2. Financing of OAS Activities Sources of cooperation Cooperation modalities Cooperation actors Specific Funds management models and resources mobilization

3. Sources of Cooperation Financial 1. Regular Fund 2. Voluntary Funds (FEMCIDI) 3. Specific Funds Non-financial

4. Cooperation Modalities Direct Partnerships with other actors Experience sharing (networks, South-South, triangular, etc.) Training programs

5. Beneficiaries Donors Bilateral Multilateral Foundations and associations Private sector General Secretariat and its different areas Member States Cooperation Actors

6. Funds Management Models Financing of projects and/or activities Financing of programs with different components Cooperation funds Donor tables

7. 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

8. Specific Strategic Objectives: 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

9. To achieve the General Objective and Specific Strategic Objectives we have a challenge (RETO) Results Efficiency and effectiveness __________Viable TransparencyPartner Objectives (clear and focalized) AND Be able to demonstrate the added value of working with the OAS

10. 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.

11. 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

12. Actions: A. Increase of Donors and contributions Conduct analytical work and research on donors 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

13. 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)

14. 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.)

15. 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

16. 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 Results-based Management

17. 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

18. 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 CEPs approval

19. 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)

20. 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.)

21. 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