For Official Use
DEV/GB(2014)3/FINAL
Organisation de Coopération et de Développement Économiques
Organisation for Economic Co-operation and Development
10-Oct-2014
___________________________________________________________________________________________
_____________
English - Or. English
DEVELOPMENT CENTRE
DEV/GB(2014)3/FINAL
For Official Use
PROGRAMME OF WORK AND BUDGET, 2015-16
This document: Programme of Work and Budget, 2015-16 was approved by the Governing Board Members of
the Development Centre at its session of 18 September 2014. It replaces the document [DEV/GB(2014)3/REV2].
For enquiries regarding this document please contact the Governing Board's Liaison Officer,
Suzanne.Leprince@oecd.org; Tel.: 33 1 45 24 87 90
English - Or. English
JT03363609
Complete document available on OLIS in its original format
This document and any map included herein are without prejudice to the status of or sovereignty over any territory, to the delimitation of
international frontiers and boundaries and to the name of any territory, city or area.
DEV/GB(2014)3/FINAL
OECD DEVELOPMENT CENTRE
2015-16 DRAFT PROGRAMME OF WORK AND BUDGET (PWB)
TABLE OF CONTENTS
NOTE BY THE SECRETARIAT ................................................................................................. 3
I.
INTRODUCTION AND PURPOSE ..................................................................................... 5
II. WORKSTREAMS AND OUTPUTS ................................................................................... 11
A. INCLUSIVE SOCIETIES ..................................................................................................... 11
GLOBAL SOCIAL CHALLENGES....................................................................................... 11
GENDER AND WELL-BEING .............................................................................................. 13
B. COMPETITIVE ECONOMIES ............................................................................................ 15
POLICY DIALOGUE INITIATIVE ON GLOBAL VALUE CHAINS AND ECONOMIC
TRANSFORMATION ............................................................................................................ 15
POLICY DIALOGUE INITIATIVE ON NATURAL RESOURCE-BASED DEVELOPMENT 17
C. NEW PERSPECTIVES FOR DEVELOPMENT .................................................................. 19
PERSPECTIVES ON GLOBAL DEVELOPMENT ............................................................... 19
GLOBAL VIEWS AND GLOBAL FORA ............................................................................. 20
THE EMERGING MARKETS NETWORK (EmNet)............................................................ 22
THE NETWORK OF FOUNDATIONS WORKING FOR DEVELOPMENT (netFWD) .... 22
STRATEGIC GUIDANCE AND INSTITUTIONAL PRIORITIES ...................................... 23
D. REGIONAL AND NATIONAL ANALYSIS ....................................................................... 25
AFRICA AND THE MIDDLE-EAST .................................................................................... 25
ASIA ........................................................................................................................................ 26
LATIN AMERICA AND THE CARIBBEAN ....................................................................... 26
REGIONAL ECONOMIC FORA ........................................................................................... 27
MULTI-DIMENSIONAL COUNTRY REVIEWS ................................................................. 28
PRELIMINARY BUDGET ESTIMATES ................................................................................. 30
DEV PWB 2015-16 estimated costs, funding and resource allocation.................................... 30
III.
MEASURING OUTPUTS AND RESULTS ................................................................... 33
ANNEX I SECRETARIAT’S RESULTS FRAMEWORK ....................................................... 36
ANNEX II POTENTIAL THEMATIC FOCUS FOR THE REGIONAL OUTLOOKS........... 37
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NOTE BY THE SECRETARIAT
Process & Calendar of preparations of the PWB 2015-16
1.
This document [DEV/GB(2014)3/FINAL replaces the document: Draft Programme of Work
and Budget (PWB 2015-16 [DEV/GB(2014)3/REV2]) , which was approved by the Governing Board
at its session of 18 September. It incorporates the comments made by Members throughout the
process, starting with the note by the Secretariat on Strategic Orientations for Framing the
Development Centre’s 2015-16 PWB (Room Document 5, Governing Board session of 7 March); then
a first draft PWB 2015-16 [DEV/GB(2014)3], which was discussed by Members of the Development
Centre’s Governing Board at its session of 25 April and at an Enlarged Bureau meeting on 22 May,
when the Secretariat presented for information the preliminary results of the Results Framework (RF)
exercise [DEV/GB/M(2014)4]. Thereafter, a revised version of the Draft PWB
[DEV/GB(2014)3/REV1] was discussed by the Governing Board at its session of 16 June. At the 2014
High-level Meeting (HLM) of the Development Centre, which was held on 1 July, Ministers and highlevel officials from Member countries endorsed the proposed strategic orientations presented in the
2015-16 PWB (see Communiqué, also on OLIS reference DEV/GB(2014)18). The table hereafter,
page 4, reminds of the calendar of the PWB preparation process.
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2014
January-May
Development Centre Calendar of Preparations: PWB 2015-16
Discussion of the indicative orientations and of the PWB with the Governing Board
and preparation of the draft PWB
-
20 February: Enlarged Bureau of the Governing Board – proposed orientations for
shaping the PWB 2015-16 (Room document distributed on 18 February)
-
7 March: Governing Board – discussion document: proposed orientations (revised
version of the Room Document, circulated on 3 March)
-
1 April: Enlarged Bureau – presentation of first Draft PWB (DEV/GB(2014)3,
circulated to all Members on 27 March in view of the Governing Board session of
25 April)
-
Member countries are invited to provide written comments on the Draft PWB by
18 April, in advance of the Governing Board’s session of 25 April.
-
25 April: Governing Board – discussion of first draft PWB (DEV/GB(2014)3) – to
hear the voice of Governing Board Members and feedback received from the
Capital)
-
26 April – 23 May: Preparation of final draft, incorporating comments made at the
Governing Board’s session of 25 April. Consultation with the Governing Board
-
22 May: Enlarged Bureau to inform and discuss the Results Framework and its
possible integration in the PWB.
-
11 June: Circulation of the final PWB draft (DEV/GB(2014)3/REV1) in view of
the Governing Board meeting of 16 June. Further comments will be invited via the
written procedure
-
16 June: Governing Board – Discussion by the Governing Board of the PWB
2015-15 and Pre-approval of the strategic orientations of the Draft PWB.
-
27 June: deadline for submitting written comments to the Secretariat on the final
PWB draft (DEV/GB(2014)3/REV1)
July:
-
1 July: Discussion of the strategic orientations contained in the PWB in the context
of the High-level Meeting of the Development Centre
September:
-
18 September (initially scheduled on 26 September)- Final approval by the
Governing Board at its 5th session in 2014
October:
-
Presentation for approval to the Budget Committee and Council
June
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I.
INTRODUCTION AND PURPOSE
Main goals of the proposed Programme of Work 2015-16
2.
The Development Centre aims to help Members to better identify and respond to
pressing development challenges and better shape the international development debate and
discourse. Through the Draft Programme of Work 2015-16, the Development Centre intends to assist
Members in: (a) identifying emerging global issues and analyse their interactions and impacts on
development outcomes to better adjust their responses; (b) promoting stronger cooperation with and
within regions, notably Africa, Southeast Asia and Latin America and the Caribbean; (c) developing
new diagnostic tools to support the design of national strategies and policies. The expected results will
inform decision making across a wide range of development policy issues: global economic
interactions, competitiveness and structural transformation, natural resource-based development,
employment, rural development, social protection systems, migration, youth inclusion and gender
equality.
3.
The Centre combines policy-oriented research on a wide spectrum of policies that
impact development outcomes with the capacity to engage governmental and non-governmental
stakeholders around policy dialogue and knowledge sharing. Over the last years, the Centre has
strengthened its comparative edge in analysing global and regional trends, while developing a strong
expertise in the areas of production transformation, social cohesion, migration and gender equality.
The implementation of the Strategy on Development has also led the Centre to develop horizontal
partnerships with other OECD Directorates and International Organisations, notably in the
development of innovative tools, such as the Multi-Dimensional Country Reviews, the policy dialogue
initiatives on natural resources and on GVCs, or the collection and analysis of tax revenues statistics.
These initiatives promote knowledge sharing among the Centre’s Members and with a wide-range of
developing countries at different levels of development: least-developed, low-income and middleincome countries. The Centre will continue to promote a balanced approach in terms of
geographical and country coverage of its work, reflecting its mandate, and will exploit a diverse set
of tools and approaches for engaging with developing countries – as requested inter alia in its
Membership Strategy [DEV/GB (2014)1]. Through its Regional Economic Outlooks, Policy Dialogue
initiatives and country case studies and reviews, the Centre engages with a wide range of countries,
including least-developed ones and countries in a fragile situation (on the latter group of countries,
other parts of the OECD, notably DCD/DAC, lead well-established initiatives, to which the Centre
provides punctual inputs as appropriate).
4.
Focussing on results and leveraging comparative advantages is paramount to enhance
the Centre’s value to Members and to the Organisation. Building on the achievements of the PWB
2013-14 and cognisant of the need to streamline, the Centre proposes to focus the next PWB on
selected issues that are relevant for addressing development challenges; reflect Member countries’
priorities and the OECD Secretary-General’s strategic orientations; and build on the Centre’s
comparative advantages, leveraging on its diverse membership, the multidimensional (rather than
sector-specific) nature of its research, and its strategic partnerships with a wide range of stakeholders
for policy dialogue: regional organisations, partner institutions in Member countries and in developing
countries, including think tanks, private sectors and foundations.
5.
The PWB is a tool to define the Centre’s objectives and effectively utilise its resources to
achieve them over 2015-16. The realisation of the Centre’s mandate clearly spans beyond a biennium
and requires a clear identification of long-term goals and the strategic framework to manage for
results. For this reason, the Centre has sharpened its Results Framework (RF), and used it to inform
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the design of the activities of the PWB. The RF is a management tool to articulate the relationships
among resources, outputs, outcomes and long-term goals, pursue objectives and judge if they are being
achieved (see Annex 1). The RF aims at supporting the Centre both internally and externally.
Internally, to better communicate priorities and focus to staff; inform planning and performance
assessment; and improve performance. Externally, to better communicate intentions to the public and
relevant stakeholders; demonstrate achievements and impact; and increase accountability.
Long term goals and objectives
6.
The Development Centre occupies a unique place within the OECD and in the international
community. According to its founding mandate, it is a forum where countries come to share their
experience of economic and social development policies.1 The Centre contributes expert analysis to
the development policy debate, with a view to help decision makers find policy solutions to stimulate
growth and improve living conditions. Its long-term goal can be characterised as to improve wellbeing through poverty reduction and sustainable, inclusive growth in developing and emerging
economies.
7.
To implement this mandate and achieve its long-term goal, the Centre pursues two
main outcomes, both internationally and with Member countries: shaping the terms of the
development debate and discourse; and informing development policy and practice. In the fields of
policy influencing and knowledge sharing, claims of results and attribution are always problematic.
Hence, it is important for the Centre to clearly identify the entry points where it is able to exert
positive influence in pursuing the desired outcomes, and manage for results. The Secretariat has
accordingly identified four possible entry points, or broad objectives, which help capture the Centre’s
value proposition: identify and frame critical issues to improve the quality of the development
dialogue; provide influential analysis and an evidence base that underpins development understanding
and decision-making for countries at different levels of development; mobilise and translate relevant
expertise available globally and within the OECD, to support non-OECD decision-makers; mobilise
practical development knowledge and experience to inform and influence OECD thinking.
8.
During this biennium, efforts will be pursued and monitored to further enhance the reach
and effectiveness of the Centre’s communication with Members and with the public. The PWB
2015-16 will also reflect an improvement of the Centre’s Governance where appropriate. The
Governing Board Membership Strategy [DEV/GB (2014)1] acknowledged the need to review the
Centre’s governance in 2014, identifying a number of issues for consideration. The outcome of that
review [DEV/GB(2014)14], together with the results of the Programme Implementation Report (PIR)
and the 2014 In-Depth Evaluation, should allow to identify ways for Members to further engage in the
Centre and to permanently upgrade its capacity to deliver value to them.
9.
The remainder of this introductory section will first provide the relevant context for
identifying the priority areas of work; and then describe the Centre’s levels of engagement (global,
regional and national level) re-grouping the Centre’s areas of work and final outputs according to
these three levels.
1
