Dans le cadre du programme du bureau du coordinateur Résident du Système des Nations Unies, qui a pour but l’unification et la synchronisation des efforts fournis dans la lutte contre la pauvreté, la mise en commun de données et informations relatives à l’aide fournie au Pays demeure l’un des premiers objectifs à atteindre.

Le Système des Nations Unies en Guinée-Bissau par l’intermédiaire de son bureau de Coordination a souhaité mettre en place un système de gestion des données afin de réunir l’ensemble des informations disponibles sur les programmes, projets et activités réalisés ou à réaliser en vue d’améliorer la disponibilité d’informations pour tenir  informé l’ensemble des acteurs présents sur le terrain. Cette mission, conduite par M. TURE Yasser consultant national, a pour objectif principal la création d’une base de données en français, comportant des informations et données sur les programmes et projets du Système des Nations Unies.

Par conséquence au terme de cette mission, les résultats suivants ont été soit obtenus ou poursuivis :

v  Base de données simple d’utilisation, et facile de mise à jour.

v  Guide d’utilisateur élaboré et mise à disposition

v  Séances de présentation et d’explication sur l’utilisation de la base de données.

L’objectif de la mission n’’était pas de réaliser une évaluation complète des capacités et besoins du Gouvernement en matière d’efficacité de l’aide. Il serait souhaitable qu’un tel exercice soit conduit en 2009, après les élections législatives et une fois les ministères installés dans leurs nouveaux locaux, pour analyser en profondeur les capacités nationales de coordination de l’aide aux niveaux institutionnel, organisationnel et individuel, et la stratégie complète à mettre en place. Les constats et recommandations suivants ne représentent donc qu’une approche initiale, pour amorcer le travail du Gouvernement sur la coordination de l’aide en tenant compte des contraintes actuelles.

The purpose of this Standard Operating Procedure (SOP) is to establish clear and consistent procedures for aid information reporting and management for the Government of Sierra Leone and development partners.  The SOP is a living document and can be reviewed as necessary.

 

The SOP explains the functions of the DAD, defines roles and responsibilities and explains procedures for data entry and management in order to increase the quality of data.

 

To date, the DAD has been working well, with some partners producing excellent, accurate inputs.  However, several problems have been identified:

 

1. Some development partners have not been entering data in a timely or complete manner.
2. Buy in from government and development partners has not been comprehensive, with top tiers of some institutions still unaware of the DAD, and responsibility for data management in donors sometimes being assigned to staff without the necessary level of programmatic oversight.
3. Although the operation of the DAD is clear to those that have been trained on the system; procedures for data entry are not formally defined and as a result are often done in an ad hoc manner.
4. Some confusion remains over definitions of key terminology such as “disbursement”.
5. Poor internet access in Sierra Leone has made data entry a slow and cumbersome process for some development partners.

 

The SOP seeks to rectify some of these problems by establishing a clear set of procedures.  Many of the procedures follow what has been previously established, but simply define them more formally.   In this way it is hoped that partners will feel that procedures are clear, easy to follow and to integrate into their systems; resulting in improved data quality, accuracy and timeliness.

Le Gouvernement de la République Démocratique du Congo (RDC) s’est fortement engagé dans le domaine de l’efficacité de l’aide et l’application des principes de la Déclaration de Paris et de l’Agenda d’Accra. Depuis 2008, le Ministère du Plan a choisi de mettre en place la Plateforme de Gestion de l’Aide et des Investissements (PGAI) pour accroître la transparence de l’aide extérieure et renforcer les capacités du gouvernement à gérer de façon mutuellement responsable les ressources extérieures au sein du cadre de planification, programmation, budgétisation et suivi de ses plans et objectifs nationaux.

Effective, high quality, and regular dialogue between the Government, Development Partners (DPs) and domestic stakeholders is crucial for our successful co-operation towards achieving national development, growth and poverty reduction goals. Currently, sector and national dialogue takes place around different processes (PER, MKUKUTA, GBS etc.), with often overlapping agendas, schedules and memberships without clear selection criteria as well as weak or unclear inter-linkages. This has led to high transaction costs as well as insufficient quality and ineffective dialogue arrangements and their expected outputs. For example, MDAs engage in sector dialogue with DPs and at the same time are direct members in PER CWGs, representing their own Ministries rather than the sector at cluster level. Structures for national dialogue throughout the year are in place for the PER process, but are missing for the MKUKUTA process in terms of policy dialogue on MKUKUTA implementation. The only multi-stakeholder forum for this purpose is the MKUKUTA Annual Review/Poverty Policy Week.

One of the challenges that the government of Tanzania is trying to address is the translation of recent economic gains into the social

well-being of its people.

