Transcript Folie 1

DEVELOPMENT PARTNERS WORKING GROUP ON
DECENTRALISATION & LOCAL GOVERNANCE (DeLoG)
GENDER, DECENTRALISATION, LOCAL GOVERNANCE
AND AID EFFECTIVENESS
Presentation by Jochen Mattern for
HIGH LEVEL GLOBAL MEETING
"Increasing Accountability and Development Effectiveness
through Gender Responsive Planning and Budgeting"
26 - 28 July 2011 in Kigali, Rwanda
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 About DeLoG
 Gender, DLG and Aid Effectiveness
 Ownership
 Accountability
 Role of Local Governments
 DP Support to DLG and Gender
 Political Economy Analysis
 Harmonisation and Alignment
 Managing for Development Results and Capacity
Development
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ABOUT DELOG
 The informal Development Partners Working
Group on Decentralisation & Local Governance
was founded in 2006.
 The Secretariat is hosted by GIZ (InWEnt) since
2008
 In July 2011 the new abbreviation for the working
group changed from
DPWG-LGD to DeLoG
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MULTILATERAL ORGANISATIONS
 United Nations Development
Programme
 World Bank
 UN Capital Development Fund
 African Development Bank
 UN-Habitat
 Inter-American Development Bank
BILATERAL ORGANISATIONS
 Deutsche Gesellschaft für
Internationale Zusammenarbeit
 German Federal Ministry for Economic
Cooperation and Development
 German Development Bank
 Norwegian Agency for Development
Cooperation
 Irish Aid
 Spanish Ministry of Foreign Affairs and
Cooperation
 Belgian Technical Cooperation
 Swedish International Development
and Cooperation Agency
 Dutch Ministry of Foreign Affairs
 EuropeAid, European Commission
 Lux-Development
 Royal Danish Ministry of Foreign
Affairs
 French Ministry of Foreign Affairs
 French Development Agency
 Austrian Development Agency
 Canadian International
Development Agency
 United Kingdom Department for
International Development
 The Ministry of Foreign Affairs of
Finland
 Swiss Agency for Development and
Cooperation
 United states Agency for
International Development
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OBJECTIVES
Enhanced Harmonistation and Aid Effectiveness
in Decentralisation and Local Governance (DLG)
DeLoG specifically seeks
 To share knowledge to achieve goals of the Paris
Declaration and the Accra Agenda for Action in the sector
of LGD
 To build up shared visions and co-ordination means for
supporting national strategies in LGD
 To contribute to joined capacity building initiatives in the
field of LGD and aid effectiveness
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ANNUAL MEETINGS
Brussels 2011
(28 MO)
Washington 2010 (28 MO)
Bratislava 2009 (28 MO)
Paris 2008 (27 MO)
Berlin 2007 (22 MO)
Frankfurt / Brussels 2006
(13 /16 Member
Organisations (MO)
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GENDER, DLG AND AID EFFECTIVENESS
"Gender equality, respect for human rights, and
environmental sustainability are cornerstones for
achieving enduring impact on the lives and potential of
poor women, men, and children. It is vital that all our
policies address these issues in a more systematic and
coherent way." (Accra Agenda for Action)
 Gender and Local Governments well positioned in AAA
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"Ownership and self-development form the common core of
our development partnerships. We encourage leadership
by developing countries as they work to realise these
priorities, consistent with international agreements on
human rights, decent work, gender equality and disability."
(First Draft Busan Outcome Document)
 Draft Busan Outcome Doc. makes hardly any reference.
 New Agenda: Emerging Donors, Aid for Trade, G20
 Gender and DLG still relevant for delivering effective aid
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IMPORTANCE OF DLG FOR GENDER
 Women are more depending on basic public services and
their lack has a high impact (water, health, education). DLG
reforms improve differential service access.