Article 2 of the Decision of the Council to establish the Development Centre [C(62)144(Final)] states that:
“The purpose of the Centre shall be to bring together the knowledge and experience available in participating
countries of both economic development and of the formulation and execution of general economic policies; to
adapt such knowledge and experience to the actual needs of countries or regions in the process of economic
development and to place the results by appropriate means at the disposal of the countries concerned. In
accomplishing this purpose, the Centre shall in particular take into account the interdependence of the political,
economic, and cultural conditions existing in the countries in the process of economic development”.
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Identifying priority areas of work
10.
In framing the PWB 2015-16, the Centre considers the emerging trends, the development
challenges and the evolving international agenda. Its prioritization reflects its Member countries’
priorities, including those expressed on the occasion of its High-Level Meeting 2014 [see
Communiqué] and taking into account the OECD Ambassadors’ convergence paper, the OECD
Secretary General’s guidance and strategic orientations, and the outcomes and orientations distilled
from the MCM 2014 discussion on the OECD Strategy on Development.
11.
An important element to consider in selecting the priorities of the Centre’s PWB is the
process of formulation of the post-2015 development framework. The 2013 UN SG report, A life of
dignity for all, stresses the importance of placing inclusive and sustainable growth at the core of the
new framework and goals. Inclusive growth also emerged as a priority in the OECD Ambassadors
Convergence Paper, with particular emphasis on the resilience of economies and societies, the search
of new sources of growth and the long-term implications of demographic changes for health, social
protection and fiscal policies. The Convergence Paper also reiterated the importance for the
Organisation to support the international development agenda and further promote policy
coherence for development and inclusive knowledge sharing, which are the building blocks of the
Strategy on Development.
12.
Budget priority is given to flagship publications (Perspectives on Global Development
(PGD) and the Regional Outlooks on Africa, Asia and Latin America) and the policy dialogue forums
(Global Forum on Development and the International Economic Forums on Africa and Latin America
and the Caribbean). The main innovation of the PWB is a greater focus on the social dimensions
and challenges in developing and emerging economies. The work on social challenges will
complement the previous analyses on structural transformation, with a view of addressing these two
important and interrelated dimensions of inclusive growth. Other activities proposed in the PWB,
which feed the Centre’s main priorities through country case studies, data collection, experts’
workshops and policy dialogues, will only be carried out if sufficient funding can be secured through
voluntary contributions.
13.
The Development Centre has been an important actor in building the OECD Strategy on
Development and will continue to pursue a central role in its implementation. Several of the proposed
activities will directly contribute to the implementation of the Strategy, notably the two cross-sectorial
policy dialogue networks, the Multi-Dimensional Country Reviews (MDCRs), the work on
international migration and development feeding Perspectives on Global Development, and the
regional work on Asia, notably the annual roundtable with the ASEAN+3 Macro-economic research
Office (AMRO).
14.
The implementation of the proposed activities in the PWB will not duplicate, but rather
complement and add value to the rest of the Organisation, through the implementation of an
inclusive and multi-disciplinary approach and the selection of relevant issues where the Centre has a
comparative advantage. In this respect, the Centre will continue to contribute to horizontal activities in
the framework of the Strategy on Development and to OECD-wide projects such as Inclusive Growth,
New Approaches to Economic Challenges (NAEC), Well-being and Gender.
15.
The following table presents a summary of the proposed output areas for PWB 2015-16,
grouped in four work streams: inclusive societies; competitive economies; new perspectives for
development; and regional and national analysis. The next section of this document provides a draft
budget table, with preliminary estimated costs for the various output areas.
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Table 1. List of PWB 2015-16 Output Areas
A.
B.
C.
D.
INCLUSIVE SOCIETIES
1. Global Social Challenges
2. Gender and Progress
COMPETITIVE ECONOMIES
1. Policy Dialogue Initiative on Global-Value Chains & Economic Transformation
2. Policy Dialogue Initiative on Natural-resource based development
NEW PERSPECTIVES FOR DEVELOPMENT
1. Perspectives on Global Development
2. Global Views and Global Fora
3. Emerging Markets Network (EmNet)
4. Network on Foundations Working for Development (NetFwd)
5. Strategic guidance & institutional priorities
REGIONAL AND NATIONAL ANALYSIS
1. Africa and Middle-East
2. Asia
3. Latin America and The Caribbean
4. Regional Economic For a
5. Multi-Dimensional Country Reviews
Levels of engagement: supporting governments at global, regional and national level
16.
Thanks to its comprehensive approach, the Centre intends to help Member countries dealing
with development issues at the global, regional and national level. In this respect, the Centre’s areas of
work and final outputs can also be re-grouped according to these three levels of engagement:
a) Global: the PWB intends to help Members to: anticipate emerging trends and better prepare
their policy response; promote effective and inclusive knowledge sharing; and contribute to
international processes, such as the Post-2015 architecture and the G8/G20 processes.
Achieving these goals requires monitoring the pace, direction and sustainability of shifting
wealth, better understanding the role and perspectives of large emerging economies such as
the BRIICS and non-OECD countries on global challenges; and distilling lessons from crossregional analysis of social, competitiveness and transversal issues.
b) Regional: the PWB aims to help Members to: improve co-operation with regions and within
regions; promote a more informed, effective and inclusive engagement of the OECD with
Africa and the Middle-East, Latin America and the Caribbean, and Southeast Asia; and
explore the connections among regions and options for knowledge sharing. The achievement
of these goals will build on the Regional Economic Outlooks and International Economic
Forums, on the partnerships with non-OECD governments and regional organisations, and on
a strengthened presence in regional policy dialogue and political processes (e.g. Summits).
c) National: the PWB aims to help Member countries and interested non-members in the design
and implementation of better national development strategies and policies. A related goal is
the development of new diagnostic tools and policy toolkits, such as the multi-dimensional
reviews and the social policy reviews. The achievement of this objective requires country case
studies and reviews, identifying major development bottlenecks, analysing those in-depth,
assessing the political economy constraints to reform and provide strategic advice on national
development plans. In this respect, the Centre works with countries at different level of
development, including several low- and lower-middle income ones.
17.
Table 2, which also reflects the Results Framework, clarifies the inter-relations between the
various streams of work, regrouping the final outputs of Table 1 according to the three levels of
engagement. The activities in these two tables offer then a complementary view of the PWB. The
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remainder of the document is composed of two sections: i) “Workstreams and Outputs” describes the
forthcoming work of the Centre regrouped in four streams (Inclusive Societies, Competitive
Economies, New Perspectives for Development and Regional and National analysis); each stream of
work proposes specific final (and intermediary) outputs and outcomes that contribute to achieving
the Centre’s objectives; it is systematically mentioned whether the specific intermediary outputs are
subject to voluntary contributions or not; finally, potential collaboration within the OECD and/or with
external partners it is also described for each set out outputs. The third and final section, entitled
“Measuring Outputs and Results” discusses ways to enhance the tracking, reporting and overall
communication on PWB implementation and on the results of its objectives.
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Table 2.
List of PWB 2015-16 Detailed Final Outputs, by level of engagement
GLOBAL
REGIONAL
A.1. Global Social Challenges:
A. Inclusive
Societies
Regional Analysis
2 Social cohesion and protection report
D.1. Africa and Middle-east
NATIONAL
D.5. Multidimensional Country
Reviews
(tools and recommendations )
2 Youth inclusion report (tools and recommendations)
2 Economic Outlooks
2 Revenue Statistics
A.2. Gender & Progress
2 Launching events: Economic Outlook
1 Report SIGI 2016
Implementation of a strategic dissemination
1 Wiki-Gender web-platform
plan
Country Reviews
(MDCRs) per year
1 Report summarising
B.1. Policy Dialogue Initiative on Global-Value Chains
the main lessons
D.2. Asia
& Economic Transformation
3 Multidimensional
learned through the
B.
4 Policy Dialogue events (meetings of the network)
2 Economic Outlooks
various MDCRs
Competitive
1 OECD flagship report on lessons learned
2 Revenue Statistics
implemented
Economies
1 knowledge-sharing web-platform
Quarterly business cycle indicators (“This
Quarter in Asia”)
B.2. Policy Dialogue Initiative on Natural-resource
2 Launching events: Economic Outlook
based development
Implementation of a strategic dissemination
4 Policy Dialogue events (meetings of the network)
plan
2-3 Compendiums on main outcomes of discussions
1 knowledge-sharing web-platform
D.3. Latin American and the Caribbean
C.1. Perspectives on Global Development
2 Economic Outlooks
1 PGD Report (5th edition)
2 Revenue Statistics
C. New
Perspectives
C.2. Global Views and Global Fora
2 Launching events: Economic Outlook.
2 Global Forums on Development
Implementation of a strategic dissemination
2 Meetings of DevCom
plan
for
Development
C.3. The OECD Emerging Markets Network
D.4. Regional Economic Fora
1 Paper (each year) on Trends in Business for
Development
2 International Economic Forum on each
6 meetings
region
C.4. The Network on Foundations Working for
Development
4 NetFWD meetings
2 studies on topics of relevance for netFWD Members
1 Updated version of the “Guidelines for Effective
Philanthropic Engagement” (GEPEs)
C.5. Strategic guidance & institutional priorities
2 High-level Meeting of the Governing Board & 2
Development Weeks
2 papers on evolution of global development architecture
Contribution to OECD strategic priorities (NAEC,IG,ERC)
Contribution to global development architecture (GPEDC,
G20, Post 2015…)
D. Regional and National Analysis
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II.
WORKSTREAMS AND OUTPUTS2
A. INCLUSIVE SOCIETIES
18.
Many countries, at different income levels, are struggling to promote more balanced and
inclusive development. Large pockets of exclusion and poverty often co-exist with dynamic and
prosperous areas. Widening inequalities of income and opportunities across people and locations are a
source of great concern for governments, including in fast growing economies, since they can
marginalise societal groups, perpetuate themselves across generations and undermine social cohesion.
Young people, accounting for more than a quarter of the world’s population, increasingly face acute
social inclusion challenges, in particular because they lack access to decent employment opportunities.
19.
The effective inclusion of the expanding youth population in the growth process, notably
through greater employment, and the development of social protection policies and safety nets are
crucial to reduce vulnerabilities and exclusion, tackle inequalities and consolidate the emergence of
middle-classes. These issues are and will be of great significance to developing countries, as they will
be home to 90 percent of the world’s youth by 2025 (up from 85 per cent today) and will have to
implement adequate policies to reap the benefits of their demographic transition. With the recently
adopted ILO Recommendation on Social Protection Floors and the shaping up of the Post-2015
agenda, social protection is gaining increasing attention among policy makers in the developing world.
20.
Gender equality and women’s empowerment are also recognized as critical for achieving
sustainable, equitable and human-rights based development. Over the past three decades, significant
progress has been made in reducing gender gaps in employment, education, political participation and
other key priority areas; however, persisting gaps between women and men’s equal access to resources
and opportunities for empowerment remain. Such gaps have important consequences for women’s
well-being and basic human rights, as well as for women’s ability to actively contribute to the
economic and social life of their communities and countries.
GLOBAL SOCIAL CHALLENGES
21.
Building on previous work on social cohesion (e.g. Perspectives on Global Development
2012; Social Cohesions Policy Review of Vietnam) and on youth employment (African Economic
Outlook 2012), the Centre will expand its work on global social challenges and broaden the remit of
OECD activities on the interaction between social and economic development to low- and lowermiddle income countries, which are currently not widely covered. Particular attention will be paid to
the question of jobs, notably for youth and women, and to the interaction between social protection
and labour markets, notably to governance and regulation policies. The work will be articulated
around three main axes:
2
Reference is made to collaboration with OECD Directorates and International Organisations and
Agencies in the sections concerning collaboration. The meaning of the acronyms used are: Economics
Department (ECO); Development Co-operation Directorate (DCD); Directorate for Employment, Labour and
Social Affairs (ELS); Directorate for Science, Technology and Innovation (STI); Office of the Secretary-General
(SGE) / Policy Coherence for Development (PCD); Statistics Directorate (STD); Trade and Agriculture
Directorate (TAD); Partnerships in Statistics for Development in the 21st Century (Paris 21); International
Labour Organisation (ILO); World Bank (WB).
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DEV/GB(2014)3/FINAL

