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December 5, 2017

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Recent Publications

Europe – Africa relations in a multi-crises world: Turning the page after COVID-19, the EU-AU Summit and the war against Ukraine

This report addresses the state of Africa-Europe relations, almost one year after the 6th AU-EU Summit, providing a number of policy recommendations to African and European decision makers in four key areas of cooperation : climate change and fair energy transition; food security; peace, security and participatory governance; and development finance.
African Union-European Union cooperation on climate and energy: Discussing perspectives on hydrogen and just transitions

This policy brief analyses policy convergence and divergence between Europe and Africa in the field of climate and energy and identifies areas for further policy debate beyond COP27. Specifically, it examines cooperation efforts and challenges in two areas: hydrogen and JETPs.
The implications of global multi-crises for EU-Africa relations. In the food security domain

Food insecurity had been worsening significantly in Africa even before Russia´s invasion of Ukraine. Climate shocks, the COVID-19 pandemic and regional conflicts were disrupting food production and distribution resulting in rising costs for agricultural commodities on the continent. The war in Ukraine exacerbated the situation, pushing food and fertiliser prices even higher.
Implications of COVID-19 and Russia’s war in Ukraine for EU-Africa relations – Development finance

To which extent the framework and initiatives for EUAfrica relations are still fit for purpose, in particular in terms of mobilisation of resources for Africa’s resilience and sustainable development, or must be adapted to better respond to the new era of poly-crises?
The EU-Africa peace and security partnership. Political and financial stumbling blocks and a few ways forward

The EU-Africa partnership has ebbed and flowed over the years, with the period since 2020 being particularly dynamic. With the Covid-19 pandemic, the response to the war in Ukraine and the subsequent energy crisis in Europe, cleavages have been unearthed in the partnership.
Revamping international response to global food insecurity. Building transparent and participatory selection processes and governance in the UN Rome-based Agencies (RBAs)

Three concurrent crises — climate change, the COVID-19 pandemic and the conflict in Ukraine — have combined to worsen food insecurity and malnutrition around the globe. Extreme climate events are becoming more frequent and severe, magnifying the already higher food prices caused by agricultural supply chain disruptions precipitated first by the pandemic and now by geopolitical turbulence. The Rome Based Agencies are called to provide concrete and effective responses to these multi-crises. This report is the result of an Open Consultation Forum organised with IFAD running candidates in June 2022.
Donors, implementing agencies and DFI/PDB cooperation. The case of Italy: MAECI, AICS and CDP

There are three main actors in the Italian development cooperation system: (i) the Ministry of Foreign Affairs and International Cooperation (referred to by its Italian acronym, MAECI), (ii) the Italian Agency for Development Cooperation (AICS, from the Italian acronym) and (iii) Cassa Depositi e Prestiti (CDP), a prominent Italian investment bank. The roles of these main players were reshaped in 2014 with the adoption of Law 125/2014, aimed at fostering the involvement of new actors from the non-profit and private sectors and aligning Italian international cooperation with the prevailing models of other European countries.1 To improve policy coherence, the law introduced the Inter-Ministerial Committee for International Cooperation and Development Policy (known by the acronym CICS, from the Italian name). It also created the position of Deputy Minister for Cooperation, under the MAECI. Furthermore, it established the National Council for Development Cooperation (CNCS), a body for debate and consultation among public and private, commercial and non-profit stakeholders operating in the sphere of international development cooperation. Read the Italian case study here. Author: Fabrizio Botti (IAI) The author would like to thank the people interviewed for this study and San Bilal for his comments. ETTG study conducted for the Practitioners’ Network for European Development Cooperation. This study is part of a series of analyses covering 8 European case studies (Germany, France, the Netherlands, United Kingdom, Spain, Italy, the European Investment Bank -EIB and the European Bank for Reconstruction Development – EBRD) as well as a synthesis report. Presentation of the analysis report here. Photo by Jonathan Bean on Unsplash. The views are those of the authors and not necessarily those of ETTG.
Donors, implementing agencies and DFI/PDB cooperation. The case of Spain: AECID, FIIAP, COFIDES and FONPRODE

