October 14, 2005 UN

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October 14, 2005UN
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The Comprehensive Development Framework

• 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

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Are the CDF principles still valid?

• Growing consensus within the development
  community
• Approach to development key to building country
  capacity as much as specific interventions such
  as training or technical assistance

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Are the CDF principles still valid?

• Driving core principles of the PRS process as
  reiterated in the 2005 Bank/IMF PRS Review
• Comprehensive medium to long-term strategies,
  country-driven, partnership-oriented,
  results-oriented

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Are the CDF principles still valid?

• 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

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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?

• Our methodology
• 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

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Long-Term Holistic Vision

• CDF Indicators
• 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)

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Long-Term Holistic Vision

• Overall assessment
• 9 percent of partner countries have substantially
  or largely developed operational national
  development strategies

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Long-Term Holistic VisionDetailed assessment
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What will it take to meet the Paris indicator on
operational development strategies?An example
from Yemen

• Disconnect between national development strategy
  and PRS
• Strategic Vision 2025 linked to
  constitutionally-mandated 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.)

• 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
  Yemens new PRS

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Country Ownership

• CDF Indicators
• 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

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Country Ownership

• 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

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Country OwnershipDetailed assessment
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What will it take to strengthen country
ownership? An example from Kenya

• 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
• Line ministries developing sector strategies
  jointly

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What will it take to strengthen country
ownership? An example from Kenya (cont.)

• Institutionalizing participation
• 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

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Country-led Partnership

• CDF Indicators
• 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

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Country-led Partnership

• 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

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Country-led PartnershipDetailed assessment
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What will it take to reinforce government
leadership of coordination, alignment and
harmonization? An example from Burkina Faso

• 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

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What will it take to reinforce government
leadership of coordination, alignment and
harmonization? An example from Burkina Faso
(cont.)

• 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

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What will it take to reinforce government
leadership of coordination, alignment and
harmonization? An example from Burkina Faso
(cont.)

• 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

• 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)

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Results Focus

• Overall assessment
• 4 percent of partner countries have substantially
  or largely developed transparent and monitorable
  performance assessment frameworks

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Results FocusDetailed assessment
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What will it take to meet the Paris indicator on
results-oriented frameworks? An example from
Honduras

• 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

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What will it take to meet the Paris indicator on
results-oriented frameworks? An example from
Honduras (cont.)

• Developing country-level ME
• 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

• No country where all four CDF principles fully
  embedded in the PRS process
• 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
• LICUS/fragile states lagging behind

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Recommendation 1

• 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

• 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

• Support government leadership of aid
  coordination, and increase coordination among
  development assistance agencies
• 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 multi-donor budget support and SWAps
• Make capacity building the central objective of
  joint analytical work

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Recommendation 4

• Provide coordinated support for scaling up ME
  from project to sector to country level
• Reduce fragmentation by supporting one country
  level ME 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

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Looking towards the future

• Expanding the methodology to include some MICs
• Welcome suggestions