Social protection: to provide policy planners, social protection workers, social partners and
NGOs from partner countries practical analytical tools, thus contributing to the development
of inclusive and sustainable social protection systems, and improved national statistics on
social protection coverage for different groups of population in the long term;

Youth inclusion: to enhance the knowledge of partner countries’ governments on how to
assess youth challenges and involve the youth in national development processes; and provide
tools to implement new inclusive youth policies in different sectors and improved national
statistics on youth employment, educational achievement, health and civic participation;

Social capital and territorial development: to identify good practice and provide policy
guidance for designing, implementing, monitoring and evaluating territorial and rural
development programmes, including the selection of appropriate indicators and data that could
be used in developing countries. Particular attention will be paid at the role of social capital as
determinant of success for community-driven local development.
22.
Each stream of work will involve a combination of desk analysis to develop conceptual
frameworks (final output), in-depth case studies (intermediary outputs funded by VCs) and
synthesis reports of the main findings (final output). Close cooperation with national stakeholders
and International Organisations is envisaged and will be actively promoted. The selection of the
countries to be covered will depend on their interest (demand driven), the relevance of their
experience for the specific work stream, and the availability of the necessary data and information to
conduct the analysis. The selection criteria will ensure an adequate balance in terms of geography
and income levels, so as to include an adequate number of low and lower-middle income countries.
The implementation of the case studies will be coordinated by the Development Centre, which will
develop the methodology, participate in the analysis and policy dialogues and ensure the quality
control, but it will involve and rely on national research institutions and government structures in the
reviewed countries.
Final Outputs
- 2 Reports/Conceptual frameworks: i) promoting youth inclusion; and ii) on social protection in
developing and emerging economies.
- 2 Reports/Analysis on trends based on comparative country case-studies (subject to VCs)
including a guidebook for development partners: i) promoting youth inclusion; ii) social protection
policies and guidebook for development partners.
Intermediary Outputs (subject to VCs)
o Country assessments on social protection systems (using existing and original data and engaging
in national policy dialogues)
o Country assessments on youth inclusion (using existing and original data and engaging in
national policy dialogues)
o Social and Territorial Cohesion Policy Reviews (including the role of Social Capital)
o 2 Experts’ meeting involving other OECD Directorates, international organisations and key
international experts
Collaboration
23.
The preparation of the reports will promote co-operation with other OECD Directorates (e.g.
ELS, STD), bilateral government agencies from interested DEV Members, international organisations
(e.g. ILO, WB) and fora (e.g. the Social Protection Inter-Agency Cooperation Board, SPIAC-B and
the G20). Contributions to OECD horizontal activities such as the MDCRs and the Inclusive Growth
project are also envisaged
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Expected outcomes
24.
Each of the three work streams under Global Social Challenges aims at achieving one or
more of the following outcomes:

help relevant stakeholders in developing countries to enhance their awareness of effective
policy approaches and tools to deal with social challenges, by providing new evidence and
sharing experiences from other countries and contributing to national debates;

support governments in developing countries to improve their economic and social policies
in a way that fosters social cohesion, thus identifying persistent inequalities linked to
geographic, socio-economic, ethnic and gender identities, by providing targeted advice and
cross-sectorial policy recommendations;

help development partners and cooperation agencies to better understand the social
challenges faced by developing countries and to effectively support developing country own
efforts at dealing with those challenges;

improve awareness and coordination at the international level on critical issues where more
discussion is necessary and create further research and dialogue to enable such coordination.
GENDER AND WELL-BEING
25.
Gender equality and women’s empowerment are critical for achieving sustainable, equitable
and human-rights based development. Over the past three decades, significant progress has been made
in reducing gender gaps in employment, education, political participation and other key areas;
however, persisting gaps between women and men’s equal access to resources and opportunities for
empowerment remain, with important consequences for women’s well-being and for their ability to
actively contribute to the economic and social life of their communities and countries.
26.
The Centre’s work on gender provides a solid evidence base on the relationship between
discriminatory social norms and development amongst national policymakers and the international
community and promotes more informed decisions on policies for women’s employment and
empowerment. The work is organised around three pillars: the database on Social Institutions and
Gender (SIGI, www.genderindex.org), the related country-level work, and an interactive web platform
(Wikigender). In 2015-16, the Centre will focus on the following issues: measuring discriminatory
social institutions and gender equality; developing better gender statistics for evidence-based policy
making; and advocating for gender equality in the implementation of the Post-2015 agenda and
Beijing+20 process. The Centre will continue to contribute to major initiatives to promote gender
equality and tackle discriminatory norms, including the follow-up actions and the implementation of
the OECD commitment made on the occasion of the UK-hosted 2014 Girls Summit3. An updated
version of the SIGI database covering over 100 countries is to be launched in November 2014 and will
be further updated in 2016.
3
On the occasion of the 22 July 2014 Girls Summit, the OECD pledged to “[…] work with Member countries
and partner governments in developing countries to contribute to the elimination of all norms and
practices which discriminate against and violate the rights of women and girls, such as FGM and early
and forced marriage. We will do this by providing a solid evidence base, notably by strengthening our
measurements of discriminatory norms and practices and tracking donor financing in support of
gender equality and women’s and girls’ rights.” https://www.girlsummit2014.org/Commitment/Show
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Final Outputs
-
1 SIGI Report:
-
Wikigender as the leading online knowledge-sharing platform on gender data and social norms.
Intermediary Outputs (subject to VCs)
o 2 SIGI country pilots, looking at measures to strengthen national statistical systems to develop
gender data, including SIGI indicators, and progress & well-being data.
o 4 policy briefs/working papers using SIGI data to analyse key policy questions and implementation
of post-2015 and Beijing+ 20 processes
o 3 advocacy and knowledge-sharing workshops and events with national and international partners
on discriminatory social norms (one in Africa/one in Southeast Asia)
Collaboration
27.
Co-operation will be pursued with OECD Directorates (e.g. ELS, STD, PARSI21 and DCD),
as well as with Regional Economic Commissions, Regional Development Banks, UNDP and other
International Organisations (e.g. Organisation Internationale de la Francophonie).
Expected outcomes
28.
The gender and well-being activities aim at achieving one or more of the following
outcomes:

discriminatory social norms are prioritized in national and international development
agendas, and mainstreamed in the design of policy interventions to promote gender equality;

greater mobilisation of domestic and international efforts to end female genital mutilation
and child, early and forced marriage;

greater community, civil society and government awareness of the need for joint action to
tackle embedded discriminatory social norms across a range of socio-economic and political
domains.
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B. COMPETITIVE ECONOMIES
29.
The results of the Rio+20 Summit and the on-going discussions on the Sustainable
Development Goals (SGDs) confirm the imperative to reconcile economic growth with environmental
and social concerns. The OECD has been engaged in searching for new sources of growth that will
also ensure social inclusiveness and environmental sustainability. At the same time, in a context where
developing and emerging economies are growing faster than OECD countries, a trend that is expected
to continue over the near future, there are no guarantees that this growth will be socially inclusive,
environmentally friendly and job-rich for all countries, unless the right policies are put in place.
30.
Building competitive economies and promoting structural transformation will be a central
component to any sustainable development strategy, but there are many challenges. A large share of
informal activities, which reduces economic efficiency and the effectiveness of policies, the gap in
private sector development and in investment in innovation (both public sector and private sector)
between wealthier and developing economies, the mismatch in many countries between the available
skill sets of the population and the evolving requirements of national economies, the poor
infrastructure, both hard and soft, are some of the examples of factors hindering competitiveness.
Finally, the global competitive scenario is changing with new trade and investment partners which
open new markets and foster new partnerships, but are also a source of new competitive pressures.
31.
As economies are increasingly interconnected, thanks to growing relevance of trade, new
trends in FDI and rising mobility of talents and capital, development strategies and policies needed to
adjust accordingly to achieve impact, while at the same time fulfilling each country’s priorities and
development visions. They also need to take into account the specific institutional capacities and
structural features of the given country. For these reasons, the Centre will work on competitiveness
issues from two complementary standpoints. First, by looking at strategies and policies of two groups
of countries, each sharing similar structural features: forward integration in Global Value Chains
(GVCs); and high dependence on natural resources. The Centre will bring together OECD and nonOECD policy-makers around key issues for shaping competitiveness agendas and support them with
pertinent analysis on areas such as skills, innovation, production transformation. Second, the Centre
will look at competitiveness and structural transformation in the framework of its Multi-Dimensional
Country Reviews, where it will analyse the interactions of different policies to tackle binding
constraints to development. This point is discussed in Section D.
POLICY DIALOGUE INITIATIVE ON GLOBAL VALUE CHAINS AND ECONOMIC
TRANSFORMATION
32.
The challenges of growing interconnectedness of economies, epitomised by the emergence
of GVCs, and the rising demand for inclusive, sustainable and job-rich growth have implications for
the effective design and implementation of development strategies and policies. As stressed in the
OECD-WTO-WB Group report to the G20, GVCs generate opportunities for finer specialisation of
production and offer developing countries new, potential entry opportunities in international markets.
However, reaping these opportunities hinges upon the development of adequate production
capabilities, which, from a government perspective, imply actions cutting across several policy
domains, from innovation to trade facilitation, from skills development to access to finance. New
development strategies implemented by countries go beyond a “menu” approach and the promotion of
participation and upgrading in GVCs requires multidimensional, coordinated actions that mobilize
multiple private and public agents and at all levels of government.
33.
The Policy Dialogue Initiative on Global Value Chains and Economic Transformation was
developed as part of the OECD Strategy on Development and brings together senior-level policy
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makers from interested OECD and non-OECD governments. It focuses on country strategies to
promote production transformation, structural policy issues that determine the patterns of participation
in (or exclusion from) GVCs and the complementarities between them. Its objective is to increase
coordination among sectorial policies in country development strategies and raise the awareness of the
opportunities and challenges that the current re-organisation of production at the global level is
generating, as well as its impact on developing and developed countries. This will include: exchanging
countries’ experiences on good practices in promoting production transformation through participation
to GVCs; identifying successful approaches to boost developing countries’ integration in regional and
international value chains (also by looking at specific industries); and supporting the improvement of
measurement of developing countries engagement in GVCs, also through supporting a gradual
increase in the country coverage of the OECD trade in value-added (TiVA) database, pending
available resources.
Final Outputs (subject to VCs)
-
4 Policy Dialogue events (2 plenary meetings of the Network per year)
-
1 OECD flagship report to be published by 2016 on lessons learned from the first 2 years of work
-
1 knowledge-sharing web-platform
Intermediary Outputs (subject to VCs):
o 2 papers per year (based on the topics proposed by participants during the plenary meetings); and
o 3 Country studies focusing on the country strategies for economic transformation and
participation in GVCs. Some of these country studies might have a specific focus on skills.
Collaboration
34.
This OECD horizontal and cross-sectorial activity is coordinated by the Development Centre
with key inputs from other OECD Directorates (TAD, STD, STI, DCD). Collaboration with EDU is
envisaged on the issue of skills and national skills strategies, if addressed. The Initiative counts with
an Advisory Board of Experts from International Organisations, as of August are participating in the
Initiative, notably UN ECA, UN ECLAC, UNIDO, UNCTAD and the WB.
Expected Outcomes
35.
The Initiative aims at achieving one or more of the following outcomes:

Implementation, in participating countries, of mechanisms for effective coordination across
the policy domains relevant for strengthening productive capacities and for greater,
meaningful participation in GVCs;

Effective sharing of good practices to enhance developing countries’ policies for promoting
private sector development and production transformation;

Better measurement of developing countries engagement in GVCs, also facilitating their
greater use of and participation in the OECD TiVA database;

Ensuring OECD’s continuous relevance as a forum where developing, emerging and
advanced economies constructively discuss issues of common interest, strengthen global
cooperation and facilitate greater coordination towards the achievement of mutually
beneficial outcomes.
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POLICY DIALOGUE INITIATIVE ON NATURAL RESOURCE-BASED DEVELOPMENT
36.
While depending on natural resources can hinder socio-economic development, resource
abundance in itself is not a curse. On the contrary, it can open up opportunities for broad-based and
inclusive growth when appropriate policies and incentives are in place. Still, many producing
countries are not reaping the benefits from the exploitation of their natural resource endowments. This
is attributable to a combination of factors, including low direct employment generation, price
volatility, rising exchange rates, inefficient revenue management and spending, corruptive behaviours.
37.
The Policy Dialogue Initiative on Natural Resource-Based Development was developed as
part of the Strategy on Development and brings together senior-level policy makers from interested
OECD and non-OECD governments, in particular developing countries committed to develop and
maximise the sustainable use of their extractive industries. The Policy Dialogue aims to enhance the
common understanding of constraints and trade-offs faced by natural resource producing countries and
to increase the awareness of the impact of policy choices on long-term competitiveness. The Initiative
is organised around four axes: (i) Shared Value Creation and Local Development (identifying good
practices on strategies for local content development in the mineral, oil & gas exploitation to
incentivise positive spill-overs and diversification of the economy); (ii) Revenue Spending and
Stabilisation Funds (assessing practices for the development-oriented use of revenues from extractives
and for the management of macroeconomic volatility and effective public finance management); (iii)
Getting Better Deals (helping governments determine reasonable prices for minerals and best practices
for balanced negotiations); (iv) High-Risk Profile of Corruptive Behaviours (understanding red flag
scenarios to detect and address corruption risk across the value chain of extractive projects). The
knowledge-sharing process will be fed by comparative analysis/policy reviews co-ordinated by the
Centre, with the involvement of participating countries and organisations.
Final Outputs (subject to VCs)
-
4 Policy Dialogue events (meetings of the network)
- 2-3 Reports on: strategies for local content development in country value creation; performance
assessment of stabilisation funds and prudent investment options; tackling corruption risks in
extractives.
-
1 knowledge-sharing web-platform
Intermediary outputs (subject to VCs)
o 2-3 Policy reviews on in-country resource-based value creation feeding into the comparative
analysis of country practices.
Collaboration
38.
This OECD horizontal and cross-sectorial activity is coordinated by the Development
Centre with key inputs from other OECD Directorates (CTPA/DCD, DAF, GOV, ENV, LEG, TAD)
and is implemented in coordination with relevant international organisations/institutions (such as IMF,
UNDP, WB, WEF) and processes (G8/G20).
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Expected outcomes
39.
The first phase of the Initiative aims at achieving one or more of the following outcomes:

Supporting participating countries efforts to build a competitive, value-added and diversified
economy (design better approaches to maximise the development impact of their extractive
sectors), including through better integration into resource-linked GVCs and identification of
multi-pronged strategies for in-country value creation;

Enhancing the understanding and commitment of participating countries to improved
governance of natural resources;

Ensuring OECD’s continuous relevance as a forum where developing, emerging and
advanced economies constructively discuss issues of common interest, strengthen global
cooperation and facilitate greater coordination towards the achievement of mutually
beneficial outcomes.
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C. NEW PERSPECTIVES FOR DEVELOPMENT
40.
An accurate and timely understanding of emerging phenomena and how they impact the
global system is critical to inform national responses, but also international cooperation for effective
global arrangements and coordination mechanisms. The Centre has been at the core of the analysis of
the evolving global context and emerging trends, the interactions between global and national
phenomena and their implications for policy making, mainly through the work carried out in the
framework of its annual “Perspectives on Global Development” (PGD). The Centre will continue to
produce its PGD, and turn it into a biennial publication. New approaches will also be explored, for
example using foresight techniques to identify and analyse views on main global issues in both OECD
and partner countries. The OECD Global Forum on Development could serve as a platform of
discussion around these issues.
41.
The complexity of development challenges calls for collective action, involving many actors.
Reinforcing policy dialogue and knowledge sharing can greatly contribute to better understanding and
addressing such complex challenges. The Centre will continue to bring new voices from nontraditional partners to the debate and strengthen the dialogue between policy makers and a diverse set
of actors, such as academia, think thanks, the private sector and foundations. The Centre’s Networks,
relying on voluntary contributions, will continue to play an important role, by involving experts in
policy dialogue, producing relevant analysis and sharing experience on policy reform for development.
These Networks also offer opportunities for Governing Board members to participate in open sessions.
The Centre will also continue contributing to strategic priorities of the Organisation, in close
collaboration with its Governing Board.
PERSPECTIVES ON GLOBAL DEVELOPMENT
42.
The Perspectives on Global Development (PGD) analyses the evolving global context and
emerging trends, the interactions between global and national phenomena and their implications for
policy making. It aims at supporting Members in better anticipating these changes, fine-tuning their
policy responses and contributing to a more effective global governance architecture. Since 2010, the
PGD series has assessed how the world’s economic centre of gravity has moved east and south over
the past 40 years and what the change means for development. Moreover, the PGD focused each year
on a specifically relevant issue related to “Shifting Wealth”. The first edition analysed how the rise of
China and India helped many other countries grow in tandem. This edition was followed with
investigations of the impact of shifting wealth on social cohesion within and between countries (2012),
on the return of industrial policies to promote structural transformation (2013) and on the issue of
competitiveness as a means for countries to promote new sources of growth and escape poverty traps
(2014).
43.
Now in its 5th edition, the PGD will continue to analyse the sustainability of shifting wealth
and the sources of structural transformation and growth. A growing part of the Centre’s work (PGD
2013 and 2014; GFD 2014; AEO 2013, LEO2014; MDCRs) has looked at the binding constraints to
structural transformation (including for the service sector) and at the policies that can help countries
boosting productivity, skills and converting rapid economic growth rates into stable and permanent
development. Moreover, the PGD will take a closer look at how shifting wealth (as well as
technological change and climate change) is related to international migration, in particular in
developing countries. The report will build on case studies and empirical analysis carried out in the
three lines of migration research at the Centre: Interrelations between public policies, migration and
development: case studies and policy recommendations (IPPMD); Assessing the economic
contribution of labour mobility in developing countries as countries of destination (ECLM); Thematic
Working Group on Policy and Institutional Coherence in the framework of the Global Knowledge
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Partnership on Migration and Development (KNOMAD). Against this background, the PGD 2016 will
be structured as follows: (i) Update on the global process and sustainability of shifting wealth; (ii)
Shifting wealth, shifting migration flows; (iii) the challenges of migration in developing countries; (iv)
Inter-linkages between migration and public policies; (v) Policy implications and recommendations.
Final Outputs
- 1 report: 5th edition of Perspectives on Global Development (PGD 2015/16) on Shifting wealth,
migration and development
Intermediary Outputs
o Updated analysis on productive transformation (including on the services sector)
o 1 Report on the interrelations between public policies, migration and development
o 1 study on the economic contribution of labour migration in developing countries as countries of
destination
o Several country case studies on the link between migration on development
o Several country case studies involving other OECD Directorates, international organisations and
key international experts
Collaboration
44.
The preparation of the PGD will promote co-operation with other Directorates (e.g. ELS,
STD, ECO, SGE/PCD) and international organisations (e.g. ILO, IOM, WB).
Expected outcome
45.
The PGD aims at achieving one or more of the following outcomes:

Help DEV Members and the international community to get a better understanding of the
global system and its challenges, with a view of informing the development of better global
governance and coordination mechanisms.

Help developing country governments to better incorporate migration into their overall
economic and social development strategy, by providing a coherent policy framework which
incorporates the direct and indirect benefits and costs related to migration, for both countries
of migrant origin and destination.
GLOBAL VIEWS AND GLOBAL FORA
46.
The Centre aims at better understanding global phenomena and how they impact on
development, in order to support its Members and developing countries to formulate better
development strategies and to enhance international cooperation tackling global public goods. To this
end, in addition to producing the PGD, the Centre will explore some innovative approaches to assess
how different countries view global trends and challenges. For example, analyses of opinion polls and
use of foresight techniques will help identify what the major concerns of OECD Members and partner
countries are, where there is convergence and divergence on global issues and the global governance
system, what that implies for the OECD and what has to be done to make greater progress on these
issues. The results of these analyses can inform discussions within the Governing Board, as well as the
Global Forum on Development (GFD) and the OECD Global Strategy Group meetings.
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47.
The GFD, jointly led by the Centre and the Development Co-operation Directorate (DCD), is
intended to advance the understanding of global development issues and improve the quality and
development impact of OECD products. The GFD 2015 will close a three-year series devoted to
“Preparing for the Post-2015 World”, through presenting and discussing the evolving financing for
development agenda. The follow-up framework to the MDGs will be the overarching umbrella for
international development dialogue over the next years. The new GFD cycle 2016-18 will leverage
DEV and DCD deliverables in the respective PWBs and could benefit from the Centre’s work on
global views and the PGD. The work undertaken in the framework of “Global Views and Global Fora”
could also benefit from contributions by think tanks engaged in the Development Finance Network
(DeFiNe) and by the Informal Network of Development Communicators (DevCom). DeFiNe, which
brings together, on an informal basis, several Southern and Northern think tanks, promotes research
collaboration and cross-fertilisation, to enrich the Centre’s work with views from a diverse set of
research centres. These think tanks will be invited to contribute to the preparations of the GFD, the
Centre’s experts meetings and, where possible, joint research projects (as it has been the case for the
Least Developed Country Monitor initiative). DevCom is the only forum where bilateral and
multilateral development agencies discuss their communication strategies and share their views on the
development narrative. The Centre has provided a secretariat function to this network since the early
2000s. DevCom Members are currently discussing the future of the Network. In 2015-16 DevCom
will likely refocus to best address the changing needs of its Members, focusing on lesson learning and
dialogue amongst peers, while looking into new development communication narratives on
development and more specifically on the post-2015 development goals.
Final Outputs
-
2 Global Forum on Development
-
2 meetings of DevCom (subject to VCs)
Intermediary Outputs
o A scanning exercise to identify public perceptions and assessing global views in major economies
(BRIICs and OECD countries) on global public goods and global governance.
o Support and provision of inputs on development communication to DAC peer reviews
Collaboration
48.
The GFD is a joint DEV/DCD initiative, involving other Directorates depending on the
theme. Partnerships will be developed with relevant survey organisations (Global Scan, MORI, PEW
Global Survey, Gallup, etc.) and the Development Centre’s networks (EmNet, NetFWD, DevCom) to
prepare the global scanning exercise. DevCom contributes on a regular basis to DAC Peer Reviews
and collaborates with multilateral agencies and international organisations as well as with selected
foundations and CSOs. It will reach out to non-DAC development agencies too.
Expected outcome
49.
The Global Views and Global Fora workstream aims at achieving one or more of the
following outcomes:
 Help DEV Members and the international community to advance the mutual understanding
of global development issues and improve the impact of OECD products, also by engaging
with a diverse set of actors and perspectives;

