The document discusses challenges with donor-driven aid and lack of country ownership. It proposes that aid management tools can help address these issues by helping countries clearly articulate their priorities and development strategies, coordinate all resources including domestic and external funding, track aid flows, and strengthen national budget and planning processes. This would allow countries to exercise greater leadership and shift the balance of power in development partnerships away from donors towards national governments. The examples from Afghanistan show how aid tracking systems were adapted to support national budget preparation and allocation decisions.
Day 2.3 - SWA’s role in improving aid effectiveness in the WASH sectorsanitationandwater4all
This document discusses strengthening country processes to improve aid effectiveness in the WASH (water, sanitation, and hygiene) sector. It provides examples from Liberia and Niger of strengthening sector policies, coordination, financing, and monitoring. Lessons are drawn from the education and health sectors, such as using compacts to outline mutual accountability and linking partnerships to aid effectiveness principles. A funding cliff is predicted for 2015 as available financing declines sharply without sustained commitments. The role of the Sanitation and Water for All partnership in addressing these challenges is highlighted.
Key findings, lessons learned and next steps for TrackFinTrackFin
The TrackFin initiative aims to develop a standardized methodology for tracking financing for water, sanitation, and hygiene (WASH) at the national level. Pilot projects in Brazil, Ghana, and Morocco found that comprehensive WASH financing data could be collected using this process. The methodology needs refinement based on lessons learned. Next steps include expanding the number of participating countries, providing training and support, and coordinating TrackFin with other global monitoring tools to better understand financing needs for achieving sector goals.
Combining and Aligning Transportation and Economic Development PlansRPO America
On October 31, the NADO Research Foundation held a virtual peer exchange on the topic combining and aligning transportation and economic development plans. Speakers included Scott Allen (Federal Highway Administration), Charlie Baker (Chittenden County Regional Planning Commission), Mary Rump (East Central Iowa Council of Governments), and Amy Kessler (North Central Pennsylvania Regional Planning and Development Commission), with moderation by Carrie Kissel and Megan McConville.
Presentation by Anne Hammill, IISD, introducing the National Adaptation Plan (NAP) Global Network at the network's Targeted Topics Forum in Lilongwe, Malawi, in February 2017.
International Engagement Ready Communities Initiative: Troppenado-web
This presentation was delivered at NADO's 2018 Annual Training Conference, held in Charlotte, NC on October 13-16. For more information, visit: https://www.nado.org/events/2018-annual-training-conference/
Presentation by Anne Hammill at the event "Lessons Learned from the Case Studies of NAP Process and Implementation of Adaptation Actions in the Asia-Pacific Region" at COP 22 in Marrakech, Morocco on November 15, 2016
Role of the National Adaptation Plan (NAP) process in NDC implementationNAP Global Network
Presentation by Anne Hammill, IISD, at the Peer Learning Summit on "The role of the NAP process in NDC implementation" held in Bangkok, Thailand, from Oct 1-2, 2018. This Forum was co-hosted by Thailand's Office of National Resources and Environmental Policy and Planning (ONEP) and the NAP Global Network.
Day 2.3 - SWA’s role in improving aid effectiveness in the WASH sectorsanitationandwater4all
This document discusses strengthening country processes to improve aid effectiveness in the WASH (water, sanitation, and hygiene) sector. It provides examples from Liberia and Niger of strengthening sector policies, coordination, financing, and monitoring. Lessons are drawn from the education and health sectors, such as using compacts to outline mutual accountability and linking partnerships to aid effectiveness principles. A funding cliff is predicted for 2015 as available financing declines sharply without sustained commitments. The role of the Sanitation and Water for All partnership in addressing these challenges is highlighted.
Key findings, lessons learned and next steps for TrackFinTrackFin
The TrackFin initiative aims to develop a standardized methodology for tracking financing for water, sanitation, and hygiene (WASH) at the national level. Pilot projects in Brazil, Ghana, and Morocco found that comprehensive WASH financing data could be collected using this process. The methodology needs refinement based on lessons learned. Next steps include expanding the number of participating countries, providing training and support, and coordinating TrackFin with other global monitoring tools to better understand financing needs for achieving sector goals.
