Aims:
Aims To indicate findings on interactions between ownership, accountability, dialogue and conditionality
To indicate recommendations and conclusions
GBS and National Ownership:
GBS and National Ownership OECD guiding principles
Ownership/partnership v. imposed conditions
Step-change in dialogue and conditionality
Conditions are owned and agreed
Strengthening of national leadership, responsibility, accountability for reform
Whose ownership? Whose accountability?
Broad Assessment:
Broad Assessment PGBS has strengthened government ownership in four of seven countries.
attention to planning, budget and PFM
Underlying factors:
Willing partner government
Basic trust in donor/government relationship
Significant consensus on development strategy
Ambition tailored to capacity
Main Findings:
Main Findings Change in dialogue and conditionality
- more in the eyes of donors?
Clearer joint alignment with national strategies
- how well owned are national strategies?
Strengthened national systems, policy-making and budget control
- but link of policy to expenditure planning….
Strengthened scope for domestic accountability
Accountability to donors and government
Mutual accountability
Partnership and conditionality:
Partnership and conditionality Management of tensions between partners:
Autonomy of governments v. poverty focus of donors
Donor perspectives on PGBS and conditionality
Governments are not homogeneous
Government v. country ownership
What is to be done?:
What is to be done? PGBS offers compromise between ownership and conditionality - ownership with influence:
Dialogue about priorities, actions and indicators
Agreed performance targets
Integrated with national PRS
Joint monitoring and accountability
Disbursement based on overall performance
Long term donor commitment plus
More local office discretion
Less turnover of donor staff
Focused demands on government time