TZExperienceUgandaPr esentationParisD

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Information about TZExperienceUgandaPr esentationParisD
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Published on March 5, 2008

Author: Desiderio

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COUNTRY OWNERSHIP AND LEADERSHIP IN HARMONISATION, ALIGNMENT AND MANAGING FOR RESULTS:  COUNTRY OWNERSHIP AND LEADERSHIP IN HARMONISATION, ALIGNMENT AND MANAGING FOR RESULTS Interdependence between respective partner and donor commitments made in Paris – the need for effective mechanisms Presentation by Joyce K. G. Mapunjo, Commissioner for External Finance, Ministry of Finance, Government of Tanzania Presentation Outline:  Presentation Outline Key indicators/targets of the Paris Declaration How we are translating the Paris Declaration in Tanzania National instruments and processes Tanzania’s experience – From TAS to JAS Final stages in preparing JAS Joint Assistance Strategy Mixed views from Development Partners Conclusion 1. Key indicators/targets of the Paris Declaration:  1. Key indicators/targets of the Paris Declaration Operational development strategies  at least 75% of partner countries have operational development strategies Aid flows are aligned on national priorities  Halve the proportion of aid flows to government not reported on government’s budget Use of country PFM systems  two-third [one-third] reduction in the proportion of flows to the public sector not using partner countries’ PFM systems; 100% [90%] of donors use partner countries’ PFM systems Avoid parallel implementation structures  Reduce by two-thirds the stock of parallel PIUs Aid is untied  continued progress over time Results-oriented frameworks  Reduce by one third the proportion of countries without transparent & monitorable performance assessment frameworks Mutual accountability  100% of partner countries have mutual assessment reviews in place 2. How we are translating the Paris Declaration in Tanzania:  2. How we are translating the Paris Declaration in Tanzania Important to have strong instruments to guide harmonisation, alignment, and managing for results at national level  Tanzania Assistance Strategy (TAS) (2002/03–2004/05)  Joint Assistance Strategy (JAS) (expected to start in 2006/07) 3. National instruments and processes:  3. National instruments and processes Important national instruments and processes – established before the Paris Declaration National Vision 2025 PRSP PER TAS 4. Tanzania’s experience – from TAS to JAS:  4. Tanzania’s experience – from TAS to JAS 4.1. What is TAS? National medium-term framework for effective external resource management Aiming to achieve national development and poverty reduction goals stated in the country’s Poverty Reduction Strategy (PRS) Promoting national ownership and Government leadership of the development process, Development Partner harmonisation and alignment 4. Tanzania’s experience – from TAS to JAS (cont.):  4. Tanzania’s experience – from TAS to JAS (cont.) 4.2. TAS Achievements Enhanced national ownership of the development process Clear national development agenda (Vision 2025, PRS) Broad-based participation of domestic stakeholders in national processes / policy & strategy formulation Increased aid predictability DPs provide aid commitments for rolling three-year MTEF period in national PER process Improved reporting of disbursement data General Budget Support (GBS) with performance assessment prior to financial year in which disbursements are made Increased frontloading of GBS in first half of financial year 4. Tanzania’s experience – from TAS to JAS (cont.):  4. Tanzania’s experience – from TAS to JAS (cont.) 4.2. TAS Achievements (cont.) More aid aligned with national priorities and integrated in Government budget system GBS from 11 bilaterals and 3 multilaterals (EC, World Bank, and ADB)  Government ownership over resource allocation and full integration in Government budget and Exchequer Basket funds in PRS priority sectors (e.g. health, primary education) and GOT core reform areas (e.g. public financial management, public service reform) Better capturing of project and basket funds in national budget estimates Some DPs have started to channel project funds through Exchequer system 4. Tanzania’s experience – from TAS to JAS (cont.):  4. Tanzania’s experience – from TAS to JAS (cont.) 4.2. TAS Achievements (cont.) Harmonisation and rationalisation of processes Adoption of calendar of rationalised cycle of policy and consultative processes ‘Quiet time’ (April-August) for Government budget finalisation and minimised interaction with DPs Common Performance Assessment Framework (PAF) for GBS partners Joint DP reviews, e.g. World Bank and UN system in 2003 Formalisation of a Development Partners Group (DPG) DP calendar of missions at DPG website to increase peer pressure for joint missions 4. Tanzania’s experience – from TAS to JAS (cont.):  4. Tanzania’s experience – from TAS to JAS (cont.) 4.2. TAS Achievements (cont.) Increased capacity in external resource management and aid coordination GOT reforms in public sector and public financial management, supported by DP funding Aid Coordination Section in Ministry of Finance since 2003/04 Improved technical assistance to complement local capacity 5. Final stages in preparing JAS:  5. Final stages in preparing JAS Idea to align all DP strategies to one Government-led Joint Assistance Strategy emerged in TAS process in 2003/04  resulting from a joint GOT-DP study on rationalisation/harmonisation of processes Idea was taken further in GOT-DP consultations  formulation of a JAS Concept Paper end 2004 JAS consultative meeting with DP headquarters April 2005 First draft JAS Document prepared by GOT in May 2005  circulated for comments among GOT agencies, to all DPs and to a large number of non-state actors Comments have been reviewed and incorporated into second draft JAS Document  to be further consulted on JAS development process has taken long time because of extensive and broad-based consultations within GOT and with DPs and non-state actors – in