Improve the quality and impact of development communication.
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THE EMERGING MARKETS NETWORK (EmNet)
50.
EmNet is a platform for dialogue and networking between OECD-based multinationals and
their counterparts from emerging markets, which fosters interaction between high level officials, top
executives from mature and emerging economies, and OECD experts. EmNet activities will integrate
issues related to the business sector’s contribution to socio-economic development in emerging and
developing economies and further engage its members on works linked to responsible business
conduct (RBC) and corporate social responsibilities as well as on responding to unmet investment
needs for promoting sustainable development.
Final outputs
-
One Paper (each year) on Trends in Business for Development
-
6 meetings
Intermediary Outputs
o Targeted dialogue and events with groups of companies by theme and sector, including businesses
in sectors related to Natural Resources and GVCs Policy Dialogue Initiatives.
o 6 policy notes based on the discussions of the Network.
Collaboration
51.
EmNet is partnering with the China International Council for the Promotion of Multinational
Corporations (CICPMC), an association for business promotion linked to the Ministry of Commerce.
CICPMC-EmNet sessions have been organised since 2010 in Beijing in the framework of the Business
Leaders Roundtable, a yearly event gathering Chinese high-level officials and executives from
Chinese and foreign companies. Collaboration opportunities will also be sought with the UN Global
Compact, business associations, and with the relevant OECD Directorates working on
competitiveness, RBC, investment and sustainable development.
Expected Outcome
52.
To enhance EmNet’s positioning as a key platform of informal dialogue between
governments from emerging countries, the business sector and the OECD to promote knowledgesharing and better interactions. To this end, EmNet will formulate pragmatic and targeted
recommendations and best practices with a view to include them in OECD tools and publications,
including events and Outlooks of the Development Centre; as well as influence business strategies by
providing relevant outputs and recommendations in line with DEV priorities.
THE NETWORK OF FOUNDATIONS WORKING FOR DEVELOPMENT (netFWD)
53.
NetFWD seeks to optimise the impact of philanthropy for development, by providing a
platform for foundations for sharing and improving their practices; by acting as a broker for innovative
partnerships between foundations and other actors; and by acting as an advocate for policy issues that
can increase the effectiveness of philanthropy as a whole..
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Final Outputs
-
2 NetFWD meetings
-
2 knowledge products on topics of relevance for netFWD Members
- Updated version of the “Guidelines for Effective Philanthropic Engagement” (GEPEs), endorsed
by an increasing number of foundations.
Intermediary Outputs
o 3 country pilots where GEPEs help to guide further philanthropic dialogue and collaboration
Collaboration
54.
NetFWD will continue to work in close partnership with foundations and philanthropic
associations worldwide within and beyond its membership. The existing partnerships with the UN,
namely UNDP, UNCDF and the UN Global Compact will be maintained and strengthened.
Engagement with the GPEDC is expected to be deepened following the inclusion of a permanent seat
on the GPEDC Steering Committee for foundations, which will be administered by netFWD. Within
the OECD, netFWD will pursue its ongoing collaboration with STI and CFE on social investment as
well as with DCD on capturing philanthropic financial flows.
Expected outcomes
55.
Optimise the impact of philanthropy for development and increase the effectiveness of
philanthropy as a whole, including to raise foundations’ voices in the international development debate
and ensure that the post-2015 framework will take full account of the specificities and value added of
philanthropic actors.
STRATEGIC GUIDANCE AND INSTITUTIONAL PRIORITIES
56.
The specific characteristics of the Development Centre in terms of membership and analysis,
cutting across regions and policy areas, confer on it a special status within the OECD. Against this
background, the Centre is well-positioned to pursue the strategic guidance that it provides to its
Members and to the OECD more widely, on key development issues, by contributing to the
understanding of the specificities of developing and emerging economies’ context, their priorities and
how they are affected by emerging global trends.
57.
The successful implementation of the Development Centre’s work depends on: (i) the
effective engagement of its Governing Board (OECD and non-OECD countries); (ii) cooperation with
other Directorates and regular contributions to OECD’s horizontal work, corporate initiatives and
priorities; and (iii) participation in the processes that shape the global development architecture.
58.
The Secretariat will continue to support the Governing Board in fully realising the Centre’s
potential. A first step will be to work closely with Members to promote their active engagement and
strengthen the Governing Board as a “platform”, i.e. a place where governments can advance their
common understanding of global priorities and discuss issues where there is not yet consensus. The
results of the 2014 Governance Review of the Governing Board [DEV/GB(2014)14] will be an
important input to this end. Opportunities for policy dialogue will be strengthened, notably by
organising thematic, informal consultation meetings for each flagship publication and by providing
issues papers for the Board’s discussion (e.g. on global governance and development).
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59.
A second step will be to promote the mainstreaming of development issues across the
OECD, notably by strengthening the Centre’s contribution to horizontal initiatives and programmes
that aim to engage non-Members. Building on its comparative advantages, the Centre will continue
supporting the OECD in (i) deepening its understanding of the implications of major global trends for
sustainable development and (ii) adapting and upgrading its analytical frameworks and policy tools to
better respond to a world that requires new, multidimensional solutions. The Centre will support the
OECD’s strategic priorities through its participation in horizontal initiatives (e.g. Informal Working
Group of the Strategy on Development, Well-Being and Progress of Societies, NAEC and Inclusive
Growth projects), regional and country programmes.
60.
As a third step, the Centre will continue to contribute to and enhance OECD efforts to
support the international agenda and global development architecture, such as the Post-2015
framework, the G20 Development Working Group and the Global Partnership for Effective
Development Co-operation (GPEDC, where it has spearheaded the participation of Foundations and
developed the Guidelines for Effective Development Engagement).
Final Outputs
-
2 High-level Meetings of the Development Centre and 2 Development Weeks
-
2 papers on the evolution of the global development architecture
- Contribution to the global development architecture: active participation in further advancing the
design the OECD Strategy on Development; active participation in the G20 and in the GPEDC, etc.
- Contribution to OECD strategic priorities: horizontal initiatives (NAEC, Inclusive Growth, WellBeing, etc.) and Global Relations (Country and Regional Programmes).
Intermediary Outputs
o
o
o
o
Governing Board Meetings
Bureau and Enlarged Bureau Meetings
Informal Working Groups (IWG) of the Governing Board & IWG of the Council and of the ERC
Joint DAC/DEV sessions
Collaboration
61.
Co-operation will continue with OECD Directorates and Services (e.g. OSG, GRS, DCD).
The Centre will also seek opportunities for greater engagement with other Directorates and for
participation in relevant Committees and bodies, to bring there a development perspective.
Expected outcomes
62.
The Strategic Guidance and Institutional Priorities workstream will contribute to one or more
of the following outcomes:




