Transcript Nat. Dev. Strategy

AFGHANISTAN NATIONAL DEVELOPMENT STRATEGY
(ANDS)
FROM PLANNING TO COORDINATION AND IMPLEMENTATION
M. HASSAN SOROOSH Y.
JULY 05, 2013
Policy Design and Implementation in Developing Countries
Spring 2013
Initial Steps in Development Planning
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The Bonn Conference on Afghanistan (December 2001)
Laying down the foundations for the post-Taliban reconstruction and agreeing
on provisional arrangements.
The Bonn Agreement and the Beginning of the Bonn Process
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The Tokyo Conference on Afghanistan (January 2002 )
The Tokyo Conference was the first step to identify post-conflict key priority areas
for reconstruction (preliminary joint needs assessment)and to mobilize aid.
The Afghan Interim Administration started moving towards national development
planning and national budget.
The Berlin Conference on Afghanistan (31 Mar-01Apr 2004)
The Berlin Conference was an opportunity for raising of more reconstruction funds
in accordance with a better needs assessment.
Following the Conference, the Afghan government with support from the
international community, began a more serious planning process for longer-term
reconstruction.
Key efforts in 2005
1) Adoption of the Afghan MDGs
As a late comer, Afghanistan
adopted MDGs in 2005.
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Setting MDG targets for
2020 instead of 2015.
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Adding “ Enhance Security”
as the ninth goal to the list of
MDGs in light of the increasing
importance of security for the
country.
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Key efforts in 2005
2) Preparation of the Interim National Development Strategy
The Presidential Oversight Committee
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Senior Economic Advisor to the
President (Chair)
Minister of Foreign Affairs
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National Security Advisor
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Minister of Commerce
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Minister of Finance
Minister of Economy
Minister of Rural Rehabilitation
The Consultation Process
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Line ministries
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National Assembly
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Community and provincial
representatives
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Religious leaders
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Private sector
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Civil society
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NGOs
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UN and Donors
Structure of the Interim ANDS
Key efforts in 2005
3) Development of a New Framework for Cooperation
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Throughout 2005, the Afghan government, in consultation with
the international community, developed a framework for
cooperation between Afghanistan and the international
community that included the mutual commitments.
The new framework for cooperation, called “ the Afghanistan
Compact”, outlined the principles of cooperation in various
areas of security, governance and economic development.
End of the Bonn Process
London Conference on Afghanistan (31 Jan- 1 Feb 2006)
-Adoption of the Interim ANDS
- Adoption of the Afghanistan
Compact as a political agreement
between the Afghan government
and the international community.
- Creation of the Joint
Coordination and Monitoring
Board (JCMB) for the overall
strategic coordination of the
implementation of the Afghanistan
Compact, co-chaired by the Senior
Economic Advisor to the President
and the Special Representative of
the UN Secretary-General for
Afghanistan.
Towards Full ANDS
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A broader and more extensive consultation process was conducted with stakeholders and players
from (i) national; (ii) sub-national; (iii) international; and (iv) private sector, civil society, religious and
traditional communities.
Over17,000 people (47 % women) were directly consulted in the process.
The consultation process was designed to reflect the structures of Government at national, provincial
and district levels .
An ANDS Secretariat was established to manage the day to day preparation of the ANDS.
The Presidential Oversight Committee with a slight change in its composition continued overseeing the
economic, policy and strategic direction for the development of the ANDS.
Within the framework of the various Consultative and Technical Working Groups, each Ministry and
Agency developed its individual strategy, coordinated within the sector wide approach underpinning
the ANDS.
JCMB coordinated the efforts of all partners in the process.
Structure of the ANDS Consultation Process
Sub-National Consultation
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The sub-national consultation process of the ANDS represented the first
significant dialogue between the central Government and the provinces;
designed to strengthen centre-periphery relations.
As a result of the sub-national consultation proces,18,500 village based
development plans were formulated, leading to 345 district development
plans, which were finally consolidated into 34 Provincial Development Plans
(PDPs).
These PDPs identified needs and key development priorities for each
province. Both the national (top-down) and sub-national (bottom-up)
processes were developed into the sector strategies.
In total, 80 priority projects were identified for each province.
Efforts were made to prioritize and sequence the PDPs and the relevant
projects and to integrate the PDPs into ANDS.
Prioritization by provinces and sectors
ANDS Structure
Security
Governance
PILLAR 1
PILLAR 2
PILLAR 3
PILLAR 4
Social and Economic Development
PILLAR 5
PILLAR 6
PILLAR 7
PILLAR 8
Security
Good
Governance
Infrastructure &
Nat. Resources
Education &
Culture
Health &
Nutrition
Agriculture &
Rural Develop.
Social
Protection
Econmic. Gov &
Private Sector
Health &
Nutrition
Agric. & Rural
Development
Social
Protection
Private Sector
Development
Refugees &
IDPs
Trade
Sectors
Security
Justice
Energy
Education
Governance, Pub.
Admin, HR
Transportation
Culture,
Media, Youth
Religious Affairs
Water
Management
ICT
Urban
Development
Mining
Cross-Cutting Issues
Capacity
Building
Gender Equity
Counter
Narcotics
Regional
Cooperation
Anti
Corruption
Environment
The Paris Conference on Afghanistan (June 2008)
Adoption of the first
Afghanistan National
Development Strategy
(ANDS) as an MDGsbased plan and as
Afghanistan’s Poverty
Reduction Strategy Paper
(PRSP).