Combining and Aligning Transportation and Economic Development PlansRPO America
On October 31, the NADO Research Foundation held a virtual peer exchange on the topic combining and aligning transportation and economic development plans. Speakers included Scott Allen (Federal Highway Administration), Charlie Baker (Chittenden County Regional Planning Commission), Mary Rump (East Central Iowa Council of Governments), and Amy Kessler (North Central Pennsylvania Regional Planning and Development Commission), with moderation by Carrie Kissel and Megan McConville.
Presentation by Anne Hammill, IISD, introducing the National Adaptation Plan (NAP) Global Network at the network's Targeted Topics Forum in Lilongwe, Malawi, in February 2017.
International Engagement Ready Communities Initiative: Troppenado-web
This presentation was delivered at NADO's 2018 Annual Training Conference, held in Charlotte, NC on October 13-16. For more information, visit: https://www.nado.org/events/2018-annual-training-conference/
Presentation by Anne Hammill at the event "Lessons Learned from the Case Studies of NAP Process and Implementation of Adaptation Actions in the Asia-Pacific Region" at COP 22 in Marrakech, Morocco on November 15, 2016
Role of the National Adaptation Plan (NAP) process in NDC implementationNAP Global Network
Presentation by Anne Hammill, IISD, at the Peer Learning Summit on "The role of the NAP process in NDC implementation" held in Bangkok, Thailand, from Oct 1-2, 2018. This Forum was co-hosted by Thailand's Office of National Resources and Environmental Policy and Planning (ONEP) and the NAP Global Network.
"Social investment", data analysis & targeting public expenditures - Andrew B...OECD Governance
This presentation was made by Andrew BLAZEY, New Zealand at the 13th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 14-15 December 2017
The document provides an overview of trends and challenges in financing urban climate change resilience. It discusses the imbalance in funding between adaptation and mitigation efforts. It also explores various funding mechanisms from multilateral development banks, climate funds, foundations, and research programs. While funding is growing, gaps remain in adequately supporting urban resilience efforts, smaller cities, and certain sectors. The document outlines different facilities and initiatives aimed at addressing financing challenges along with their objectives, activities, and access mechanisms.
Financing and Impletementing the Post 2015 AgendaSDGsPlus
The document discusses financing and implementing the Post-2015 Development Agenda. It outlines major events defining the framework in 2015 and lessons learned from the MDGs. Effective partnerships, substantial and flexible finance, and good data are needed. The World Bank Group is well-positioned to help with implementation through finance and knowledge. It has aligned its structure with the SDGs and can leverage different sources of funding. Further work is needed on financing solutions, mobilizing private resources, financing global public goods, and improving data for development.
The document summarizes discussions from sessions at the NAP Expo on accessing funding from the Green Climate Fund (GCF) for national adaptation plan (NAP) formulation and other adaptation planning processes.
Key points include: an overview of GCF support for NAPs including the status of approved proposals; 10 criteria for successful NAP proposals to the GCF; and a discussion of country experiences accessing GCF funding including from the Democratic Republic of Congo, Colombia, and Bangladesh. The sessions also included breakout groups to discuss enhancing sub-national adaptation action and stimulating financing through climate information communication.
A recent IIED study on climate finance shows a big gap between total climate funds available and the proportion of that being implemented at local scale. In addition, global spending on conventional agriculture and forestry is manifold the spending on responsible land use practices. The CGIAR program on Forest Trees and Agroforestry studies success factors for inclusive and responsible businesses, which are at the core of both climate finance and responsible investments. It also looks at financial mechanisms that can adequately address the needs of such businesses.
Ghana Country Programme Evaluation
The evaluation covered IFAD's strategy and operations in Ghana from 1998-2006. It found that the portfolio performance was moderately satisfactory overall. Key results included strong impacts on institutional development for rural finance and enterprises, but more mixed results for income generation. The strategy shifted focus between COSOPs without sufficient analysis. Value chain support introduced relevant concepts but implementation faced challenges. Non-lending activities effectively supported policy dialogue and partnerships, but knowledge management was weaker. The evaluation rated COSOP performance, portfolio performance, and overall partnership performance as moderately satisfactory. It recommended strengthening analytical work, increasing focus on the Upper West region, and reviewing value chain approaches.