Enhancing DEV Members and OECD’s understanding of development realities and of
developing countries’ policies and priorities, with a view of improving the coherence and
positive impact of their external policies and engagement;
Enhancing DEV Members and OECD’s understanding of global public goods and
challenges, with a view of promoting greater cooperation and better global governance and
coordination mechanisms;
OECD’s analytical frameworks and tools are updated to take into account the evolving
international context and to better reflect the development dimension;
OECD contribution to global development efforts is enhanced.
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D. REGIONAL AND NATIONAL ANALYSIS
63.
The Development Centre’s regional approach constitutes a main pillar of its PWB 2015-16
and is a key contributor to OECD work in the regions of Africa and the Middle-East; Asia (in
particular Southeast Asia); and Latin America and the Caribbean. The annual Regional Economic
Outlooks on Africa, Asia, and Latin America and the Caribbean outlooks, which provide accurate,
comprehensive and comparable data in and across regions and analyses of key areas for reform, are at
the core of the Centre’s regional work. The Revenue Statistics report is a second important pillar of the
Centre’s work at the regional level. Buildings on its Revenue Statistics in Latin America, the Centre,
jointly with the OECD Centre for Tax Policy and Administration (CTPA), will continue carrying out
efforts to expand this work to Asia and Africa.
64.
The Outlooks, complementing country specific work, aim at enhancing awareness on key
development challenges, identifying appropriate policy responses, including through better policy
dialogue with OECD and DEV Member countries, and supporting the prioritisation and sequencing of
reforms. In order to enhance their policy impact, the production and launch of the Outlooks is aligned
with key events in each region. The choice of the themes of the Outlooks over 2015-16 depends on the
theme of the international high-level events where they are presented and is agreed upon with the
partner institutions (AfDB, UNDP, ECLAC, CAF, SEGIB, ASEAN Secretariat). Taking into account
the pressing challenges of each region, the Centre has identified potential themes for its Regional
Outlooks over the 2015-16 biennium (Annex III), to be discussed with partner institutions. These
topics are also meant to strengthen the Centre’s contribution to OECD horizontal activities (e.g.
NAEC, Inclusive Growth, TiVA/GVC, well-being and measuring the progress of societies, skills), and
regional initiatives and programmes. The Centre is also exploring ways to analyse specific challenges
of sub-regions such as the Caribbean.
AFRICA AND THE MIDDLE-EAST
Final Outputs
-
2 editions of the African Economic Outlook
-
2 AEO launching events (Abidjan, May 2015 and Lusaka, May 2016).
-
2 editions of Revenue Statistics in Africa and the Middle-East
-
Implementation of a strategic plan for dissemination and policy-dialogue
Intermediary Outputs
o 6 thematic/area studies in preparation of the Outlooks (subject to VCs)
o 2 experts meetings involving other OECD Directorates, African institutions and key international
experts
o 2 policy-briefs/working papers
Collaboration
65.
The Centre collaborates internally with CTPA for the elaboration of the Revenue Statistics in
Africa, and with several OECD Directorates, depending on the thematic focus of the Outlook. In
addition to the AEO external partners (AfDB, UNDP, the European Commission), the Centre also
collaborates with the World Customs Organisation, the South African Revenue Service (SARS) and
other national revenue and statistical offices for the revenue statistics projects. Important efforts will
25
DEV/GB(2014)3/FINAL
be undertaken to strengthened relationships with the African Union and with other relevant partners
(e.g. CPLP, OIC, Islamic Development Bank).
ASIA
Final Outputs
-
2 editions of the Economic Outlook for Southeast Asia, China and India
- 2 Outlook launching events in the framework of the ASEAN Summit (Myanmar, 2015; Lao
PDR, 2016)
-
2 editions of Revenue Statistics in Asia
-
Implementation of a strategic plan for dissemination and policy-dialogue
Intermediary Outputs
o 6 thematic/area studies in preparation of the Outlooks (subject to VCs)
o 8 Quarterly business cycle indicators (“This Quarter in Asia”) (subject to VCs)
o 2 experts meetings (Regional roundtables) involving other OECD Directorates, Asian institutions
and key international experts
o 2 policy-briefs/working papers
Collaboration
66.
The Centre will pursue its engagement with both countries and regional institutions. The
Centre will further leverage its relationship with the ASEAN Secretariat (co-producing the Outlook;
the thematic focus of the Outlook coincides with the theme of the ASEAN Summit and East Asian
Summit) and on the network of senior policy makers engaged in its preparation. Revenue Statistics are
carried out in collaboration with the OECD CTPA and the Asian Development Bank. The 4th and 5th
Annual Asian Regional Roundtable, a regional network of senior officials in charge of macroeconomic
policies, development and economic planning, will be jointly organised with AMRO and ADB.
LATIN AMERICA AND THE CARIBBEAN
Final Outputs
-
2 editions of the Latin American Economic Outlook
- 2 launching events in the context of the Ibero-American Summit and potentially in the EUCELAC Summit.
-
2 editions of “Revenue Statistics in Latin America and the Caribbean”
-
Implementation of a strategic plan for dissemination and policy-dialogue
Intermediary Outputs
o 6 thematic / area studies in preparation of the Outlooks (subject to VCs)
o 2 experts meetings involving other OECD Directorates, Latin America institutions and key
international experts
o 2 policy-briefs/working papers
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DEV/GB(2014)3/FINAL
Collaboration
67.
The Centre will further leverage its relationship with the UN ECLAC and CAF (both coproducing the LEO) and with the IaDB (co-organising the International Economic Forum on Latin
America and the Caribbean) to develop an analytical framework which reflects the binding constraints
to competitiveness and social inclusion in the region and fuel the policy dialogue with the main
stakeholders of the reform agenda. Revenue Statistics are jointly carried out with CTPA and in
cooperation with regional organisations (ECLAC and CIAT). Co-operation with sub-regional
organisations (e.g. CARICOM), national authorities and research centres will be deepened, inter alia
to: strengthen the Caribbean component of the Outlook, analyse the impact of China on the region,
better understand labour markets, contribute to the OECD’s project measuring the progress of
societies.
Expected Outcomes
68.
Activities in the regional analysis workstream on Africa and the Middle-East, Asia, and
Latin America and the Caribbean will each contribute to achieve one or more of the following
outcomes:

Improved understanding of the drivers of sustainable development in region’s economies and
of the strategies and policies that can better unlock the development potential, promoting a
more informed policy dialogue between DEV and OECD Members and countries from the
Region and greater coordination of messages among International Organisations;

Greater awareness of the importance of structural reforms, competitiveness policies (e.g.
human capital development) and regional integration efforts as a way forward to achieving
more balanced, inclusive and sustainable development in the region;

Governments in the region design and implement better policies and find effective ways of
promoting reforms that steer economic transformation, promote entrepreneurship and spur
growth paths that are economically, socially and environmentally sustainable;

