Funding for Sport DevelopmentA
Recipient Partner Perspective
  • Workshop Report To Donors
  • London, 29 May 2003

2
Workshop Participants
  • National Olympic Committees (Lesotho, Swaziland,
    Zambia)
  • National Ministry/ Department of Sport
    (Mozambique, Namibia, South Africa)
  • National Sports Council/ Commission (Malawi,
    South Africa, Swaziland)
  • NGOs MYSA (Kenya), EDUSPORT (Zambia), Sport in
    Action (Zambia), PAY (Namibia), SCORE (South
    Africa, Namibia, Zambia),
  • Kicking AIDS Out Network
  • SCSA Zone VI/SADC

3
The Donor-Recipient Partnership
  • An Unequal (political) Relationship

4
The Donor-Recipient Partnership
  • An unequal political relationship
  • Differences in priorities, management styles,
    preferred time scales, constituencies,
    institutional structure, politics, operational
    definitions, etc.
  • The more dependent the recipient partner is on
    aid, the less power and the less autonomy
  • Tendency for funds to be used as a lever of
    punishment, not to reward good performance
  • Agreements focus on recipient compliance (not
    donor)

5
VALUES
  • Do the partners share the same values?
  • Values underpin the relationship must be agreed
    prior to developing a partnership
  • If values do not match, can result in major
    difficulties
  • Understanding of what the values mean must be
    agreed
  • Values are only meaningful in action

6
Agreed Recipient Values
  • Mutual Respect
  • Transparency Open Communication
  • Accountability for Results
  • Professionalism Commitment to Excellence
  • Flexibility Adaptability
  • Sustained Commitment by Partners

7
Agreed Recipient Values
  • Mutual Respect
  • Culture, belief background
  • Conditions, priorities, perspectives
  • Equal and shared contributions
  • Shared ownership
  • Challenges and constraints (in implementation, in
    the politics of the partnership)

8
Agreed Recipient Values
  • Transparency Open Communication
  • Understanding each others objectives no hidden
    agendas
  • Say what you mean
  • Honest dialogue (budgets, successes,
    difficulties)
  • Face-to-face communication
  • Frequent communication

9
Agreed Recipient Values
  • Accountability for Results
  • Project based on sound needs assessment and
    inclusive planning process
  • Clear realistic goals (given resources, time
    frame)
  • Plan and performance framework in place
  • Proper use of resources honest accounting
  • Accountability is shared (successes failures)

10
Agreed Recipient Values
  • Professionalism Commitment to Excellence
  • High quality service delivery to partners and
    beneficiaries
  • Capacity building for high standards
  • Good governance (effective, efficient)
  • Outcomes-based method
  • Appropriate conflict resolution mechanisms

11
Agreed Recipient Values
  • Felixibility Adaptibility
  • Sensitivity to the dynamic nature of development
    things change
  • Adaptations are allowed that will address
    changing needs while still achieving overall goals

12
Agreed Recipient Values
  • Sustained commitment by Partners
  • Need for capacity building
  • Multi-year commitment for lasting positive change
  • Continued support for successes and failures and
    collaboration on problem-solving
  • Promises are kept, agreements are honoured

13
PARTNERSHIP
  • Three Phases
  • Developing the Partnership
  • Implementing the Partnership (project)
  • Moving beyond Partnership to Sustainability
  • Three Questions
  • What is working?
  • What is not working?
  • What can be improved?

14
PHASE ONE Developing the Partnership
15
Developing the Partnership Good Practice
  • There is a feasibility study/assessment
  • Donor procedures are clear
  • Donor funding priorities/possibilities are clear
  • Consultation workshops include all stakeholders
  • Planning is for the long term
  • Projects fall within broader bilateral agreements

16
Developing the Partnership Problems
  • Lack of donor transparency on budget
  • Bureaucracy, conditions, procedures, red tape
  • Lack of donor understanding of local conditions
    and needs
  • Project formulated over distance
  • Lack of recipient partner strategic planning
  • Government is the intermediary

17
Developing the Partnership Problems
  • Lack of local ownership of the project
  • Lack of agreement on priorities, timetable,
    implementation plan
  • Lack of recipient representation on feasibility
    study team

18
Recommendations to Enhance Partnership Development
  • A thorough needs assessment proper
    (face-to-face, inclusive) consultation
  • Results and indicators of success are clearly
    defined and agreed upon, as well as time frame
    and risk management strategies
  • Roles, responsibilities and ownership are clearly
    defined
  • The partnership project falls within the
    strategic plans priorities of each partner