Budgeting for societal goals: Putting it all together - Andrew BLAZEY, OECDOECD Governance
This presentation was made by Andrew BLAZEY, OECD, at the OECD-MENA meeting dedicated to Budgeting for Societal Outcomes: Gender, Youth and Sustainable Development Goals Budgeting, held in Caserta, Italy, on 18-19 July 2019
The document provides an overview of the new funding model principles of the Global Fund. It discusses how the new model differs from the previous model by taking a more active role in portfolio management and country engagement. It also outlines the new funding model cycle and key aspects like country allocation, incentive funding, and unfunded quality demand. The document emphasizes the importance of inclusive country dialogue and meaningful engagement with key populations and other stakeholders in developing robust national strategic plans and concept notes.
Guide to developing action plans addis dec_2011opobo
This document provides guidance to participants of a youth workshop on developing action plans for meaningful youth involvement in the Global Fund process in their countries. It outlines the key elements an action plan should include: goals and objectives, activities, partnerships, timeline, budget, follow up plans, and monitoring and evaluation. The document also provides support that will be offered to participants, including technical assistance, resource mobilization, and opportunities to participate in international advocacy events. Participants are asked to submit first draft action plans by January 18th, 2012.
The presentation discusses the Scottish Government's International Development Fund's focus on measuring effectiveness and learning from projects. It outlines reasons for this focus, including accountability and demonstrating impact. It describes the IDF's structure, approach, and lessons learned from past experience. Recent developments include a review of monitoring and evaluation approaches and guidance on related budgets. Next steps include considering evaluation reports, refining funding round criteria, and reviewing changes to further harmonization and simplification. The overall goals are to clarify M&E purposes and methods, rigorously understand outcomes, ensure participation, and align with partners while complying with international standards.
Fmdv de log financing sd gs subnational levelAntoine Rerolle
The document discusses strategies for financing sustainable development at the subnational and local levels. It acknowledges that expenditures are increasingly being decided at lower levels of government, which often lack technical capacity and financing. It commits to scaling up international cooperation to strengthen capacities of local authorities. Some strategies discussed include establishing knowledge and financing hubs to develop sustainable projects, providing targeted public support to mobilize private expertise and capital, and using innovative financing techniques for demonstration projects. The goal is to close the large funding gaps needed to achieve sustainable development goals through greater private sector involvement at subnational levels.
The document provides an overview of key changes to the Global Fund's funding model, with an emphasis on the importance of country dialogue. Some of the main points covered include:
1. CCM eligibility requirements have been strengthened, including requirements for representation from key populations and management of conflicts of interest.
2. The timing of concept note submission is more flexible but must align with one of the TRP/GAC review windows. Grants can be extrapolated beyond national strategic plans.
3. Inclusive country dialogue is critical for developing high-quality concept notes and funding requests. A variety of tools and templates are available to support country dialogue.
1. The new funding model from the Global Fund introduces several key changes to improve its processes and impact.
2. These include more stringent CCM eligibility requirements to ensure transparency and accountability. Concept notes will now need to be developed through an inclusive country dialogue process.
3. Additional changes involve splitting funds between diseases and health systems, capturing additional government investments, aligning with national strategic plans, and optimizing the timing of concept note submission and funding access.
The document provides an introduction to fundraising, including defining fundraising as gathering voluntary contributions to support specific programs or activities. It then discusses different types of fundraising done by ActionAid Rwanda, including child sponsorship programs and partnerships with major donors, governments, and institutions. The document emphasizes that fundraising should be program-led to ensure funds support strategic objectives and that fundraising requires building relationships with donors and communities. It provides guidance on actions country programs and local partners should take, such as excellent project implementation, donor relationship building, problem identification, capturing donor intelligence, and writing strong funding proposals.
