Transcript Enabling Country Capacity to Achieve Results

October 14, 2005
UN
The Comprehensive Development
Framework
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Long-term holistic vision all major elements affecting development
are considered together and used to guide short- and medium-term
actions articulated in a national development strategy, and linked to the
budget through a MTEF
 Country ownership strategic priorities are identified by developing
countries themselves, with the involvement of relevant government
institutions, civil society, including the poor and the private sector, and
with technical advice from development assistance agencies
 Country-led partnership development assistance is coordinated
under government leadership, aligned with national development
strategies and harmonized with country procedures and processes,
including the national budget cycle
 Results focus systematic evaluation of performance to measure
progress, increase accountability and adjust strategy to emerging needs
and setbacks
Are the CDF principles still valid?
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Growing consensus within the development
community
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Approach to development key to building country
capacity as much as specific interventions such as
training or technical assistance
Are the CDF principles still valid?
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Driving core principles of the PRS process as
reiterated in the 2005 Bank/IMF PRS Review
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Comprehensive medium to long-term strategies,
country-driven, partnership-oriented, resultsoriented
Are the CDF principles still valid?
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Consistent with the 2005 World Summit Outcome
 Called to Adopt, by 2006, and implement
comprehensive national development strategies
to achieve the internationally agreed
development goals and objectives, including the
Millennium Development Goals
Are the CDF principles still valid?

Embedded in the Paris Declaration
Basis for monitoring progress indicators 1
(Ownership) and 11 (Managing for Results)
 Key to making progress in all Paris indicators
(Alignment, Harmonization and Mutual
Accountability)
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Is the PRS facilitating use of the CDF
principles?
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Our methodology
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59 countries with a PRS/IPRS or Transitional Results Matrix
Country groups analyzed by age of PRS and LICUS
20 indicators
LEADS assessment
Desk review
Input from Bank country teams
Survey of key external partners in each country
e-discussion
Roundtables
Long-Term Holistic Vision
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CDF Indicators
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Coherent long-term vision
Medium-term strategy derived from vision
Country-specific development targets
Holistic, balanced and well-sequenced strategy
Capacity and resources for implementation
Basis for monitoring progress of Paris indicator 1
(Ownership)
Long-Term Holistic Vision
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Overall assessment
9
percent of partner countries have
substantially or largely developed operational
national development strategies
Long-Term Holistic Vision
Detailed assessment
PRS two years old
or more
PRS less than two
years old
12%
3%
61%
23%
24%
6%
65%
47%
4%
8%
41%
6%
LICUS
0%
20%
L
40%
E
A
60%
D
S
80%
100%
What will it take to meet the Paris indicator
on operational development strategies?
An example from Yemen
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Disconnect between national development
strategy and PRS
Strategic Vision 2025 linked to constitutionallymandated Second Plan 2001-05
 Initially UNDP and World Bank working separately
 PRS 2003-05 not integrated with the Vision or the
Plan
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What will it take to meet the Paris indicator on
operational development strategies?
An example from Yemen (cont.)
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Integrating national development strategy, PRS
and MDGs
UN Millennium Project, UNDP and World Bank
now working together in assisting the
Government in updating the Plan
 Third Plan 2006-10, aligned with Strategic Vision
and tailored to achieving MDGs, will become
Yemen’s new PRS
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Country Ownership
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CDF Indicators
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Government initiative
Institutional mechanisms for stakeholder involvement
Civil society involvement
Private sector involvement
Parliamentary involvement
Capacity to formulate strategy, e.g. distribution of skills
and resources
Instrumental for achieving Paris indicator on Mutual
Accountability
Country Ownership
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Overall assessment
 Country
ownership is largely developed in 7
percent of partner countries where solid
mechanisms of inter-ministerial coordination
and institutionalized participation of civil
society, private sector, and parliament have
contributed to shaping the PRS content
Country Ownership
Detailed assessment
PRS two years old
or more
PRS less than two
years old
1% 20%
1%
62%
34%
15% 2%
55%
54%
7%
10%
34%
5%
LICUS
0%
20%
L
40%
E
A
60%
D
S
80%
100%
What will it take to strengthen country ownership?
An example from Kenya
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Strengthening initiative across government
ERS developed under the leadership of the
Ministry of Planning and National Development
with inputs from the Ministry of Finance and
sector ministries
 ERS implementation overseen by the Cabinet
Committee of Economic Management, chaired by
the Vice President
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Line ministries developing sector strategies jointly
What will it take to strengthen country ownership?
An example from Kenya (cont.)