Improved quality and comparability of national statistics, especially revenues statistics, to
help governments assess their revenue sources and implement better fiscal policies.
REGIONAL ECONOMIC FORA
69.
The organisation of annual fora dedicated to specific regions provides an opportunity to
engage relevant stakeholders from the regions to discuss the specific challenges their countries face,
share knowledge and experience between OECD and non-OECD countries and contribute to shaping
international and regional co-operation. The Centre’s two International Economic Fora, on (i) Latin
America and the Caribbean and (ii) on Africa, bring to the OECD every year high-level policy-makers,
representatives of the private sector, academia, foundations and civil society organisations. Depending
on the availability of resources, the Centre will also launch an International Economic Forum on Asia,
resuming the collaboration with the ADB (several editions of this forum were organised in the 1990s
to early 2000s). Also, the possibility of hosting one of the regional Forums in a Member country could
be considered, to maximise the impact (e.g. raise the visibility of the Centre’s work, contributing to
major international processes hosted by the country, etc.) and provided resources can be identified.
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DEV/GB(2014)3/FINAL
Final Outputs
-
2 International Economic Forum on Africa
-
2 International Economic Forum on Latin America and the Caribbean
-
2 International Economic Forum on Asia (depending on VCs)
Collaboration
70.
The regional fora are organised in cooperation with relevant international and regional
organisations (e.g. UNDP, AfDB, ECA, AUC; IaDB, ECLAC). The Centre will engage with other
partners in order to increase impact and relevance.
Expected Outcomes
71.
The regional fora will allow high-level stakeholders to exchange experiences on relevant
policy issues and share solutions. They will provide opportunities for members of the Development
Centre and of the OECD to interact with key representatives, informing the Centre’s and the OECD’s
relationships and cooperation with each region. They will also provide opportunities to enhance the
visibility of the Development Centre’s work on these regions and to identify and launch possible
cooperation projects with governments and institutions from the regions.
MULTI-DIMENSIONAL COUNTRY REVIEWS
72.
When building national development strategies, policy makers are increasingly faced with
the need to reconcile economic, social and environmental objectives to ensure that their country’s
development path is sustainable and equitable and that the lives of citizens improve. The MDCRs does
not only support policy makers in designing their development strategy, as the report is used as input
to national policy making processes (e.g. in formulation of national development plans), but they also
intend to create a better understanding of the key development challenges a country faces among
national policy makers, local stakeholders and the international development community. The latter
will provide insight to OECD’s reflection on new sources of growth and options for building more
resilient economies.
73.
The Centre will continue to undertake, on a country demand-driven basis, MultiDimensional Country Reviews (MDCRs) in Africa, Latin America and Asia. Cote d’Ivoire,
Kazakhstan and Morocco will initiate reviews in 2014; Panama, Peru and Costa Rica will undertake a
Review in the 2015-16 biennium; other potential country reviews could include Dominican Republic,
Mauritius, Senegal, Thailand and Tunisia. Reviews will be funded from voluntary contributions, either
directly from the country undertaking the review or from other sources (e.g. development banks,
foundations, bilateral donor agencies) or a combination of those sources. Given the contribution of the
MDCR to the implementation of the OECD’s Strategy on Development, the Centre will also seek
Central Priority Funds from the OECD and allocate a part of core budget to ensure co-ordination and
quality control functions.
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DEV/GB(2014)3/FINAL
Final Outputs
-
3 MDCRs per year will be initiated (with a foreseen implementation time of 18 months)
-
1 Report summarising the main lessons learned through the various MDCRs
Intermediary Outputs
Each review is composed of a series of intermediary outputs which are produced at the end of each of
the phases composing the elaboration of the Review:
o 1 Report on the Initial assessment (Volume I)
o 1 Report: In-depth analysis (Volume II);
o 1 Final Synthesis Report (Volume III).
Collaboration
74.
The MDCRs are jointly elaborated between DEV, STD and ECO. Other OECD directorates
also contribute to the reviews on an ad hoc basis, depending on the focus of the second phase of each
review. OECD directorates also contribute commenting to different drafts of the MDCRs. MDCRs
have been identified as a core pillar of the proposed OECD’s Country Programmes as they have
proved to support countries in identifying the areas where cooperation with the OECD can be most
relevant. Each review is undertaken in close cooperation with national authorities of the reviewed
country. Partnerships with relevant international organisations are also actively sought and promoted.
Expected Outcomes
75.
MDCRs will provide the countries under review as well as their development partners with
a better understanding of the key constraints to well-being and more equitable and sustainable growth,
as well as with support to turning this understanding into strategies for implementation. MDCRs are
thus expected to lead to better policies for better lives.
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DEV/GB(2014)3/FINAL
PRELIMINARY BUDGET ESTIMATES
DEV PWB 2015-16 estimated costs, funding and resource allocation
Budget envelope, funding sources, and planning assumptions for voluntary contributions
76.
The target budget envelope for the 2015-16 Programme of Work is determined on the basis
of the estimated costs of expenditure required for the implementation of the activities proposed by
Members in the new PWB. The envelope is to be constituted by funding provided through a mix of
Part II budget (Core 35%) and Voluntary Contributions (VCs 65%).
77.
This planned budget envelope is based on the intended scope of the proposed work
programme for 2015-16. The core budget is composed of Assessed Contributions provided by
Members [DEV/GB(2014)2] and the VC estimates are based on the assumption that Members will
continue to provide similar levels of VCs when compared to the current and previous biennia for
ongoing activities, and take account of VCs already materialized as well as expressions of interest by
Member countries, partner institutions and other countries (e.g. for the MDCRs). The proposed budget
allocation for each of the fourteen priorities for the next biennium is set out in Table 3 (at end of this
section). Table 4 provides a comparison of allocations between the current biennium 2013-14 and
2015-16.
78.
To ensure that 2015-16 planning assumptions are realistic, it is important that Members are
fully apprised of the VCs that have been provided so far for the 2013-14 PWB. To this end, the
Secretariat provided Members with a comprehensive update on the volume and nature of all VCs
received including pledges.
Funding core priorities
79.
Members have made it clear throughout the preparation of the 2015-16 PWB that Core
Budget (assessed contributions) must be allocated to finance the Centre’s flagship reports
(Perspectives on Global Development (PGD) and regional outlooks). As shown in the proposed budget
allocation (Table 3), pillars ‘C. New Perspectives for Development’ and ‘D. Regional and national
Analysis’ combined amount to 81% or 28.6 million euros of the overall budget envelope, and 85% of
the Core budget envelope.
80.
The remaining core budget is distributed across PWB activities to finance the production of
final outputs, as indicated in the PWB and in the budget tables.
81.
In addition to Core Budget and VC funding, the priority horizontal activities ‘B1. Initiative
on Global Value Chains and Economic Transformation’ and ‘D5. Multi-Dimensional Country
Reviews’ have been allocated some Central Priority Funding (CPF) by the Secretary-General
(respectively 180,000 EUR and 150,000 EUR for the biennium). These Part I funds will serve as seed
funding to consolidate these core activities initiated during the 2013-14 PWB and will partially offset
the need for VC fundraising.
30
DEV/GB(2014)3/FINAL
Table 3. DEV PWB 2015-16 Preliminary Estimated Costs (Integrating the Results Framework)
Pillar
2015 in EUR
Workstream
Funding
A. INCLUSIVE SOCIETIES
A1. GLOBAL SOCIAL CHALLENGES
Total 2015
CORE
VC
Total 2016
441,602
1,309,800
1,751,402
414,909
1,973,644
2,388,553
4,139,955
197,146
805,111
1,002,256
165,961
1,459,217
1,625,178
2,627,435
128,264
535,461
663,725
109,134
844,137
953,271
1,616,996
Non Staff
68,882
269,650
338,532
56,827
615,080
671,907
1,010,439
244,456
504,689
749,145
248,948
514,427
763,375
1,512,521
Staff
159,045
334,303
493,348
163,706
344,368
508,074
1,001,422
Non Staff
85,412
170,386
255,797
85,242
170,059
255,302
511,099
458,375
839,422
1,297,797
482,062
843,537
1,325,599
2,623,396
B. COMPETITIVE ECONOMIES
B1. OECD INITIATIVE ON GLOBAL VALUE CHAINS AND ECONOMIC TRANSFORMATION
165,028
366,789
531,817
172,978
370,279
543,257
1,075,074
Staff
107,368
207,287
314,655
113,749
210,889
324,638
639,293
Non Staff
57,660
159,502
217,162
59,230
159,390
218,619
435,781
B2. POLICY DIALOGUE ON NATURAL RESOURCE-BASED DEVELOPMENT
293,346
472,634
765,980
309,083
473,258
782,342
1,548,322
Staff
190,853
190,352
381,205
203,250
191,233
394,484
775,688
Non Staff
102,493
282,282
384,775
105,833
282,025
387,858
772,633
2,551,351
2,019,717
4,571,068
2,627,005
2,515,386
5,142,391
9,713,460
C. NEW PERSPECTIVES FOR DEVELOPMENT
C1. PERSPECTIVES ON GLOBAL DEVELOPMENT
1,480,533
934,835
2,415,368
1,518,199
1,411,426
2,929,625
5,344,993
Staff
963,243
543,277
1,506,521
998,352
805,534
1,803,886
3,310,407
Non Staff
517,290
391,558
908,847
519,846
605,893
1,125,739
2,034,586
C2. GLOBAL VIEWS AND GLOBAL FORA
241,901
387,359
629,260
269,984
394,409
664,392
1,293,653
Staff
157,382
255,841
413,223
177,539
262,821
440,360
853,582
Non Staff
84,519
131,519
216,037
92,445
131,588
224,033
440,070
C3. THE OECD EMERGING MARKETS NETWORK (EmNet)
7,173
404,699
411,872
7,092
410,937
418,029
829,901
Staff
4,667
218,957
223,624
4,663
225,260
229,924
453,548
Non Staff
2,506
185,742
188,248
2,428
185,677
188,105
376,353
C4. THE NETWORK OF FOUNDATIONS WORKING FOR DEVELOPMENT (netFWD)
7,173
292,824
299,996
7,092
298,614
305,706
605,702
Staff
4,667
205,157
209,823
4,663
211,044
215,708
425,531
Non Staff
2,506
87,667
90,173
2,428
87,570
89,998
180,171
C5. STRATEGIC GUIDANCE AND INSTITUTIONAL PRIORITIES
814,571
-
814,571
824,639
-
824,639
1,639,211
Staff
469,459
-
469,459
481,119
-
481,119
950,577
Non Staff
345,113
-
345,113
343,521
-
343,521
688,633
D. REGIONAL AND NATIONAL ANALYSIS
D1. AFRICA AND THE MIDDLE-EAST
2,664,995
7,299,751
9,964,746
2,712,902
6,185,542
8,898,444
18,863,189
845,651
2,514,622
3,360,273
861,190
1,923,173
2,784,363
6,144,636
Staff
550,186
811,073
1,361,259
566,310
613,269
1,179,580
2,540,839
Non Staff
295,466
1,703,549
1,999,014
294,880
1,309,903
1,604,783
3,603,798
D2. ASIA
919,050
1,507,898
2,426,948
935,938
1,337,537
2,273,475
4,700,423
Staff
597,939
477,664
1,075,603
615,464
322,718
938,182
2,013,785
Non Staff
321,111
1,030,234
1,351,345
320,474
1,014,818
1,335,293
2,686,638
D3. LATIN AMERICA AND THE CARIBBEAN
843,617
1,828,994
2,672,610
859,118
1,450,731
2,309,850
4,982,460
Staff
548,862
872,016
1,420,878
564,948
751,360
1,316,308
2,737,186
Non Staff
294,755
956,977
1,251,732
294,171
699,371
993,542
2,245,274
D4. REGIONAL ECONOMIC FORA
35,863
329,230
365,094
35,459
334,716
370,174
735,268
Staff
23,333
219,552
242,884
23,317
225,150
248,468
491,352
Non Staff
12,530
109,679
122,209
12,141
109,565
121,707
243,916
D5. MULTI-DIMENSIONAL COUNTRY REVIEWS
Estimated Costs
VC
2015-16
EUR
TOTAL
Staff
A2. GENDER AND PROGRESS
TOTAL
CORE
2016 in EUR
20,814
1,119,007
1,139,820
21,196
1,139,386
1,160,582
2,300,402
Staff
13,541
679,423
692,964
13,938
699,877
713,815
1,406,779
Non Staff
7,272
439,584
446,856
7,258
439,509
446,766
893,623
Staff
3,918,808
5,550,362
9,469,170
4,040,153
5,707,662
9,747,815
19,216,985
Non Staff
2,197,514
5,918,328
8,115,843
2,196,724
5,810,448
8,007,173
16,123,015
6,116,323
11,468,690
17,585,013
6,236,878
11,518,110
17,754,988
35,340,000
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DEV/GB(2014)3/FINAL
Table 4. DEV PWB 2015-16 Preliminary Estimated Costs (Integrating the Results Framework - Evolution)
Pillar
Workstream
Results Framework Structure (PWB 15-16 v. REV1 at 16 June)
PWB 2013-14 Estimated Costs
PWB 2015-16 Estimated Costs v. REV2
CORE 13-14
VC 13-14
Total 2013-14 CORE 15-16 VC 15-16 Total 2015-16
CORE
%Δ prev. PWB
%Δ prev. PWB
VC
Total 2015-16
%Δ prev. PWB
%Δ prev. PWB
A. INCLUSIVE SOCIETIES
1,681,778
1,159,399
2,841,177
856,511
3,283,444
4,139,955
-73.5%
739.7%
90.5%
A1. GLOBAL SOCIAL CHALLENGES
A2. GENDER AND PROGRESS
B. COMPETITIVE ECONOMIES
1,164,128
517,650
79,741
274,642
884,757
305,212
1,438,769
1,402,407
384,952
363,107
493,405
940,437
2,264,328
1,019,116
1,682,959
2,627,435
1,512,521
2,623,396
-68.8%
-4.7%
2158.7%
724.5%
15.2%
902.8%
82.6%
7.9%
1163.0%
[1]
B1. OECD INITIATIVE ON GLOBAL VALUE CHAINS AND ECONOMIC TRANSFORMATION
B2. POLICY DIALOGUE ON NATURAL RESOURCE-BASED DEVELOPMENT
C. NEW PERSPECTIVES FOR DEVELOPMENT
39,870
39,870
4,329,737
152,606
152,606
4,277,400
192,476
192,476
8,607,137
338,007
602,430
5,178,356
737,067
945,892
4,535,104
1,075,074
1,548,322
9,713,460
747.8%
1411.0%
74.9%
383.0%
519.8%
334.1%
458.5%
704.4%
277.8%
[2]
C1. PERSPECTIVES ON GLOBAL DEVELOPMENT
C2. GLOBAL VIEWS AND GLOBAL FORA
C3. THE OECD EMERGING MARKETS NETWORK (EmNet)
C4. THE NETWORK OF FOUNDATIONS WORKING FOR DEVELOPMENT (netFWD)
C5. STRATEGIC GUIDANCE AND INSTITUTIONAL PRIORITIES
D. REGIONAL AND NATIONAL ANALYSIS
3,944,263
192,737
128,491
64,246
6,005,467
2,823,339
595,766
658,395
199,900
4,731,797
6,767,603
788,503
786,887
264,145
10,737,263
2,998,732
511,885
14,264
14,264
1,639,211
5,377,897
2,346,261
781,768
815,636
591,438
13,485,293
5,344,993
1,293,653
829,901
605,702
1,639,211
18,863,189
-24.0%
165.6%
-88.9%
-77.8%
100.0%
-104.4%
-16.9%
31.2%
23.9%
195.9%
100.0%
1268.2%
-21.0%
64.1%
5.5%
129.3%
100.0%
696.3%
[3]
2,250,016
1,404,784
2,142,435
128,491
79,741
1,327,067
734,398
1,367,761
997,358
305,212
3,577,083
2,139,183
3,510,196
1,125,849
384,952
1,706,842
1,854,989
1,702,735
71,322
42,010
4,437,795
2,845,435
3,279,725
663,946
2,258,393
6,144,636
4,700,423
4,982,460
735,268
2,300,402
-24.1%
32.0%
-20.5%
-44.5%
-47.3%
234.4%
287.5%
139.8%
-33.4%
639.9%
71.8%
119.7%
41.9%
-34.7%
497.6%
[1]
D1. AFRICA AND THE MIDDLE-EAST
D2. ASIA
D3. LATIN AMERICA AND THE CARIBBEAN
D4. REGIONAL ECONOMIC FORA
D5. MULTI-DIMENSIONAL COUNTRY REVIEWS
TOTAL
Estimated Costs
12,096,723
10,473,807
22,570,529 12,353,201 22,986,800
35,340,000
2.1%
119.5%
56.6%
[1] Includes activities for which VC funding has been secured [EC funding]. Core Budget allocation adjusted accordingly
[2] Activities stemming from OECD Strategy on Development. Cost and funding sources re-evaluated based on experience of current biennium. Core funding allocated to consolidate priority activities initiated in 2013-14 PWB.
[3] It is anticipated that only one flagship PGD report will be issued in 2015-16 PWB as opposed to 2 in 2013-14
[4] In addition to DEVCOM and GFD/Define, workstream includes foreseen new activities on Growth and Structural Transformation
[5] VC funded activity. Core budget allocation reduced to cover only oversight and management
[6] Cost previously assigned across outputs on basis of relative staff costs
[7] Revised cost estimate based on experience of current biennium
32
[2]
[4]
[5]
[5] [7]
[6]
[1]
[1]
[7]
[2] [5]
DEV/GB(2014)3/FINAL
III.
MEASURING OUTPUTS AND RESULTS
OECD reporting tools
82.
In line with OECD practice, the Development Centre applies a results-based approach to
planning, budgeting and management, with consequent emphasis on accountability and outputs rather
than inputs. This approach offers greater operational flexibility in managing resources but requires
increased accountability as regards the delivery of Outputs and Results. Reporting tools serve the
purposes of monitoring and evaluation, with a view to improve Committee / Board effectiveness (how
to improve performance through adjusting priorities and outputs) and Organisational effectiveness
(how to increase the impact of the Organisation and its outputs).
83.
The OECD Secretariat has developed two major accountability mechanisms for monitoring
and reporting on the implementation and impact of the OECD’s Programme of Work: the Committee
Progress Report [C(2008)93/REV2] and the Programme Implementation Report (PIR) [C(2014)12].
The Committee Progress Report is a standard reporting on the implementation of PWB outputs
activity by activity, issued twice a year. The PIR Survey is a ‘customer feedback survey’ of end-users
in capitals covering the substantive work of the Organisation for the preceding biennium, with a view
of gauging its Quality and Impact.
84.
The key dimensions to be measured by these two tools, as identified by the OECD Council
[C(2014)12], are:

the proportion of Output Results completed;

the timeliness of Output delivery (Output Results completion rates within the period
specified);

the cost of delivery (the actual use of resources compared with PWB allocations, at Output
Area level);

the quality of Output Results (based on feedback from Member countries and certain nonMembers and key stakeholders); and

their impact (based on feedback from clients in capitals and from stakeholders).
85.
These tools are routinely implemented for Part 1 bodies, but are not mandatory for Part 2.
The Centre has nonetheless developed its own activity report since April 2005 (report of the
Development Centre’s activities in 2004 [DEV/GB(2005)1]; [DEV/GB/M(2005)2]), to inform the
Governing Board on the implementation of its PWB and the reach of its activities, and has volunteered
to pilot the PIR for its PWB for the period 2007-08 and 2009-10 [DEV/GB/RD(2013)2]. Discussions
are currently underway with the Executive Directorate on the possibility of piloting the new PIR
exercise for the 2013-14 PWB.
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DEV/GB(2014)3/FINAL
Using the Development Centre’s Results Framework to track and report on implementation
86.
The Secretariat’s Results Framework (RF) has been developed to clearly demonstrate the
implementation and impact of the Development Centre’s PWB. The RF is an internal managerial tool,
with a longer time span than the PWB, which articulates the relationships between its long-term goal,
outcomes, objectives, work-streams, specific outputs and resources & capabilities. This Framework
will help developing a series of specific tracking indicators for the PWB 2015-16, complementing the
ones used in standard OECD reporting.
87.
While the goal statement provides the long-term rationale for the Centre’s work, its utility
for regular performance assessment is limited. Hence, measurement will begin at the Outcome level.
Each proposed activity in the PWB should clearly articulate: the work-stream(s) it will support; how it
is expected to contribute to the Centre’s Objectives and ultimately one (or both) of its Outcomes; and
what Capabilities and Resources will be used to implement it. On this last point, the expectation is that
this will go beyond financial costs and consider the full range of the Centre’s strategic capabilities that
need to be deployed to deliver the intended results.
88.
Being able to distinguish clearly ex-ante between different activities in terms of expectations
regarding results, their primary audiences and the key influencers targeted will be an important
element in both establishing a coherent rationale and in shaping the approach to assessment. It is
proposed that reporting to the Governing Board focuses on progress against the Objectives and
Outcomes, i.e. the ‘results’ levels of the RF, leaving the Secretariat to manage the other two levels
(work-streams and resources & capabilities). That said, summary reporting on the delivery of planned
outputs in each work-stream and on key aspects of the Centre’s capabilities (such as expansion of nonOECD membership, broadening network participation or establishing a new network, etc.) will be
conducted for managerial purposes and properly inform the higher-level reporting on results.
Choice of indicators
89.
An important guiding principle in the definition of indicators and data systems is to keep the
approach as simple as possible as well as cost-effective, while still meeting internal and external
expectations. This means in practice:

Considering cost (financial and human) implications of measurement and assessing the
returns to different measurement efforts;

In the first instance making use of indicators that are already established in OECD reporting
systems, even if these require tailoring to the Centre’s particular needs/work streams;

Where new indicators are required – primarily at the level of Outcomes and Objectives –
keeping them simple while still providing value to internal and external audiences.
90.
Measuring outcomes: real-world complexity and uncertainty (attribution problems) means
that a credible assessment at the ‘Outcome’ level requires investing in evaluative analysis, not
provided by routine performance measures. Resource implications, however, pose the question of
whether the investment required for a specific evaluation is justified and, if so, at what periodicity. A
combination of Objective-level indicators and an improved user survey, such as the PIR, could provide
sufficient assurance about the Centre’s performance. The results of the OECD In-Depth Evaluation,
planned for late 2014, should inform the reporting.
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DEV/GB(2014)3/FINAL
91.
Measuring objectives: the implementation of the PWB will be underpinned by the
refinement of existing indicators and internal monitoring systems, and their better structuring. In
particular, this could imply (i) developing self-assessment frameworks to ensure consistent
judgements, (ii) routinely collect the relevant indicators and, in some cases, (iii) a clearer targeting of
dissemination and influencing strategies in advance. Objective-levels indicators could be compiled as
stand-alone or by using the information collected at each work-stream/activity level. While further
reflections are necessary, to adequately assess the feasibility of various options and their cost
implications, some examples of indicators that could be used include:

Active involvement of countries at different level of development (MIC, LICs, LDC, fragile)
and of relevant stakeholders in the Centre’s policy dialogues (NR and GVC Networks, Global
and International Economic Forum on each region, etc.)

Participation by the Centre in high-level events where the Centre’s flagship reports are
discussed

Contributions to the design of specific policy measures and reforms in countries (e.g. use of
the Centre’s results by policy makers, requests by countries to provide specific advice, etc.)

Coverage of the Centre’s work in traditional and social media and its impact (also by more
systematically adopting analytical tools developed by PAC for Part 1 bodies, etc.)

Regular feedbacks from participants in the Centre’s policy dialogue events, Fora and experts’
meeting
92.
are:
Specific examples of measuring progress in achieving outcomes of the PWB workstreams

References to and/or inclusion of SIGI indicators in national action plans on gender equality,
in academic research and civil society advocacy, and international debates on gender
equality discriminatory social norms; similar measurement could be undertaken for the use
of tax revenue statistics in LAC, Africa and Asia;

Surveys assessing the relevance and uptake of policy recommendations by participating
country governments in the MDCRs, in the Policy Dialogues on Natural Resources and on
GVC and production transformation and in the projects on youth inclusion, on migration and
on social protection;

Benchmarking of the participation and quality of discussions in the Global and Regional
Fora, as well as launching of new partnerships and cooperation with countries, relevant
institutions and other stakeholders.
93.
Measuring capabilities: the importance of the Centre’s capabilities suggests some merit
also in tracking (on an exception rather than routine basis) the status/performance of important aspects.
Measurement would be ‘descriptive’ in the sense of simply signalling the status of important
capabilities (e.g. engagement of Member countries) or it could be used to track targeted changes (e.g.
expansion in network participation; increased in the Centre’s membership).
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ANNEX I
SECRETARIAT’S RESULTS FRAMEWORK
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DEV/GB(2014)3/FINAL
ANNEX II
POTENTIAL THEMATIC FOCUS FOR THE REGIONAL OUTLOOKS
94.
The Secretariat would like to propose for discussion among its Members, the below potential
thematic focus for the Centre’s Regional Outlooks. The below proposed areas of work intend to
reflect the main challenges for each of the regions. The outcomes of the discussion will be shared with
partners working on these outlooks for their consideration and will be used during the process of
negotiation on the future focus of the Outlooks.
African Economic Outlook (AEO)
95.
The proposed areas of work for the AEO 2015 and 2016 are:
a. The role of fiscal policies in promoting competitiveness and inclusiveness, not only as a
means to enhance resources for investment in physical and social infrastructure, but also as an
essential feature of successful governance reforms. This work would be conducted in tandem
with the revenue statistics.
b. Spatial inclusion and social capital development (proposal for AEO theme 2015): Rural
areas in Africa are undergoing a profound transformation spurred by growing relations with
urban centres and the unremitting links of urban dwellers with their land of origin. Making the
most of Africa’s urbanisation drive while controlling for its risks requires harnessing this
relationship. Yet public policies too often overlook this essential, territorial dynamics of
development processes. The African and international policy debate has yet to tackle the
question of what policy reforms can best support an effective connection of rural and urban
economies for structural transformation.
c. A greener growth for Africa: Accounting for African economies’ natural capital (proposal
for AEO theme 2016). According to World Bank calculations, only 13.5% of Sub-Saharan
Africa’s wealth consists of physical capital, 26% is natural capital, and 60.5% is embodied in
intangible capital. Traditional national accounting only measures physical capital, which
means that over 85% of the region’s asset base, and implicitly also its changes, are not taken
into account. A key obstacle to promoting “greener” development policies –to avoid that a
country reduces its future growth potential by depleting its natural asset base too much or by
causing too many negative externalities-- is the inability of existing monitoring tools to
include all forms of wealth in measures that claim to deal with the wealth of economies or
with sustainable development. Yet environmental factors such as natural resources (mining),
environmental pollution (pipelines, air pollution) or endangered species (national parks) are of
vital importance for many African countries.
d. Monitoring governance for development: The Centres analysis and case studies on
institutional economics and political economy helps understand the interrelations between
governance and development effectiveness and the important progress made over the last
decade. They confirm that, more than technical aspects, misaligned incentives of key
stakeholders are usually the main obstacle to policy reform. Yet policy makers and donors
alike find it difficult to “operationalize” this knowledge, not least because of its scattered state
and politically sensitive nature. This work would be prepared through policy dialogue events
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DEV/GB(2014)3/FINAL
on governance monitoring in Africa to bridge the gap between the supply and demand for
governance analysis and indicators (to be funded by VC).
Economic Outlook for Southeast Asia, China and India (SAEO)
96.
The proposed areas of work for the SAEO 2015 and 2016 are:
a. Regional integration towards a single ASEAN community by 2015. As integration with the
world economy intensifies, the ASEAN region - with a population of over 600 million and a
combined GDP of USD 2.2 trillion - finds itself facing important opportunities and challenges.
Indeed, the year 2015 marks an important threshold for the ASEAN integration process. In
this context, the strengthening tie between ASEAN and neighbouring countries (such as
China) will be also examined.
b. Human capital development. Countries in the region face challenges of improving capacities
to provide the education and job skills that will be needed for the development of higher
productivities and technology intensive industries, partly due to remarkable growth
performance of the region over the past decades. Human capital development has been
identified as a key policy area in national development plans in most Emerging Asian
economies.
Latin American Economic Outlook (LEO)
97.
The proposed areas of work for the LEO 2015 and 2016 are:
a. Productivity and competitiveness in a shifting world economy. While the centre of gravity of
the global economy shifts towards emerging economies, Latin America’s economic structure
has moved towards a commodity-exporting model, focusing on low value-added activities
with low levels of sophistication, and shifting away from more productive sectors. For a
sustainable and more dynamic pattern of growth, the region needs to diversify its productive
structure and to increase productivity levels to be able to compete and add more value in
higher segments of the global value chains. This implies adopting a series of reforms in areas
like infrastructure and logistics, where large investments will be needed and will require the
mobilisation of private and public resources. In addition, the diversification of economic
partners and the promotion of financial and economic integration would contribute to boost
competitiveness in the region.
b. Skills and productive development: Human capital is a major constraint to development in
several countries of the region. The quality of education and skills mismatches are hurdles for
productive diversification and upgrading. The analysis would emphasize policies that help
create the necessary skills for the countries’ to meet medium-term development goals, as well
as favouring a productive structure that makes the most of the existing pool of skills and that
incentivises investment in more sophisticated and employable skills.
c. Fiscal policy and social protection for development. Fiscal reforms both to increase the level
of tax revenues collected, as well as to improve the quality of the public services provided are
key in the region so that governments can respond effectively to their country’s development
challenges. Current fiscal policy does little to reduce inequality in Latin America, due to low
levels of direct personal taxes and public social expenditures, as well as inadequate targeting
of expenditure. Social protection policies and safety nets are also essential to promote
employment,
to
disincentivise
informality
and
to
protect
elderly
society.http://www2.oecd.org/oecdinfo/info.aspx?app=OLIScoteEN&Ref=C/MIN(2013)1
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