Title: Donor Funding for Sport
1Donor Funding for Sport DevelopmentA
Recipient Partner Perspective
- Workshop Report To Donors
- London, 29 May 2003
2Workshop 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
3The Donor-Recipient Partnership
- An Unequal (political) Relationship
4The 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)
5VALUES
- 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
6Agreed Recipient Values
- Mutual Respect
- Transparency Open Communication
- Accountability for Results
- Professionalism Commitment to Excellence
- Flexibility Adaptability
- Sustained Commitment by Partners
7Agreed 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)
8Agreed 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
9Agreed 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)
10Agreed 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
11Agreed 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
12Agreed 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
13PARTNERSHIP
- 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?
14PHASE ONE Developing the Partnership
15Developing 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
16Developing 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
17Developing 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
18Recommendations 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
19Recommendations 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
20PHASE TWO Implementing the Partnership
21Implementing 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
22Implementing 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
23Implementing 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
24Implementing 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
25Recommendations 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
26Recommendations 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
27PHASE THREEBeyond Partnership- Sustainability
28Towards 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
29Towards 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
30Towards 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
31Recommended 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
32Recommended 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
33Recommended 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
34Conclusion 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.