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Institutionalizing participation
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Stakeholder participation limited to workshops and
informal meetings to collect proposals during ERS
formulation
Sector Working Groups including government and CSOs
are now in place to conduct consultations on ERS
implementation and participate in MDG needs
assessment
A National Economic and Social Council will provide
independent view on ERS implementation, when fully
operational
Country-led Partnership
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CDF Indicators
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Government leadership of coordination
Partners’ assistance strategy alignment
Financial and analytical partnership
Coherent and coordinated capacity support
Harmonization with country systems
Partnership organization
Instrumental for achieving Paris indicators on Alignment and
Harmonization
Country-led Partnership
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Overall assessment
 Country-led partnership is largely developed in 10
percent of partner countries where an essential
role is played by the government in coordinating
development assistance, leading to stronger
alignment with the PRS and use of country
systems
Country-led Partnership
Detailed assessment
PRS two years old
or more
1%
29%
22%
48%
PRS less than two 4%
years old
60%
14%
35%
27%
56%
1%
3%
LICUS
0%
20%
L
40%
E
A
60%
D
S
80%
100%
What will it take to reinforce government leadership
of coordination, alignment and harmonization?
An example from Burkina Faso
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Moving toward stronger government leadership of
coordination
 Government and UNDP co-chair in-country
Roundtable meetings to coordinate development
assistance
 Government identified lead development assistance
agencies in a number of sectors to facilitate daily
coordination with external partners
 Need to go toward full government leadership as
capacity increases
What will it take to reinforce government leadership
of coordination, alignment and harmonization?
An example from Burkina Faso (cont.)
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Aligning assistance and capacity building under
government leadership
 Government identified the CSLP II as the single
framework for all external partners’ budgetary
and project support
 World Bank prepared new Country Assistance
Strategy to support CSLP II
 UNDAF 2006-10 building on CCA aligned with
CSLP II
 Government is developing a national capacity
building plan in consultation with external
partners
What will it take to reinforce government leadership
of coordination, alignment and harmonization?
An example from Burkina Faso (cont.)
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Strengthening country systems to support
harmonization
Government has started strengthening fiduciary
systems with coordinated external partners’
support (World Bank, EC, UNDP, France, AfDB)
 External partners starting to harmonize around
common project performance indicators
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Results Focus
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CDF Indicators
 Quality of development information
 Stakeholder access to development information
 Coordinated country level monitoring and
evaluation
Basis for monitoring progress of Paris indicator 11
(Managing for Results)
Results Focus
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Overall assessment
4
percent of partner countries have
substantially or largely developed transparent
and monitorable performance assessment
frameworks
Results Focus
Detailed assessment
29%
PRS two years old
or more
PRS less than two
years old
61%
2%
54%
2%
10%
44%
73%
25%
LICUS
0%
20%
L
40%
E
A
60%
D
S
80%
100%
What will it take to meet the Paris indicator on
results-oriented frameworks?
An example from Honduras
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Enhancing country capacity to collect and analyze data
 National Statistics Bureau responsible for coordinating
data collection and analysis
 Government is developing a national statistical
capacity building strategy with joint external partners’
support
 Government information systems being integrated
into single financial management system (SIAFI)
tracking ERP budget planning and budget execution
 Data posted on website but need for more
dissemination
What will it take to meet the Paris indicator on
results-oriented frameworks?
An example from Honduras (cont.)
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Developing country-level M&E
ERP Information System (SIERP) being integrated
with SIAFI
 Government prepared a SIERP Master Plan to
guide monitoring activities through 2015
 SIERP will be used to prepare a unified report
serving as ERP Progress Report, report on MDGs
and report for country policy makers
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Overall findings
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No country where all four CDF principles fully
embedded in the PRS process
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Long-term holistic vision and country ownership show
the most progress
Country-led partnership and results focus show the
least progress
Countries implementing a PRS the longest are the
most advanced
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LICUS/fragile states lagging behind
Recommendation 1
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Encourage a stronger integration of long-term vision and
PRS processes [to meet the World Summit target]
Coordinate support among external partners for vision and
PRS development encouraging consolidation of strategic
planning institutions in partner countries
 Promote integration of vision and PRS processes into
constitutionally required or traditional planning processes
 Encourage link in LICUS between short-term planning
focused on recovery and long-term perspective developed
through a participatory process
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Recommendation 2
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Help build up strategic capacity in line ministries, local
governments and civil society while strengthening central
coordination
Support inter-ministerial or Cabinet-wide coordination
mechanisms at the policy and budget levels
 Encourage synchronization of local development planning
processes with PRS formulation and updates
 Promote the creation of checks and balances between the
executive and the legislature through the creation of
parliamentary committees charged with following the PRS
process
 Support mechanisms for systematic stakeholder
participation
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Recommendation 3
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Support government leadership of aid coordination,
and increase coordination among development
assistance agencies
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Defer CG and RT meetings to government
chairmanship and hold them in-country to allow for a
stronger role of local institutions
Update assistance strategies to align with national
development strategies, intensifying the use of multidonor budget support and SWAps
Make capacity building the central objective of joint
analytical work
Recommendation 4
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Provide coordinated support for scaling up M&E
from project to sector to country level
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Reduce fragmentation by supporting one country level
M&E system rather than disparate project systems
Favor the mainstreaming of PRS Progress Reports and
MDG Reports into existing reporting requirements for
national institutions
Support development of country-owned statistical
capacity building strategies within PRSs
Encourage the development of government
communication strategies
Looking towards the future
Expanding the methodology to include
some MICs
 Welcome suggestions
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