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
• JV Monitoring the Paris Declaration
• JV Public Financial Management
• JV Procurement
• JV Managing for Development
Results
The Results Pyramid
OWNERSHIP
ALIGNMENT
HARMONISATION
Partners
set the
agenda
Aligning with
partners’
agenda
Common
arrangements
Relying on
partners’
systems
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’ statistical, monitoring and evaluation
systems, …
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
TARGET FOR 2010
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.
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 evidencebased 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”).
MfDR Cycle
M.
DECI SI ON
Sector Plans
Output
(Products, Services)
Resource Plans
(Budget Link)
Resource Uses
PL ANNI NG
Outcome
Service Provision
EVAL U ATI ON
National
Development Plan
&
Impacts
MONI TORI NG
Goals
&
FEEDB AC K
MfDR Roundtable Hanoi 2007
• Leadership and Accountability
• Monitoring and Evaluation
• Mutual Accountability and
Partnerships
• Planning and Budgeting
• Statistics
Post Hanoi:
The agreed role of the JV MfDR
• Help partner countries and donors
to address MfDR and Mutual
Accountability
• Identify emerging good practice
• Develop guidelines
• Act as a prime advocate for MfDR
JV MfDR Work Program 07-08
A
B
C
D
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
Assessment of Agency Effectiveness
C2
Procedures and Incentives in Donor Agencies
Mutual Learning and Communication for Results
D1
Community of Practice Asia-Pacific
D2
Community of Practice Africa
D3
Community of Practice Latin America
D4
JV MfDR Communication & Cooperation Tool
D5
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
stefan.schmitz@oecd.org