19
Recommendations to Enhance Partnership Development
  • There is a business plan, including capacity
    building
  • Partners conduct reference checks on one another
  • The Agreement is clear and understandable to both
    partners
  • Stakeholders are included/consulted in the
    formulation of bilateral agreements

20
PHASE TWO Implementing the Partnership
21
Implementing the Partnership Good Practice
  • Frequent, open communication meetings
  • Regular joint monitoring review
  • Donor Recipient share responsibilities
  • Donor assists to get other donors on board
  • Project changes are suggested, not imposed
  • Donor assists with procedures
  • Flexibility to make changes

22
Implementing the Partnership Problems
  • Inadequate support for operational costs
    infrastructure (unrealistic donor expectations)
  • Irregular disbursements, no explanation
  • Provision of human resources, but inadequate
    support for their projects
  • Local expertise under-estimated
  • Human resources provided with incorrect,
    inadequate skills
  • Changing procedures, report formats

23
Implementing the Partnership Problems
  • Time restrictions
  • Inadequate consultation about problems
  • Project changes without proper consultation
  • Political intervention
  • Too much donor money spent on visits
  • Incorrect recipient use of funds
  • Late, inadequate recipient reporting

24
Implementing the Partnership Problems
  • Donor restrictions on purchasing and procurement
    possibilities
  • Recipient must spend money to accommodate donor
    financial year end
  • Donor approval delays, impacting on
    implementation process

25
Recommendations to Enhance Implementation of the
Partnership
  • Consultation must occur with all partners on any
    changes to the project agreement
  • Frequent mutual review review of all aspects of
    the partnership project
  • Adequate resources must be provided for
    implementation (agree on what is adequate)
  • Clear guidelines must be followed by both
    partners regarding accountability reporting

26
Recommendations to enhance the Implementation of
the Partnership
  • Frequent communication between partners
  • Utilisation of local/regional resources
  • Ongoing performance measurement by the recipient
    (no donor police)
  • Third-party evaluation periodically

27
PHASE THREEBeyond Partnership- Sustainability
28
Towards Sustainability Good Practice
  • Early planning by recipient for donor exit
  • Capacity building within recipient organisation
    to continue project
  • New projects/partnerships created by project
  • Increased use of local resources, local funding
  • Use of project expertise gained as consultancy
    (generate income, spread good practices)
  • Investment in infrastructure (computers,
    vehicles)
  • Local capacity building amongst beneficiaries

29
Towards Sustainability Problems
  • Recipient must return interest earned and unspent
    funds, cannot build reserves
  • Project personnel changes during project
  • Perpetual project management by foreigners
  • Insufficiently qualified implementers
  • No investment in new ideas skills development
    to generate income or fundraise
  • Political interference

30
Towards Sustainability Problems
  • As donor budget reduces, understudy takes over
    but without same resources is set up for failure
  • Donor dependence by recipients
  • Lack of proper preparation planning for end of
    project funding (implementers, beneficiaries,
    donors)
  • Lack of recipient capacity to continue alone
  • Misunderstandings on role of volunteers
    technical assistants
  • Organisational conflict, power struggles

31
Recommended Changes to Enhance Sustainability
  • Ensure shared values and agreed vision from start
  • Project plans must be realistic
  • Focus on quality not quantity develop quality
    standards
  • Ensure adequate capacity for implementation
  • Ensure project integration in longer term partner
    strategies
  • Ensure clear understanding of roles
    contribution of interns/volunteers
  • Diversify project income sources, joint funding

32
Recommended Changes to Enhance Sustainability
  • Sustainability plan strategy included in
    initial project concept plan
  • Define clearly what should be/become sustainable
  • Clarify length of donor involvement
  • Increase local and regional networks
    partnerships
  • Build the case for sport

33
Recommended Changes to Enhance Sustainability
  • Include a marketing/PR plan in project, develop
    interest sell the project to new donors
  • Build capacity in implementing partner
  • Train staff (management, fundraising)
  • Generate own income (set specific funds aside
    within projects)
  • Invest in organisational infrastructure
  • Contribute to building a capital fund
  • Sell expertise, but protect intellectual property

34
Conclusion New Partnership for Development
  • Go with the People,
  • Live with them,
  • Love them.
  • Start with what they know,
  • Work with what they have.
  • Of the best of Leaders
  • When the day is done, the work completed,
  • The people will say
  • We have done this ourselves.
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