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National Strategies Case Study

4.4.5.

4.4.6.

4.4.7.

4.4.8.

4.4.9.

complexity has been acknowledged by the international cooperation that seeks to complement the State’s efforts through its public entities at the national level. The implementation of execution units for significant projects with several components and the need to work with different sectors has been a satisfactory experience. These units are independent from the public administration—although under the scope of their supervision and oversight—are ad-hoc instances of the projects that ensure the exclusive attention on the implementation of the pertinent activities in the scheduled times. Execution units need to count on the appropriate human, material and logistic resources to do their job. However, a permanent political support is required in order that the different instances of the public sector support the project so that it can operate administratively and coordinate with other State sectors involved in the project in a satisfactory manner. From the point of view of the international cooperation, the mechanisms of the execution units also enable improved programming and better results, to the extent that the projects have been properly designed. Intermediate or periodic reviews may help redirect efforts when necessary. If the definition of a National Strategy, its Strategic and Operating Plans and the rollout of activities, responsible officers and indicators are duly designed and count on the support of the economic agents involved, these management instruments become true guides for AFT. The recent non-reimbursable cooperation with resources from USAID (Competitive MSE) and from the European Union (in connection with technical assistance to trade) has been inserted in the PENX, where the actions that require cooperation resources to be executed have been identified. In this way, all State and private sector interlocutors feel that resources are applied in a transparent manner in accordance with the needs that the country itself has determined. AFT agents must try to channel their initial communications through the technical entity responsible for trade-related issues in the country. In the case of Peru, this entity is MINCETUR. This initial contact does not mean that resources cannot eventually be channeled to other sectors. But this proceeding ensures more order and consistency between the offer for cooperation and the country’s trade-related needs. The follow up and monitoring on AFT projects must be broad and transparent. It is necessary that all the interested parties can have access to the information on the progress made by the project and the results obtained. The progress made by the project will entail real progress in the pending agenda shared by the public and private sector. The participation of the private sector and the civil society in AFT is fundamental. Nowadays, it would be impossible to think that the modern State could project its development without taking the private sector into consideration. This situation is more relevant when we are talking about trade, where the leading character is indeed the private sector. Even those activities that are implemented by the State with the support of AFT resources require the exchange with the private sector, which is increasingly aware of the main limitations of its country’s environment.

mobilizing aid for trade: focus on latin america and the caribbean: proceedings of the regional r...  

this report was prepared by the integration and trade sector (int) as a contribution to the regional meeting on mobilizing aid for trade: la...

mobilizing aid for trade: focus on latin america and the caribbean: proceedings of the regional r...  

this report was prepared by the integration and trade sector (int) as a contribution to the regional meeting on mobilizing aid for trade: la...

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