changing the balance of power aid management tools making aid work: the challenges for aid...
TRANSCRIPT
Changing the Balance of Power
Aid Management Tools
Making Aid work:
The Challenges for Aid Coordination and Management
Aidan Cox, UNDP Regional Centre Bangkok
Slide 2
Goal
• “Partner countries exercise effective leadership over their development policies, and strategies and coordinate development actions”
– Paris Declaration on Aid Effectiveness
Slide 3
Time to Go Home?
• Lack of ownership• Donor driven aid• Lack of clear prioritisation
of aid• Top down• Unclear accountability• Poor coordination• Lack of predictability –
can’t plan effectively
• Direct funding by donors parallel to Govt
• National know-how not tapped
• Aid spread thinly across sectors/locations
• High transactions costs• Little alignment with
national systems
Nepal Presentation
Slide 4
Making Aid Work: Solutions?
• “The size of a country’s fiscal space is the principal measure of ownership – anything else is imbued with well-meaning hypocrisy” – Rathin Roy, Manila
Slide 5
But:
• Past performance suggests major donors will put only small share through Direct Budget Support
• Even when donors do provide budget support, it may come with a raft of conditionalities – either explicit, or bundled in with technical assistance
Slide 6
Can Aid Management Tools Help?
•Yes!
Slide 7
How?
• Philippines: – “Government must know what it wants from
Donors, know its own priorities – otherwise aid will reflect the priorities of the donors” (Jeanne Illo)
See Gabriel Acasina Report on
Aid Management Systems
Slide 8
It’s our carpet, not yours• Be clear on the design – then it matters less what colour, quantity and
quality of silk donors are offering → You can weave them into your design– If some donor offerings simply don’t fit – you can say so– You can approach some donors to provide specific parts– Your design provides your criteria for deciding what assistance to ask for and on
what terms you are prepared to accept it
• If you don’t have a clear design, the pattern will be driven by what is supplied – and it will end up looking all stripy and blotchy.
• If so, then whole process has to go back a step – donors need to back off and support the design process instead.
• Choosing the right carpet design that is appropriate to the country’s needs is key - and that you then have the skill, time, and capacity to implement it
• Aid management then becomes not just about the supply of threads, where they fit into the design, but also about the ability to build the loom, quality of design, knots, etc.
Karin Christiansen,Research Fellow, Overseas Development Institute, London
Slide 9
Turning the Pyramid upside down
• Ownership is the building block– countries in the sub-region have developed
national visions, national development strategies
The Rome Agenda
Partners Agenda
Aligning with Partner’s agenda
Using Partners systems
Sharing information
Simplifying procedures
Establishing common
arrangements
OwnershipPartner countries
AlignmentDonor- Partner
HarmonisationDonor-Donor
Slide 10
Turning the Pyramid upside down
• Ownership is the building block– countries in the sub-region have developed
national visions, national development strategies
Slide 11
Too many suppliers of silk?
• Even if have strong national vision & strategy, results will be poor if too much time spent dealing with donors
– India: High transaction costs recognised, and the under $25s asked to work through UN and NGOs
– Cambodia: burden of 400 donor missions
Slide 12
Reducing Costs of Doing Business
• Request Donor focus in 3 sectors only– Focus improves
quality– Focus means
scarce officials deal with fewer missions, meetings
• Example of Germany – ‘asked’ to shift sectors(Avoid marriage of convenience)
Slide 13
It’s our carpet, not yours
• “He who has the gold, makes the rules”– Doc Long, Chairperson of Appropriations
Committee
• Using Aid Management Tools to ensure that all resources – whether through Treasury or through UN/NGO/Private sector work to support national strategy
• UN required to prepare Business Plans
Slide 14
Changing the balance of power?