"Social investment", data analysis & targeting public expenditures - Andrew B...OECD Governance
This presentation was made by Andrew BLAZEY, New Zealand at the 13th Annual Meeting of OECD-Asian Senior Budget Officials held in Bangkok, Thailand, on 14-15 December 2017
The document provides an overview of trends and challenges in financing urban climate change resilience. It discusses the imbalance in funding between adaptation and mitigation efforts. It also explores various funding mechanisms from multilateral development banks, climate funds, foundations, and research programs. While funding is growing, gaps remain in adequately supporting urban resilience efforts, smaller cities, and certain sectors. The document outlines different facilities and initiatives aimed at addressing financing challenges along with their objectives, activities, and access mechanisms.
Financing and Impletementing the Post 2015 AgendaSDGsPlus
The document discusses financing and implementing the Post-2015 Development Agenda. It outlines major events defining the framework in 2015 and lessons learned from the MDGs. Effective partnerships, substantial and flexible finance, and good data are needed. The World Bank Group is well-positioned to help with implementation through finance and knowledge. It has aligned its structure with the SDGs and can leverage different sources of funding. Further work is needed on financing solutions, mobilizing private resources, financing global public goods, and improving data for development.
The document summarizes discussions from sessions at the NAP Expo on accessing funding from the Green Climate Fund (GCF) for national adaptation plan (NAP) formulation and other adaptation planning processes.
Key points include: an overview of GCF support for NAPs including the status of approved proposals; 10 criteria for successful NAP proposals to the GCF; and a discussion of country experiences accessing GCF funding including from the Democratic Republic of Congo, Colombia, and Bangladesh. The sessions also included breakout groups to discuss enhancing sub-national adaptation action and stimulating financing through climate information communication.
A recent IIED study on climate finance shows a big gap between total climate funds available and the proportion of that being implemented at local scale. In addition, global spending on conventional agriculture and forestry is manifold the spending on responsible land use practices. The CGIAR program on Forest Trees and Agroforestry studies success factors for inclusive and responsible businesses, which are at the core of both climate finance and responsible investments. It also looks at financial mechanisms that can adequately address the needs of such businesses.
Ghana Country Programme Evaluation
The evaluation covered IFAD's strategy and operations in Ghana from 1998-2006. It found that the portfolio performance was moderately satisfactory overall. Key results included strong impacts on institutional development for rural finance and enterprises, but more mixed results for income generation. The strategy shifted focus between COSOPs without sufficient analysis. Value chain support introduced relevant concepts but implementation faced challenges. Non-lending activities effectively supported policy dialogue and partnerships, but knowledge management was weaker. The evaluation rated COSOP performance, portfolio performance, and overall partnership performance as moderately satisfactory. It recommended strengthening analytical work, increasing focus on the Upper West region, and reviewing value chain approaches.
Budgeting for societal goals: Putting it all together - Andrew BLAZEY, OECDOECD Governance
This presentation was made by Andrew BLAZEY, OECD, at the OECD-MENA meeting dedicated to Budgeting for Societal Outcomes: Gender, Youth and Sustainable Development Goals Budgeting, held in Caserta, Italy, on 18-19 July 2019
The document provides an overview of the new funding model principles of the Global Fund. It discusses how the new model differs from the previous model by taking a more active role in portfolio management and country engagement. It also outlines the new funding model cycle and key aspects like country allocation, incentive funding, and unfunded quality demand. The document emphasizes the importance of inclusive country dialogue and meaningful engagement with key populations and other stakeholders in developing robust national strategic plans and concept notes.
Guide to developing action plans addis dec_2011opobo
This document provides guidance to participants of a youth workshop on developing action plans for meaningful youth involvement in the Global Fund process in their countries. It outlines the key elements an action plan should include: goals and objectives, activities, partnerships, timeline, budget, follow up plans, and monitoring and evaluation. The document also provides support that will be offered to participants, including technical assistance, resource mobilization, and opportunities to participate in international advocacy events. Participants are asked to submit first draft action plans by January 18th, 2012.
The presentation discusses the Scottish Government's International Development Fund's focus on measuring effectiveness and learning from projects. It outlines reasons for this focus, including accountability and demonstrating impact. It describes the IDF's structure, approach, and lessons learned from past experience. Recent developments include a review of monitoring and evaluation approaches and guidance on related budgets. Next steps include considering evaluation reports, refining funding round criteria, and reviewing changes to further harmonization and simplification. The overall goals are to clarify M&E purposes and methods, rigorously understand outcomes, ensure participation, and align with partners while complying with international standards.
