After Busan, the Emerging Development Agendas
Hubert de MILLY, Aid Quality & Architecture Division
Development Co-operation Directorate, OECD
HLF-4: a turning point for international
development co-operation
• Conclusion of a 10-year process :
Monterrey (2002), HLF-1 in Rome (2003), HLF-2 in Paris
(2005), HLF-3 in Accra (2008), HLF-4 in Busan(2011).
• First three HLF: transformed the way we do aid:
Principles of local ownership, alignment, harmonisation,
mutual accountability and management for development
results.
• HLF-4: seals a new global partnership for development,
including more development sources – and not just aid.
Builds on the support of diverse development actors.
Outcome of the HLF-4 : The Busan
“Global Partnership for Effective Development Co-operation”
Broader and more inclusive than ever before
• Includes donor countries, low-income and middle-income
countries, emerging economies, civil society organisations,
multilateral organisations, parliaments, the private sector, and
climate finance institutions.
• Re-endorses Paris: partners who signed up to Paris and Accra
will intensify their efforts to implement their respective
commitments in full (article 16).
• “The principles, commitments and actions agreed in the
outcome document in Busan shall be the reference for SouthSouth partners on a voluntary basis” (article 2).
After the HLF-4: design and agree
arrangements for the Busan “GP-EDC”
by June 2012
Agree on:
• “light working arrangements” for the Global
Partnership on Effective Development Co-operation
(art 36b)
• global-level indicators and process for monitoring
Busan agreement (art 35b)
• institutional arrangements (with funding) for joint
OECD-UNDP secretariat support to the Global
Partnership (art 36d)
After the HLF-4 : implement core Busan
partnership commitments (thematic work)
1. Review plans to further untie aid (BP §18e)
2. Implement common, open standard for electronic publication
of timely, comprehensive and forward-looking information (BP
§23c)
3. Full implementation of AAA commitments on 3-5 year forward
rolling plans (BP §24a)
4. Agree principles and guidelines to guide joint efforts in
reducing the proliferation of multilateral / global fund and
programme channels (BP §25b)
5. Agree on principles to address issue of countries that receive
insufficient assistance (BP §25c)
6. Review delegation of authority to the field (all providers of
development co-operation) (BP §25d)
After Busan: implement the voluntary
initiatives (Busan “building blocks”)
1. Implementation of the “Busan Action Plan for Statistics”
2. Implementation of the “Busan Joint Action Plan on
Gender Equality and Development”
3. Following up on the “New Consensus on More Effective
Institutions for Development” (building block)
4. Results and accountability building block
5. Transparency (both on development flows and domestic
resources) building block
6. Building block on Managing Diversity and Reducing
Fragmentation
Voluntary initiatives (continued)
7. Building block on South-South and Triangular Cooperation
8. Implementation of the “New Deal for Engagement in
Fragile States”
9. “Expanding and enhancing public and private cooperation for broad-based, inclusive and sustainable
growth” building block
10. Efforts in the area of “Climate Change Finance and
Development Effectiveness”
The OECD Development Strategy
1. Why a Development Strategy?
2. What is OECD’s Comparative Advantage?
3. 3 levels and 4 areas of focus
4. The way forward
1. Why a DS? – The world has changed
Annual world GDP (PPP) growth rate (3-year moving average)
1. Why a DS?
More heterogeneity in the developing world
1990s
2000-2007
2. What can OECD offer developing countries?
Example: Pre-tax vs. post-tax GINI differ more in the OECD area
Inequality before taxes and transfers
Inequality after taxes and transfers
60
50
40
30
20
10
OECD-24 avg.
Peru
Mexico
Colombia
Chile
Brazil
Argentina
0
2. OECD’s comparative advantage
• Data collection, statistics.
• A variety of tools and approaches (arm’s length
diagnostics, multidisciplinary analysis peer
reviews, policy reviews, standards and norms…)
• Policy sharing and dialogue platforms (task
teams, working parties, etc…).
• Home of PD. Support coordination and effectiveness
• Facilitating a space for developing countries to
share knowledge and create a “network of
influence”
3. A 3-level strategy to support development
• Countries to develop own strategies:
– facing domestic issues (e.g. greater income inequality,
vulnerable middle class, rising expectations)
– taking also into account sequencing and
implementation
• Shared challenges – clusters of countries whith
common constraints ( e.g. natural resources or migration)
• Global governance mechanisms have an
equally important role
3. Four main areas of focus:
I.
Innovative and Sustainable Sources of Growth
II. Mobilising Resources for Development
III. Governance for Development
IV. Measuring Progress
Some emerging proposals…..
Innovative and Sustainable Sources of Growth
What the OECD is known for – what it can deliver
1. Policy support for individual countries
 Diagnostic phase to identify binding constraints (e.g. à la Going
for Growth)
 Policy support phase --country/thematic reviews (e.g. à la
innovation or entrepreneurship reviews)
2. Shared growth challenges – clusters of countries whith common
growth constraints
3. Global outputs – expanding current outcomes to the global level
e.g. Perspectives on Global Development (DEV), PISA (EDU) or
global food security (TAD/DCD)
Mobilising Resources: Emerging Proposals
1.
2.
3.
The broad spectrum: domestic resources; investment; trade; aid etc.
Whole of OECD approach needed in, for example:
Policy Coherence
 Linking revenue to expenditure procedures and outcomes
 Application of OECD transfer pricing standards through effective
exchange of information
 Best practice model on inter-agency collaboration on illicit flows
New tools and instruments
 Launch a tax statistics database for developing countries and a tax
incentives Transparency Framework
 Join Convention on Mutual Administrative Assistance in Tax Matters
Flagship Publications
 Aid as a catalyst for mobilising other finance for development
 Focus on development financing in other flagship reports on Africa,
South East Asia
Governance
1.
2.
3.
Country and Regional Level work
 Country/thematic reviews (e.g. governance reviews) based on country
demand
 Linkages between regional dialogues and networks on Governance (AntiBribery Convention, OECD/AFDB Joint Initiative on Business Integrity)
New tools and instruments
 Narrower set of indicators for measuring governance improvement in
developing countries (public sector metrics)
 Policy guidance for improving governance (e.g. Policy Framework for
Investment) with policy benchmarks
Global Fora for Dialogue on Applicability of Tools and Instruments
 Strengthen Global Forum for Development to involve non-members in testing
approaches and proposals on Governance
 Include non-members in the Public Governance Committee to shape good
practices in addressing Governance challenges
Measuring Progress
1.
Better Policies for Better Lives – implications for the Development
Strategy:


2.
Measuring well-being - beyond GDP, to include equity, sustainability,
satisfaction
Looking beyond the MDGs/2015 towards global progress indicators
Proposals
2. Measure what matters to people – extend the "How’s Life"
framework
 Statistical systems capacity development – extend Paris 21
 OECD global dialogue – strengthen links between statistics and policy
4. How is it progressing?
• Inter-directorates working teams (until end of
2011)
• Consultation with members and nonmembers through informal working group,
existing committees, etc
• The OECD Strategy on Development is being
elaborated for endorsement at the 2012 MCM
(May 2012)
www.busanhlf4.org
www.oecd.org/dac