Expertise
$
Knowledge
Expertise
$
Knowledge
Accountability
Partnership is not a meaningful term if one partner has
all the resources, much of the expertise, most of the information
… and takes the decisions
Slide 15
Knowledge can help shift the balance
• Director of Afghan Assistance Coordination Authority recognised that a world class aid tracking system and team could:
– Help mobilise (and sustain) aid flows• proof of transparency and accountability• hold donors accountable for delivering on their
pledges• ensure donors are funding the sectors which are
agreed
Slide 16
Going beyond aid coordination
– Promote integration of external resources within a National Development Framework and Budget
• enhance credibility of national institutions and domestic decision-making processes – all assistance (‘off’ as well as ‘on’ budget) goes through budget decision making process
• greater influence on allocative decisions previously taken independently by donors/UN – revitalising cabinet
• ensure external and domestic resources considered together – more rational overall allocation, greater chance of investments being sustained/maintained
• DAD enables outputs to be monitored, blockages to be identified
Credible national institutions & processes – prerequisite for alignment
Slide 17
UNDP’s package of support
• Merit-based recruitment and training of national team – Aid Coordination Unit → Budget & External Relations Department
• Secondment of international adviser to Government
• Partnership with private sector– Contracted in aid tracking expertise – Synergy
International Systems, Donor Assistance Database (DAD)
• Establishing Government website
Slide 18
0
1,000
2,000
3,000
4,000
5,000
2002 2003 2004 2005 2006
Slide 19
Slide 20
From Aid Tracking to Budget Management
• In Afghanistan, adapted aid tracking system into tool to prepare the Development Budget – and tried to estimate future recurrent cost implications of investments
– Public Investment Programme for each sector, backed by data on ongoing and proposed investments
– Common financial summary and project document format for every project (whether designed by Government, donor, UN)
• Foundation for streamlined reporting of progress against outputs
• Promotes Government participation: responsible Ministry for every project. Sign off by Line Ministry and donor/UN; submission to MoF
Better decision-making & resource allocation
Slide 21
Basic Aid Tracking 3. Progress against 1382 Budget
Commitments and disbursements made in 1382 will be used to fund programmes over several years. A substantial financing gap remains. The Judicial Reform Commission is leading the collection of financial data, including projected and actual
expenditure for 1382, working in partnership with the Aid Coordination Unit. A critical financing gap relates to corrections, where only one quarter of needs have been met.
3.3 Justice
0
5
10
15
20
Corrections Secretariat Survey, Infra,Training
Law Reform Legal Ed &Awareness
Structure ofInsitutions
Other
Required1382
Committed
Disbursed
Required: 24.87Committed: 23.86Disbursed: 17.77
1382 Financial Overview • Simple
analysis of commitments against budget requirements is misleading
• Overstates success in year one, and understates available resources for year 2
Slide 22
Better decisions based on better information
• Guide to real resource availability against annual budget requirements
• Shows both domestic and external resources
Transport BudgetRequirements, Commitments, and Funding Allocation ($m)
0
200
400
600
800
1000
1200
2003-4 2004-5 2005-6 2006-7 2007+
Requirements
Commitments
Funding Allocation
Slide 23
Slide 24
National Budget: Livelihood Programme
• Shows actual projected expenditure by province
• Allows Government to promote geographical equity
Slide 25
Government-led Coordination Mechanism
• National Development Forum– Chaired By Government, prepared by
Government secretariat
• Governent-Donor Monthly Forum– Macro and cross-sectoral issues – chaired by
Government, prepared by Governent
• Sectoral CGs – every two months– Chaired by Line Ministry
Making Budget process work
Promoting Alignment
Slide 26
Partnership Forum Mechanism
Government Leadership
Avoiding Macro-Micro Paradox (ADB, Bruce Purdue
Slide 27
Slide 28
Slide 29
Afghan Aid Coordination Unit(Became Development Budget & External Relations Unit)
• Transition from International TA to Afghan Managers
• Recruited and trained 25 nationals– Managers– Donor Desk Officers– Database team– Website team– Translators– Administration
Slide 30
Aid Coordination Unit:Officer Responsibilities – Donor and Sector
Slide 31
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Slide 33
• End of Main Presentation
• Additional slides – background information
Slide 34
Slide 35
Overview of Donor Pledges
Slide 36
Overview by Sector
Slide 37
DemoThe default chart appears, in which the amount by Donors is presented
Slide 38
DemoTo change the chart format to 3D, select the option from the drop down list
Slide 39
DemoTo preview and print the current chart, click on Print Preview.
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Slide 45
Government Website
• Information sharing
• Transparency & Accountability
• Credibility