UNESCO -- A NEW VIEW ON ITS EXTRA-BUDGETARY FUTURE

UNCLAS PARIS 006251

SIPDIS

FROM USMISSION UNESCO PARIS

E.O. 12958: N/A
TAGS: UNESCO SCUL
SUBJECT: UNESCO -- A NEW VIEW ON ITS EXTRA-BUDGETARY FUTURE



1. Summary: A day long debate at UNESCO raised the profile on the
growing importance of extra-budgetary funding for the organization,
and the associated challenges and problems that come with such
voluntary contributions. Craig Kennedy, President of the US German
Marshall Fund, was among the best-received speakers, and reinforced
the USG's position regarding greater accountability for extra-
budgetary funds at UNESCO. End Summary.


2. In setting the stage, Deputy Director General Barbosa reminded
the gathering that extra-budgetary funding is now greater than
member assessments. According to the latest budget figures, USD 373
million was from extra-budgetary sources and USD 305 million was
from member assessments. Barbosa said that one-third of the
extra-budgetary funding was directly tied to the funds in trust for
the Brasilia office, and another third was tied to Iraq
reconstruction efforts. He reminded the group that the total extra-
budgetary funding is provided by only 10 major donors, and some 50
other minor donors. All in all, the extra- budgetary monies fund
over 2,000 individual projects due to earmarking.


3. The issue of earmarking raised the question about how UNESCO can
ensure a coherent plan of action when individual donors are
directing how their contributions must be spent. DDG Barbosa said
that the answer was to push for multi-year funding, more donors, and
no earmarking of contributions.


4. Among the key issues raised was the possibility of increasing
extra-budgetary funding by tapping into private sources, including
institutions, companies, and even soliciting funding from
individuals.


5. Another point raised was the possibility of reducing the 13
percent standard UNESCO "service" charge, which is viewed as
particularly high by donors. Others said that the problem is more
one of transparency, making it clear to donors what the money is
used for, e.g., permanent staff, office space, communications, etc.


6. The ambassador of Sweden, one of UNESCO's two biggest
extra-budgetary donors, said that the key to improving the funding
situation is better monitoring and accountability through results
based management. DDG Barbosa pointed out that the rules that form
the complex maze for the extra- budgetary funding are the result of
demands on the part of member states, and that it is simply not
possible for the Secretariat to change direction as it chooses.


7. Later in the afternoon, Ambassador Oliver reinforced the need for
greater accountability, saying that success in any fundraising
effort is achieved when the potential donor is confident that the
funds given will be used effectively and wisely. She also told the
group that any fundraising effort begins by ensuring the potential
donor fully understands the importance of the project and trusts the
capability of the organization to carry it out. She said that no
partnerships are possible when the potential donor doesn't
understand what the projects will be and how the money will be used.
When those elements are clear, the money will come. Finally,
Ambassador Oliver made the point that UNESCO has great potential,
but we must make some tough decisions to make sure that potential
donors see the organization as a reliable and effective steward in
handling voluntary contributions.


8. The question was also raised about how exactly UNESCO would be
raising funds in the future. Would fundraising be the work of
National commissions, in the style of UNICEF's national committees,
which are responsible for their national level fundraising? Or,
should field offices be given the role of lobbyists and fundraisers?



9. Craig Kennedy, President of the US-German Marshall Fund (a
speaker arranged by the U.S. Mission),talked about the bias of
private donors, who prefer to give to NGO's. He said that private
donors often see multilateral organizations as bureaucratic,
inefficient and difficult to work with. He said that UNICEF's
marketing genius was its ability to project itself as an NGO. He
also said that multilateral organizations are seen as too political,
and are viewed as being resistant to evaluation. He stressed the
need to develop clear strategies, convey clear mission statements
and priorities, and taking on an entrepreneurial approach to
fundraising. He said that the key is to create an identity of being
able to do something "uniquely better" than anyone else.


10. Ambassador Yai brought the day's discussions to a close by
promising to hold further strategy discussions on the subject of
UNESCO's extra-budgetary funding, and reiterating that UNESCO needs
to develop the skills that the new world demands of it. KOSS