 DLG reforms enhance democratisation, citizen's and
women's participation and local economic development
(Local female Leadership)
 Fiscal Decentralisation (GRB, PFM): 1.Local resources and
2. intergovernmental transfers
1. tax incentives vs. expenditure allocation (consumption and
capabilities) crucial for female economic empowerment
2. mix of general purpose grants (ensure provision of services)
and specific purpose grants (target gender equity)
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INCLUSIVE OWNERSHIP
 Evolving Ownership concept from Paris to Accra
 Sub-national Governments important stakeholders
for inclusive ownership
 Secures inclusion of gender / women issues
 Local ownership over aid is crucial (see below)
 Inclusive Ownership concept is not well reflected in
Busan Outcome Document
 Existing Challenges on local ownership: superficial
participation, no adequate funding for Local
Development Plans, lack of gender mainstreaming
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ACCOUNTABILITY
 Growing recognition to shift from mutual to promote
a culture of accountabilities (negative effects on
domestic accountability)
 GBR increases accountability and transparency of
(local) public spending
 DLG crucial for improving domestic accountability
 Women benefit substantively from increased
accountability
 Accountability to aid beneficiaries (often women
and girls) crucial for improving effectiveness
 Transparency, Answerability, Enforcement
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SYSTEM OF ACCOUNTABILITIES
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ROLE OF LOCAL GOVERNMENTS
 Key actors for ensuring downward accountability (to
beneficiaries of aid, women, children) and
 Broker of balancing upward and downward accountability
 articulate territorial and local economic dimension of
development planning
 LGs determine planning/expenditure priorities: needs to
ensure local PFM is functioning and GRB is integrated
local planning and budgeting.
 Need to be in capacity to manage and coordinate aid in
their constituencies effectively to align aid to local
development priorities, including CSOs
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DP SUPPORT TO DLG AND GENDER
 Growing donor fatigue in support to DLG and Gender
 But new and old rationales to continue support:
 fast urbanisation, social pressures (social exclusion,
“digital democracy”, social media, local economic
development (youth employment pressures, cities
competitiveness), environmental issues (climate
change, disaster prevention, renewable
energies),women especially affected
 Overall progress towards PD/AAA implementation
 But remaining challenges that will be addressed in
the following...
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LACK OF UNDERSTANDING OF
POLITICAL ECONOMY OF OWNERSHIP
 ignoring of political and institutional incentives faced by
involved or affected stakeholders (paradox of power)
 Relative strength of gender ministry, conflicting interests
and policy objectives
 DLG / gender sensitive reforms not a single / on time act
but priorities and velocity can change substantively (DPs
need to adapt)
 Governments of Partner Countries are not monolithic
blocks but institutions with differing objectives / interests
 Necessary to adopt an open system approach
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AN OPEN SYSTEM APPROACH
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INSUFFICIENT LINKING TO RELATED PSR
 Lack of linking DLG / gender reforms to broader
PSR (PFM, Public Service, Service Delivery)
 Functioning PFM essential for GRB, fiscal
decentralisation
 SWAps reinforce recentralisation and often
undermines gender sensitive DLG reforms
 Restricted municipal autonomy, and influence of
population over development priorities
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ALIGNMENT & HARMONISATION CHALLENGES
 Limited use of country systems (weak (local) PFM
systems, internal DP mechanisms)
 Alignment best option for harmonisation (lack of
coherent policies, lack of country leadership)
 2nd best option DP driven harmonisation has improved,
but remaining DP fragmentation amongst and within DPs
 Joint analysis tools (PEA, gender analysis, gender audit)
 Limited Division of labour (territorial imbalances,
uncoordinated approaches, project cycles not harmonised)
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MUTUAL ACCOUNTABILITY AND
MANAGING FOR RESULTS
 DP support to MDR focused mostly on national level
 sub-national level not (fully) integrated into national
mutual accountability frameworks
 Results oriented performance assessment frameworks
often weak and lack gender lense (sex-disgregated data,
indicators for gender equality, gender responsive poverty
and social impact analysis, gender expenditure tracking)
 lack of country owned M&E systems and reliable data.
 Measurement of DLG and gender mainstreaming difficult
and complex (differing results expected, reforms formally
adopted, but implementation and sustainability?)
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RETHINKING OF CAPACITY DEVELOPMENT
 Progress in strengthening local capacity including
gender mainstreaming
 Still too supply driven and not sufficiently owned
 Often aligned to one Ministry (gender) but not
embedded in overall process of system development
and human resource policy
 CD programmes are not enough harmonised
 targeting right actors, demand driven CD, on the job
training, joint learning (train4dev)
 DPs have started to support national CD institutions
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CONCLUSIONS
 Gender sensitive DLG is an important building block to
enhance aid and ultimately development effectiveness
 Gender aspects needs to be more effectively mainstreamed
into DLG interventions
 (local) PFM systems need to be strengthened and linked to
fiscal decentralisation to improve GRB, use of country
systems
 (Joint) analysis and results assessments frameworks
need to be used to effectively track impact to gender related
support
 DP support needs to be better harmonised, specifically in
CD and needs to include CSOs
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THANK YOU
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