Transcript LIBERIA RECONSTRUCTION CONFERENCE - Somali

LIBERIA’S Joint Needs Assessment &
Results-Focused Transition Framework
Christian G Herbert
Minister of Planning and Economic Affairs
National Transitional Government of Liberia (NTGL)
Nairobi, November 2005
Background to the RFTF
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Decades of peace, prosperity and good
neighbourliness
Policy failures, bad governance and poverty
Failed political transition
Years devastating civil war
Isolated Government, divided country,
unstable region
A NEW BEGINNING: The Comprehensive
Peace Agreement (Accra, August 2003) and
UN SC Resolution 1509.
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The Stakeholders
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Liberian People
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National Transition Government of Liberia (NTGL)
The Former Warring Factions
Civil Society Organisations (including women, labour, & youth
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Local Private Sector and Business Groups
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organisations; CBOs, the media and political parties).
Local and International NGOs
Regional Groupings – AU, ECOWAS & MRU
United Nations, World Bank and IMF
Wider International Community
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The Vision
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A secure and enabling environment
leading to democratic elections and
recovery through the scrupulous
implementation of the Comprehensive
Peace Agreement under a cohesive,
accountable and adequately resourced
Transition Government at the service of
the Liberian people.
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The Focus
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Implementation of the Comprehensive
Peace Agreement (CPA) & UN SC 1509.
Two-year transition period 2004 – 2005
National priorities
Funding gaps (humanitarian emergency,
recovery and reconstruction)
Capacity building and absorptive potential
Results-orientation.
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Guiding Principles
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National ownership
Effective participation and
inclusion
Building on existing national
capacity
NTGL leadership
‘One team approach’
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Needs Assessment Methodology
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Review of baseline documents
Govt-commissioned thematic reports and inputs
Sector working papers
Limited field observations
Focus group consultations
Thematic workshops
National stakeholder consultations
High-level summit
Use of local consultants, international experts and
advisory services from UN System, WB and IMF
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The RFTF Clusters
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Security
DDRR Process
Repatriation,Reintegration, Rehabilitation, and
Reconstruction - Refugees, Returnees and IDPs
Good Governance and Democratic
Development
Elections
Basic Services
Restoration of Productive Capacity
Infrastructure
Economic Policy & Development Strategy
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Cross-cutting Themes
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Gender
Environment
Human Rights
HIV/AIDS
Shelter, Housing & Property Rights
Timber Production and Management
Media Development
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Reconstruction Costs
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The total financial requirements to fully
realise the RFTF is US$486 million.
In addition, earlier identified needs in the CAP
2004 total US$179m.
All of the identified needs require external
donor assistance.
LRC, New York February 24 2004, realised
US$522m in pledges.
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Multiple Funding Scenario
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Weakened national financial
management and accountability
mechanisms.
Donors preferred their own funding
mechanisms
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Pooled sources through established TFs –
e.g UNDP-managed LEGTF, DDRR TFs
Direct funding by donors
Parallel: NTGL’s own (limited) resources
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Coordination Mechanism
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National level RFTF Implementation
Monitoring and Coordinating body (RIMCO)
chaired by the Head of State, co-chaired by
two partners - UN RC and WB Director.
Technical level RFTF Working Committees
chaired by relevant line ministries or national
institution, co-chaired by two partners drawn from national and donor institutions.
RIMCO support Office based in the Ministry of
Planning.
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Lessons Learned - JNA
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Overcomes the traditional dichotomy between
emergency relief & recovery
Blends the political (CPA), security (UNSC 1509) and
reconstruction imperatives into a seamless
development framework (RFTF).
Cluster approach facilitates focus on results and
outcomes, NOT technical issues and agency mandates
Stakeholder consultations provided much needed
reality checks and sense of ownership
RFTF became the instrument for national development
management, partnerships and resource mobilisation
Remains the platform for future development strategy –
MDG-based Poverty Reduction Strategy.
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Lessons Learned – JNA II
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Absence of capacity building as a major issue
and cost item in the JNA was a drawback.
Cross-cutting themes, like capacity building
should be explicitly factored into the results
matrix and budgeted accordingly
Limited access and reliable data are a serious
handicap, leading to serious under-assessment
of needs. Once access is guaranteed, annual or
mid-term review of JNA is necessary to validate
targets and priorities and keep on track.
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Lessons Learned - Coordination
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Coordination and funding mechanisms are better
finalised during the JNA. This would help avoid
time lags and long-drawn arguments.
Focus on few, even if broad, critical result areas.
Too many clusters further constrain limited
national capacity to coordinate, monitor & report
implementation progress.
Exit strategy (e.g PRS or MDG-based Plan) should
be foreseen and Planned ahead.
Dedicated capacity and financial support required
to support cluster level activities
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Lessons Learned – Coordination II
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In a multiple funding environment, implementing
NGOs have multiple reporting roles which require
special attention to delineate and monitor.
Multiple funding arrangements create tension
with national ownership, unless mandatory
financial reporting responsibilities are
established.
Trust Funds work better as independent, multidonor mechanism and potential source of
national capacity building for project financial
and operational management.
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Guide to the FUTURE
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Focus – on results
Unity of purpose
Team approach
Unity of direction
Results orientation
Empower national counterparts
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THANK YOU!!!
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