Fmdv de log financing sd gs subnational levelAntoine Rerolle
The document discusses strategies for financing sustainable development at the subnational and local levels. It acknowledges that expenditures are increasingly being decided at lower levels of government, which often lack technical capacity and financing. It commits to scaling up international cooperation to strengthen capacities of local authorities. Some strategies discussed include establishing knowledge and financing hubs to develop sustainable projects, providing targeted public support to mobilize private expertise and capital, and using innovative financing techniques for demonstration projects. The goal is to close the large funding gaps needed to achieve sustainable development goals through greater private sector involvement at subnational levels.
The document provides an overview of key changes to the Global Fund's funding model, with an emphasis on the importance of country dialogue. Some of the main points covered include:
1. CCM eligibility requirements have been strengthened, including requirements for representation from key populations and management of conflicts of interest.
2. The timing of concept note submission is more flexible but must align with one of the TRP/GAC review windows. Grants can be extrapolated beyond national strategic plans.
3. Inclusive country dialogue is critical for developing high-quality concept notes and funding requests. A variety of tools and templates are available to support country dialogue.
1. The new funding model from the Global Fund introduces several key changes to improve its processes and impact.
2. These include more stringent CCM eligibility requirements to ensure transparency and accountability. Concept notes will now need to be developed through an inclusive country dialogue process.
3. Additional changes involve splitting funds between diseases and health systems, capturing additional government investments, aligning with national strategic plans, and optimizing the timing of concept note submission and funding access.
The document provides an introduction to fundraising, including defining fundraising as gathering voluntary contributions to support specific programs or activities. It then discusses different types of fundraising done by ActionAid Rwanda, including child sponsorship programs and partnerships with major donors, governments, and institutions. The document emphasizes that fundraising should be program-led to ensure funds support strategic objectives and that fundraising requires building relationships with donors and communities. It provides guidance on actions country programs and local partners should take, such as excellent project implementation, donor relationship building, problem identification, capturing donor intelligence, and writing strong funding proposals.
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Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
AHMR is an interdisciplinary peer-reviewed online journal created to encourage and facilitate the study of all aspects (socio-economic, political, legislative and developmental) of Human Mobility in Africa. Through the publication of original research, policy discussions and evidence research papers AHMR provides a comprehensive forum devoted exclusively to the analysis of contemporaneous trends, migration patterns and some of the most important migration-related issues.
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Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
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https://www.youtube.com/@jenniferschaus/videos
1. Changing the Balance of Power
Aid Management Tools
Making Aid work:
The Challenges for Aid Coordination and Management
Aidan Cox, UNDP Regional Centre Bangkok
2. Slide 2
Goal
• “Partner countries exercise effective
leadership over their development policies,
and strategies and coordinate
development actions”
– Paris Declaration on Aid Effectiveness
3. 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
4. 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
5. 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
7. 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
8. 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
9. 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
Ownership
Partner countries
Alignment
Donor- Partner
Harmonisation
Donor-Donor
10. Slide 10
Turning the Pyramid upside down
• Ownership is the building block
– countries in the sub-region have developed
national visions, national development
strategies
11. 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
12. 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)
13. 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
14. 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
15. 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
16. 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
17. 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
20. 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
21. 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 of
Insitutions
Other
Required1382
Committed
Disbursed
Required: 24.87
Committed: 23.86
Disbursed: 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
22. Slide 22
Better decisions
based on better information
• Guide to real
resource
availability
against annual
budget
requirements
• Shows both
domestic and
external
resources
Transport Budget
Requirements, 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
24. Slide 24
National Budget: Livelihood Programme
• Shows actual
projected
expenditure by
province
• Allows
Government to
promote
geographical
equity
25. 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
26. Slide 26
Partnership Forum Mechanism
Government Leadership
Avoiding Macro-Micro Paradox (ADB, Bruce Purdue
29. 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