OECD Development Co-operation Peer Reviews: Switzerland 2019

Conducting the peer review
Abbreviations and acronyms
Switzerland’s aid at a glance
Context of the peer review of Switzerland
	Political and economic context
	Development co-operation system
	References
The DAC’s main findings and recommendations
	Switzerland is a strong development partner
		Switzerland is well positioned to influence global policy-making processes
		Switzerland’s comprehensive vision for development is part of a whole-of-government approach
		Switzerland leverages additional funds for development
		Flexible programming supports innovation and a focus on results
	Switzerland can build on its achievements
		Policy coherence is addressed, but public debate could be wider
			Recommendation:
		Approaches to gender equality and governance could support transformative change
			Recommendation:
		A more strategic approach could help Switzerland further capitalise on its partnerships and live up to its commitment to country ownership
			Recommendations:
		Quality assurance and results management mechanisms are geared towards accountability more than decision-making
			Recommendations:
		Having the right expertise in the right place could become a challenge
			Recommendation:
		Switzerland could review its in-kind assistance to ensure it is aligned with its strong humanitarian tradition
			Recommendation:
	Switzerland needs to address ongoing challenges
		Switzerland should return to its commitment to provide 0.5% gross national income (GNI) as ODA
			Recommendations:
		ODA is under pressure to limit irregular migration
			Recommendation:
		Setting priorities at the level of the framework credits results in geographic and thematic dispersion
			Recommendations:
Chapter 1.  Switzerland’s global efforts for sustainable development
	Efforts to support global sustainable development
		Switzerland shows strong support for an impactful multilateral system
		Switzerland uses its knowledge and standing to advocate for human rights and responsible business
	Policy coherence for sustainable development
		Despite a pragmatic approach to policy coherence, challenges persist
		Inconsistencies remain, but Switzerland is taking action
	Global awareness
		Switzerland’s communication on development co-operation and reflection on global citizenship is limited
		Switzerland invests insufficiently in awareness-raising
	Notes
	References
Chapter 2.  Switzerland’s policy vision and framework
	Framework
		Government and parliament share a vision for development co-operation
		The vision is aligned with the 2030 Agenda, but is under pressure to focus on irregular migration
		Multiple priorities do not spell out Switzerland’s strengths
	Principles and guidance
		Switzerland is defining its approach to leave no one behind
		Mainstreaming gender equality and governance could support a more transformative approach
		Switzerland can step up its political work to address fragility
	Basis for decision making
		Global programmes focus on vulnerability and frame global engagement
		The rationale for engaging at the regional and country levels is not prescriptive
		A broad range of partnerships with different levels of strategic ambition
	Notes
	References
Chapter 3.  Switzerland’s financing for development
	Overall ODA volume
		The 2017-20 Dispatch does not strive to meet Switzerland’s commitment to allocate 0.5% of GNI as ODA
		Switzerland does not report ODA figures in a timely manner
	Bilateral ODA allocations
		Switzerland is close to meeting the international commitment to LDCs
		Switzerland’s bilateral ODA is spread across numerous countries
		Thematic allocations reflect the breadth of Switzerland’s priorities
		Cross-cutting themes are not fully mainstreamed
		NGOs are key partners
	Multilateral ODA allocations
		Multilateral ODA is targeted and focused
	Financing for development
		Switzerland has a diverse platform to leverage additional funds for development
		Switzerland tracks and reports flows beyond ODA
	Notes
	References
Chapter 4.  Switzerland’s structure and systems
	Authority, mandate and co-ordination
		Shared authority for 78% of the co-operation programme
		Moving from co-ordination to collaboration
		A whole-of-government approach in Switzerland and in partner countries
	Systems
		Strong quality-assurance mechanisms
		Risk, including risk of corruption, is managed strategically
		Switzerland champions innovation
	Capabilities throughout the system
		Having the right expertise in the right place could become a challenge
	Notes
	References
Chapter 5.  Switzerland’s delivery modalities and partnerships
	Partnering
		Switzerland could capitalise better on its partnerships
		Support for donor co-ordination does not translate into joint approaches
		Swiss programming and budgeting are predictable and flexible
		Insufficient access to documentation reduces transparency
		The bulk (94.3%) of Switzerland’s aid to LDCs is untied
	Country-level engagement
		Mixed progress in development effectiveness contrasts with Switzerland’s commitment
		Thorough context analyses and monitoring boost Swiss efforts in fragile contexts
		Political conditionalities loom over the public debate
	Notes
	References
Chapter 6.  Switzerland’s results, evaluation and learning
	Management for development results
		A strong results culture, focusing on countries’ development outcomes
		Disaggregated data will be necessary to assess whether no-one is left behind
		Moving from supporting to using partners’ results systems
		Rebalancing learning and accountability is key for purposeful results-based management
	Evaluation system
		SECO and SDC evaluation systems are in line with the DAC principles
		More opportunities to build partner countries’ evaluation capacities
	Institutional learning
		Evaluations are used as a management tool
		Thematic networks are useful for building knowledge jointly with partners
	Notes
	References
Chapter 7.  Switzerland’s humanitarian assistance
	Strategic framework
		A strong humanitarian tradition, backed by solid public and political support
		Some progress on humanitarian-development-peace coherence (the nexus)
		The humanitarian budget has been largely protected from cuts
	Effective programme design
		In line with Grand Bargain principles, Switzerland’s funding is based more on partnership than “what” or “where”
		“As local as possible”
	Effective delivery, partnerships and instruments
		A broad humanitarian toolbox, but concerns about the role of in-kind aid
		A valued and strategic partner for multilateral agencies and NGOs
		Good co-ordination with other donors, both globally and locally
	Organisation fit for purpose
		Cross-government coherence has improved
		Processes and systems have been fine-tuned over the years
	Results, learning and accountability
		Monitoring based on mutual accountability, sharing and learning
		A stronger communications presence, but the overall narrative needs updating
	Notes
	References
Annex A. Progress since the 2013 DAC peer review recommendations
	Global efforts for sustainable development beyond aid
	Strategic orientations - Policy vision and framework
	Financing for development - Volume and allocation
	Structure and systems
	Delivering modalities, results, evaluation and learning
	Humanitarian assistance
Annex B. OECD/DAC standard suite of tables
Annex C. Field visit to Ukraine
	Development in Ukraine
		Economic, political and territorial crises constrain Ukraine’s potential
	Towards a comprehensive Swiss development effort
		A long-standing partnership for transition and stability in Eastern Europe
	Switzerland’s policies, strategies and aid allocation
		A conflict-sensitive strategy
		Technical work supports Ukraine’s reform agenda
		The strategy is spread across broad themes
		Efforts to mainstream gender equality are not fully translated in programming
	Organisation and management
		An integrated Swiss embassy offers new opportunities
		Staff are an asset of the Switzerland’s development co-operation
	Partnerships, results and accountability
		Flexible programming and partnering enhance impact in fragile contexts
		A labour-intensive instrument to carry out the humanitarian programme
		Partners’ full potential is not used
		Donor co-ordination boosts activities
		Evaluations and results information steer projects
	Notes
	References
Annex D. Organisational charts