the process observing events at international level 6. Joint Assistance Strategy:  6. Joint Assistance Strategy 6.1. What is JAS? National medium-term framework (five years) for managing development co-operation between GOT and DPs so as to achieve national development and poverty reduction goals stated in the National Strategy for Growth and Reduction of Poverty (NSGRP / MKUKUTA) / Zanzibar Poverty Reduction Plan (ZPRP) JAS is a mechanism for effective external resource management to support the implementation of NSGRP/ZPRP DPs are expected to adopt JAS as a basis for guiding the management of their development co-operation with GOT 6. Joint Assistance Strategy (cont.):  6. Joint Assistance Strategy (cont.) 6.1. What is JAS? (cont.) JAS aligns external resources with national development priorities under the NSGRP/ZPRP National Poverty Reduction Agenda (NSGRP/ZPRP) National Budget/PER/MTEF process (Domestic & External Resources) JAS 6. Joint Assistance Strategy (cont.):  6. Joint Assistance Strategy (cont.) 6.2. Objectives Contribute to sustainable development and poverty reduction by consolidating and coordinating GOT efforts and DP support under a single GOT-led framework to implement and achieve results under the NSGRP/ZPRP Build an effective development partnership (aid effectiveness) by (1) Strengthening national ownership and Government leadership of the development process; (2) Aligning DP support to Government priorities, systems and procedures; (3) Harmonising GOT and DP processes; (4) Managing resources for results on NSGRP/ZPRP; (5) Ensuring mutual accountability of GOT and DPs; and (6) Strengthening GOT accountability to Tanzanian citizens 6. Joint Assistance Strategy (cont.):  6. Joint Assistance Strategy (cont.) 6.3. Why do we need a JAS? Despite progress made under the TAS, transaction costs in delivering and managing development assistance remain high; GOT ownership needs further strengthening parallel systems and procedures for delivering, managing, monitoring and evaluating development assistance multiple missions, meetings and analytical studies provision of off-budget financing, most notably for projects Need for a more comprehensive framework than the TAS to fully reflect all aspects of ownership, leadership, harmonisation, alignment, managing for results and accountability 6. Joint Assistance Strategy (cont.):  6. Joint Assistance Strategy (cont.) 6.4. JAS principles and key issues GOT aligns national, sector and local strategies and programmes with NSGRP/ZPRP Harmonise GOT processes around NSGRP/ZPRP and national budget DP align to national priorities as outlined in national, sector and local strategies and plans Harmonise DP processes around NSGRP/ZPRP and national budget and adhere to GOT calendar of processes Capacity development at all levels of GOT and across society DPs support national capacity development efforts  use of TA for capacity development More effective GOT and DP division of labour  rationalisation of the number of DPs per sector/thematic area based on their comparative advantage; ‘delegating’ and ‘lead’ Partner arrangements 6. Joint Assistance Strategy (cont.):  6. Joint Assistance Strategy (cont.) 6.4. JAS principles and key issues (cont.) Full integration of external resources to GOT into GOT budget and Exchequer system Move towards GBS Basket and project funds to adhere to principles of national ownership and alignment to GOT structures, systems and processes Use of GOT systems for procurement, accounting and auditing Improved dialogue between GOT, DPs and non-state actors in existing processes  facilitating enhanced mutual and domestic accountability Mitigation of political, institutional/operational, and fiduciary risk Joint and independent monitoring and evaluation  facilitating mutual and domestic accountability 7. Mixed views from Development Partners:  7. Mixed views from Development Partners 7.1. Points of general agreement Objectives of JAS GOT alignment of strategies, policies, programmes with NSGRP/ZPRP and harmonisation of processes around NSGRP/ZPRP and national budget Alignment of DP support to NSGRP/ZPRP and harmonisation of DP processes around NSGRP/ZPRP and national budget Use of core public sector reforms for capacity development in GOT Use of TA for capacity development Criteria and principles for project use Dialogue objectives, principles, structure Risk mitigation measures Monitoring and evaluation arrangements 7. Mixed views from Development Partners (cont.):  7. Mixed views from Development Partners (cont.) 7.2. Key issues that DPs find difficult to accept TA untied from the source of finance and GOT procurement of TA Full integration of TA personnel in GOT structures and systems (recruitment, deployment, management, performance assessment) Rationalisation (reduction) of the number of DPs per sector/thematic area Move to GBS Channelling all aid to GOT through Exchequer Untied aid and full use of GOT procurement systems Full use of GOT accounting and audit procedures and systems 8. Conclusion:  8. Conclusion Tanzania has made substantial progress in building an effective development partnership It translated internationally agreed principles of aid effectiveness into national frameworks and action plans that support the implementation of national development and poverty reduction strategies (TAS  PRS; JAS  NSGRP/ZPRP) National instruments (TAS / JAS) have played a crucial role in guiding GOT and DPs in implementing their commitments to aid effectiveness JAS is being formulated in full consideration of the Paris commitments – adapted to the Tanzanian context under GOT leadership to reflect national realities (in several aspects going beyond Paris targets) Paris Declaration and other international commitments have given Tanzania encouragement to move towards higher levels of its development partnership But even with international commitments – without effective systems, processes and mechanisms at national level, there are no achievements in aid effectiveness for sustainable development and poverty reduction

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