Having experienced a sustained period of economic hardship, deteriorating Development Partner relationships, and the consequent

suspension of aid assistance, 1997 marked a new beginning in terms of better aid relations and national development transformation in Tanzania.

Thanks to the Helleiner’s Independent Commission Report (1994), the government and its development partners (DPs) agreed to reform

Tanzania’s aid management framework. By placing national ownership and government leadership at the forefront of the development process,

they fostered transparency and accountability in external resource management.

Between 2002 and 2006, real economic growth averaged 6%, compared to less than 4% in the early 1990s. Inflation has fallen sharply to an

average of 5% since 2000, compared to more than 30% in the mid 1990s. Meanwhile, government-Development Partner confidence remains

historically high.

However, with almost 36% of the population living below the national basic needs poverty line, it is clear that more efforts are needed to translate

these economic gains into wellbeing for the millions of people of Tanzania. It is also clear that the government’s efforts alone cannot meet these

challenges without the cooperation of other stakeholders, including private sector, parliamentarians, civil society, research institutions, and,

most crucially, the international aid community.

Aid contributes a significant share of the national budget by complementing domestic resource mobilization and capacity development in

Tanzania. More than 40% of national spending is dependent on aid while aid inflows stand at 12% of GDP in 2006/07, making Tanzania one of

the major foreign-aid recipient countries.

As the government continues to implement more economic reforms, about26 bilateral and multilateral development partners will continue to

assist the implementation of Tanzania’s national priorities. By supporting the establishment of a sound institutional framework for guiding aid

and strengthening public services and financial management systems, aid will be made more effective, and reflective of national development

aspirations. This is the new spirit of partnership that both the government and development partners aspire to pursue as they face the challenges

of bringing hope of a better life to the millions of men, women and children of Tanzania.

The Government of Malawi (GoM) places a priority on maximising the cost effectiveness of its available aid resources towards achieving the goals laid out in the Malawi Growth and development Strategy (MGDS). As part of this process, in November 2008 GoM launched sector working groups (SWGs) as the basis for programme planning, implementation, monitoring and evaluation across the sixteen sectors of the Malawian economy. By coordinating clearly defined sector composition and operational boundaries SWG are expected to generate a more efficient Division of Labour (DoL) amongst development partners (DP) in relation to GoM policies and systems. SWG thus present Government and its development partners with an unprecedented opportunity to move forward collectively in order to live up to the commitments of the Paris Declaration (2005) and the Accra Agenda for Action (2008).

The Quarterly Aid Disbursement Sector Report is a new addition to the analysis of donor aid flows carried out by the Debt and Aid Management Division of the Ministry of Finance. This Report intends to strengthen the SWG process by providing a more regular tracking tool for the analysis of donor behaviour in each of the economic sector classifications. It is envisioned that improved information on donor behaviour in each sector will inform SWGs, donor partners and other actors to promote i) reduction in the duplication of efforts and rationalisation of donor activities to make them as cost-effective as possible; ii) the reform and simplification of donor policies and procedures to encourage collaborative behaviour and increased alignment with GoM priorities, systems and procedures; iii) improve sector planning efforts by the GoM; and iv) ultimately, enhance donor and GoM respective accountability for their development policies, strategies and performance.

The first section of the Report focuses on a number of aggregate aid disbursement issues including aid modalities, donor and sector composition, alignment with Malawi Growth and Development Strategy priorities, sector and donor fragmentation and aid variability. The second section of this Report, provides a summary of disbursements made during the quarter for each economic sector.

Future versions of this Report will monitor the compliance of donors with their aid reporting commitments. Over time, new measures and indicators will also be added which attempt to provide new insights into how progress is being made towards a more effective distribution of donor resources in Malawi.

This paper sets out and explores the link between donor aid and recipient country budgets, and the role greater transparency about aid can play in improving budget transparency, the quality of budgetary decisions, and accountability systems. The paper goes on to explore how current initiatives to improve aid transparency can best support better budgets and accountability in aid dependent countries. These efforts provide an important opportunity to enhance the effectiveness of both the recipient governments’ own spending and the aid they receive from donors.It concludes that publishing better information on aid requires compatibility with recipients’ budgeting and planning systems. The research findings suggest that recipient budgets bear many similarities, but this is not reflected in current formats for reporting aid. Finally, it concludes that the poorest countries will lose out if donors do not publish aid information that is easy to link with recipient government budget systems.

The Extractive Industries Transparency Initiative (EITI) is a global coalition of governments, companies, civil society groups, investors and international organisations, established in 2005. It sets a global standard for oil and mining companies to publish what they pay, and for governments to disclose what they receive. It is designed to strengthen governance in resource-rich developing countries by improving transparency and accountability in the extractives sector. There is a set of EITI Principles, which each member is committed to applying.