Ongoing Work of the Joint Venture on Managing for Development Results (JV MfDR) Stefan Schmitz, Senior Policy Advisor Aid Effectiveness

OECD Development Co-operation Directorate

21 March 2008

4 Joint Ventures (JV) under the DAC Working Party on Aid Effectiveness

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JV Monitoring the Paris Declaration

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JV Public Financial Management

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JV Procurement

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JV Managing for Development Results

The Results Pyramid OWNERSHIP Partners set the agenda ALIGNMENT Aligning with partners’ agenda Relying on partners’ systems HARMONISATION Common arrangements Simplifying procedures Sharing information

MUTUAL ACCOUNTABILITY

Managing for Results in the Paris Declaration

43. Managing for results means managing and implementing aid in a way that focuses on the desired results and uses information to improve decision making • • 44. Partner countries commit to … Endeavour to establish results-oriented reporting and assessment frameworks that monitor progress against key dimensions of the national and sector development strategies; … ( Indicator 11 ) • • • 45. Donors commit to: Link country programming and resources to results and align them with effective partner country performance assessment frameworks , … Work with partner countries to rely, as far as possible, on partner countries’ results-oriented reporting and monitoring frameworks .

Harmonize their monitoring and reporting requirements, and, until they can rely more extensively on partner countries’ systems , … statistical, monitoring and evaluation • 46. Partner countries and donors jointly commit to: Work together in a participatory approach to strengthen country capacities and demand for results based management

Paris Declaration Indicator 11 11 MANAGING FOR RESULTS

Results-oriented frameworks

– Number of countries with transparent and monitorable performance assessment frameworks to assess progress against (a) the national development strategies and (b) sector programmes.

TARGET FOR 2010 Reduce the gap by one-third

– Reduce the proportion of countries without transparent and monitorable performance assessment frameworks by one-third

MfDR Definition Managing for Development Results (MfDR):

• Management strategy that involves evidence based decision making in the pursuit of human development.

• MfDR uses sound information for policy making and involves practical tools (that altogether constitute the core elements of any “MfDR cycle” ).

Goals MfDR Cycle F E E D B A C K Impacts National Development Plan Outcome Sector Plans Resource Plans (Budget Link) Output (Products, Services) Resource Uses Service Provision

MfDR Roundtable Hanoi 2007

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Leadership and Accountability

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Monitoring and Evaluation

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Mutual Accountability and Partnerships

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Planning and Budgeting

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Statistics

Post Hanoi: The agreed role of the JV MfDR

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Help partner countries and donors to address MfDR and Mutual Accountability

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Identify emerging good practice

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Develop guidelines

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Act as a prime advocate for MfDR

JV MfDR Work Program 07-08 A B C D

D1 D2 D3 D4 D5

Conceptual and Technical Guidance on MfDR

A1 Conceptual Guidance on MfDR A2 MfDR Country Capacity Assessment

Promoting Accountability for Results

B1 Mutual Accountability at International Level B2 Mutual Accountability at Country Level

Improving Agency Effectiveness for Results

C1 C2 Assessment of Agency Effectiveness Procedures and Incentives in Donor Agencies

Mutual Learning and Communication for Results

Community of Practice Asia-Pacific Community of Practice Africa Community of Practice Latin America JV MfDR Communication & Cooperation Tool Third Edition of a Sourcebook on MfDR

MfDR Country Capacity Assessment: The Message

• See MfDR as a country system • Donors and partner countries are jointly committed to strengthen MfDR capacities • Country based M&E and statistical capacities are crucial basics.

• Reliable performance frameworks enable greater accountability and allow donors to refrain from imposing their own M&E and reporting requirements ( alignment ).

MfDR Country Capacity Assessment: The Tool

• Harmonized tool kit • Capacity assessment in the fields of Leadership, Accountability, Planning & Budgeting, M&E , Statistics • Pilot testing in Namibia, Malawi, Afghanistan and Moldova • To be launched at the Accra HLF

Procedures and Incentives in Donor Agencies: The Message

• Stronger ‘ performance culture ’ is a challenge not only for partner countries, but also for donor agencies.

• Management and staff behaviour important to increase aid effectiveness.

• Procedures and incentives to be targeted at behaviour; replace short-term benefits with long-term return of investments.

Procedures and Incentives in Donor Agencies: The Product

• Good practice guidelines for appropriate procedures and incentives; • including a self-assessment tool to assist donors agencies.

• To be tested with local aid-coordination groups.

• To be presented at the Accra HLF.

Regional MfDR Communities of Practice

• Operating in Asia-Pacific • Starting phase in Africa • To be launched in Latin America • Asian-Pacific CoP: Very strong focus on Monitoring & Evaluation

JV MfDR involved in the Accra HLF

• Organizer of Roundtable 4 “Managing for Development Results” • Contributor to Roundtable 5 “Mutual Accountability” • Contributor to HLF Input and Output Documents

Thank You!

www.oecd.org/dac/effectiveness/results [email protected]