Coordination and Implementation of ANDS
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The transformation of the Presidential Oversight Committee into the Government
Coordination Committee (GCC) charged with overseeing and facilitating progress in the
implementation of the ANDS, reporting regularly to the President, the Cabinet and to
the JCMB.
The establishment of the Inter-Ministerial Committees (IMCs) to coordinate the work of
different ministries at the sector level and to also help provide a base for cooperation
and coordination between the government and donors.
The establishment of new ANDS Units at the Ministries of Finance and Economy to
facilitate progress towards the goals of the ANDS and to support the GCC and the
IMCs in their management and oversight roles.
The expansion of JCMB structure through creating three Standing Committees,
corresponding to three ANDS Pillars namely security; governance; and economic and
social development.
Together, the IMCs and Standing Committees have replaced the Consultative Groups that
existed earlier.
ANDS Coordination, Monitoring and Reporting Structure
An Example of IMC Structure (the Water IMC)
Donor Coordination and Aid Management Structure
Following the Paris
Conference (2008) the
donors and the
government agreed to
reorganize their
approach to consultations
and aid coordination.
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The new coordination
structure is based on
periodic JCMB meetings,
Standing Committees and
the IMCs.
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The Kabul Process and the Cluster Approach
ANDS Prioritization and Implementation Plan
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Presidential Inaugural Speech (November 2009)
Outlining clear priorities for stabilizing and developing Afghanistan and
emphasizing the need for greater Afghan leadership and ownership.
London Conference on Afghanistan (January 2010)
Introducing cluster approach as a plan for more coherent and better
coordinated development.
Kabul Conference on Afghanistan (July 2010)
Presenting the concept notes of the National Priority Programs(NPPs)
Greater emphasis on Afghan leadership and ownership including through
increased budget support and alignment.
The Bonn Conference on Afghanistan (December 2011)
Endorsing Afghan Government’s economic transition strategy.
Reaffirming commitment to Afghan ownership.
Over 20 National Priority Programs under 6 clusters
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The Cluster Approach
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To enhance government
leadership in the development
process,
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To ensure high quality of interministerial and official level
coordination towards setting
program priorities.
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To identify programming linkages
between different clusters.
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Establishment of 6 Clusters:
Governance : 6 NPPs
Economic and Infrastructure
Development: 6 NPPs
Agriculture and Rural
Development: 4 NPPs
Human Resource Development:
6 NPPs
Private Sector Development: 1
NPP
Peace and Security: 2 NPPs
The Tokyo Conference on Afghanistan (July 2012)
preparing for the Transformation Decade (2015-2024)
Moving towards a self-reliant economy
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Presenting the prioritized growth
and development strategy
serving as a plan for gradual
shift from aid-dependency to
self-reliance throughout the
transformation decade.
Greater reliance on domestic
human and resource potential.
Strengthening capacity
development and improving
budget execution.
Lunching a new aid management
policy to address issues related
to declining aid including fiscal
management, government
capacity and donor behavior.
Tokyo Mutual Accountability Framework (TMAF)
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An important outcome of the Tokyo Conference (2012)
A mechanism to monitor and review the progress on development and governance
goals, jointly by the international community and the Afghan government on a
regular basis (The first TMAF meeting was held in Kabul on Wednesday, July 03,
2013).
These goals include the commitment of the government to strengthen governance,
gradually reduce Afghanistan’s reliance on donor financing, manage aid resources
effectively and transparently, and to achieve sustained economic growth and
inclusive development.
Mutual commitments to adhere , among other things, to the global principles of aid
effectiveness.
The commitment of the international community to sustain its financial support to
Afghanistan through the transformation decade and to align their commitments
behind NPPs.
Structure of the Prioritized Strategy
(as presented to the Tokyo Conference 2012)
Conclusion (1)
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As a highly aid-dependent country, Afghanistan has experienced direct involvement
of the donor community in development planning and management in the country in
the past 11 years mainly through the international conferences on Afghanistan and
the relevant established mechanisms that have set the direction of development
planning process in the country.
The Afghan government has been able to improve its capacity in designing and
prioritizing development programs. Particularly the latest NPPs have been
developed and prioritized with a greater involvement of domestic capacity and
have been chosen based on their contribution to sustainable economic growth,
revenue generation, job creation and human development.
While, after 11 years, Afghanistan has a clear vision and a defined development
strategy with prioritized development programs, challenges still exist in coordination
and implementation of the programs.
Conclusion (2)
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In order to bring better coordination both at intra-government level as well as
between the Afghan government and the international community, the IMCs and the
JCMB Standing Committees need to be further strengthened.
While the Afghan government is committed to gradually reduce its dependency on
aid, however, in order to implement NPPs, continued international aid is needed
throughout the transformation decade.
The TMAF is a good mechanism to improve aid effectiveness and aid predictability
in the years to come, but experiences in the past 11 years in Afghanistan show that
such mechanisms can work only with a clear action plan and a continued follow-up
mechanism supported by both the Afghan government and the international
community.
An additional slide on the International Aid to Afghanistan
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International Aid since 2002