The Spanish system for international development cooperation consists of a web of official institutions, at different administrative levels, as well as non- governmental organisations, such as Coordinadora de ONGD (the NGO platform), and consultation bodies like the development cooperation council (Consejo de Cooperación para el Desarrollo). The system’s structure and complexity partly explain the coordination challenges detailed in this case study. At the central administrative level, technical cooperation is implemented by the Spanish Agency for International Development Cooperation (AECID) and by the international and Ibero-American foundation for administration and public policies (Fundación Internacional y para Iberoamérica de Administración y Políticas Públicas, FIIAPP), with the latter focused on public technical cooperation. Like most EU donors, Spain does not have a public development bank (PDB). However, it does have a development finance tool, the fund for the promotion of development, FONPRODE (Fondo para la Promoción del Desarrollo), managed by AECID with the support of the state-owned Official Credit Institute (Instituto de Crédito Oficial) and COFIDES, which is a public-private company depending on the Secretary of State for Trade and member of the EDFI Association. Read the Spanish case study here. Authors: Iliana Olivié and María Santillán (Elcano) The author would like to thank the people interviewed for this study and San Bilal for his comments. ETTG study conducted for the Practitioners’ Network for European Development Cooperation. This study is part of a series of analyses covering 8 European case studies (Germany, France, the Netherlands, United Kingdom, Spain, Italy, the European Investment Bank -EIB and the European Bank for Reconstruction Development – EBRD) as well as a synthesis report. Presentation of the analysis report here. Photo by Sam Williams on Unsplash. The views are those of the authors and not necessarily those of ETTG.
Donors, implementing agencies and DFI/PDB cooperation – The case of the UK: BII and FCDO

British International Investment (BII) is the United Kingdom’s development finance institution (DFI). It is entirely owned by the UK government and its single shareholder is the Foreign, Commonwealth and Development Office (FCDO), represented by the Secretary of State for FCDO. The relationship between FCDO and BII has evolved over time and continues to evolve. Over the last few years, there has been a growing appreciation within the UK government of the value of BII as an important channel to achieve not only UK development objectives but also to contribute to geopolitical objectives such as promoting Global Britain. The result has been a rising profile of BII towards achieving broader UK government policy objectives. Strategic policy coordination and collaboration At the highest level, integration and coordination are governed by five-year BII strategies, which reflect the policy preferences of the government of the day and lock in alignment with these. The latest BII strategy and investment policy, for 2022-2026, were developed and negotiated by BII and FCDO in 2020 and 2021 (BII 2021a, 2021b). These reflect high-level UK government policy objectives and priorities in relation to geography, sector and cross-cutting issues, such as tacking climate change and gender inequality. The strategy sets the broad parameters within which BII operates on an arm’s length basis. Quarterly shareholder meetings allow for general shareholder oversight to ensure that BII is on track to deliver the priorities of the UK government as set out in the strategy and investment policy. The FCDO BII shareholding team meets on a weekly basis with BII; it manages the UK government relationship with BII and plays a coordinating role across FCDO and the UK government more broadly. Read the UK case study here. Author: Samantha Attridge (ODI) The author would like to thank the people interviewed for this study and San Bilal for his comments. ETTG study conducted for the Practitioners’ Network for European Development Cooperation. This study is part of a series of analyses covering 8 European case studies (Germany, France, the Netherlands, United Kingdom, Spain, Italy, the European Investment Bank -EIB and the European Bank for Reconstruction Development – EBRD) as well as a synthesis report. Presentation of the analysis report here. Photo by Max van den Oetelaar on Unsplash. The views are those of the authors and not necessarily those of ETTG.
Donors, implementing agencies and DFI/PDB cooperation – The case of France: AFD and Proparco

In France, blending operations are implemented by the public development bank (PDB) Agence Française de Développement (AFD) and the development finance institution (DFI) Proparco. Proparco has gained a larger role in recent years, reflecting a growing recognition of the need to mobilise private investment. Proparco is part of the AFD Group and in charge of all development operations with the private sector. Its latest capital increase dates back to 2020, bringing its share capital to €984 million. AFD is France’s main implementation agency. It finances the public sector, non-governmental organisations (NGOs), and research and education in sustainable development. In principle, coordination between AFD and Proparco is embedded from the start as part of a group approach in which each organisation builds on the comparative strengths of the other. Both Proparco and AFD implement France’s development cooperation and international solidarity strategy. In doing so, they cooperate with the responsible ministries from an early stage. In addition to providing funding, France’s Ministry for Europe and Foreign Affairs and Ministry of Finance designed the legal and strategic framework in which Proparco and AFD operate. In August 2021, France adopted a new law on solidarity-based development and the fight against global inequality. Its first article sets out global strategic objectives for development and a mandate shared by all French development actors, including AFD and Proparco. These strategic objectives are further defined in thematic priorities by the Inter-Ministerial Committee for International Cooperation and Development (CICID). Read the case study here. Author: Élise Dufief (IDDRI) The author would like to thank the people interviewed for this study and San Bilal for his comments. ETTG study conducted for the Practitioners’ Network for European Development Cooperation. This study is part of a series of analyses covering 8 European case studies (Germany, France, the Netherlands, United Kingdom, Spain, Italy, the European Investment Bank -EIB and the European Bank for Reconstruction Development – EBRD) as well as a synthesis report. Presentation of the analysis report here. Photo by Anthony Choren on Unsplash. The views are those of the authors and not necessarily those of ETTG.

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