Donor Budget Format - PowerPoint by ufn16927


More Info
									 Progress & Challenges in
Aid Co-ordination & Delivery
       Presentation to
      Sudan Consortium
      Juba, March 2007

       Moses Mabior Deu
   Director, Aid Co-ordination
          MoFEP, GoSS

   Effective Aid Co-ordination &
    Delivery requires a joint approach
    from Government and Donors
   Operating without co-ordination is
    ‘least cost’ in terms of effort (no
    effort required on any side)
   But is ‘maximum cost’ in terms of
    service delivery to the people of
    Southern Sudan (interventions are
    unco-ordinated & unprioritised)
Challenges of Aid Co-ordination
   Challenges of Aid Co-ordination in a
    post-conflict setting include:
       Developing Government ownership
       Ensuring Donor participation
       Putting in place systems for information
        sharing between Government & Donors
       Establishing a system for Monitoring &
        Evaluating aid delivery, so that
        attention is paid to outcomes, not just
Starting Point in Southern Sudan

   Prior to establishment of GoSS, aid
    co-ordination was limited to
    humanitarian efforts led by the UN,
    and certain joint donor mechanisms
    for development assistance (CBTF,
   There was no overall mechanism for
    co-ordination in place, and no
    complete overview of donor activity
    in Southern Sudan
Establishment of GoSS

   Establishment of GoSS brought its
    own challenges for Aid Co-
    ordination, including the need for:
       Establishment of a Framework for Aid
       Assignment of Roles & Responsibilities
        of different GoSS Agencies
       Initiation of systematic GoSS – Donor
        dialogue & partnership at operational
First Steps in Aid Co-ordination
   An early step towards GoSS Aid Co-
    ordination was the establishment by
    the Minister of Finance of the Inter
    Ministerial Project Appraisal
    Committee (Dec 05)
   It was followed by establishment of
    the GoSS Budget Sector Working
    Groups (Feb 06) and development
    of the GoSS Aid Strategy (Aug -
    Nov 06)
Key Elements of GoSS Aid Co-
ordination Framework
   GoSS Aid Strategy; guides the
    overall GoSS approach to Aid Co-
   Inter-Ministerial Appraisal
    Committee; central GoSS
    appraisal/approval mechanism for
    donor projects
   GoSS Budget Sector Working
    Groups; mechanism for donor
    participation in GoSS planning &
    prioritisation at sectoral level
Objective of GoSS Aid Co-ordination

 The objective of the GoSS Aid Co-
  ordination is:
  ‘To co-ordinate development aid
  from international donors, so
  that it is used effectively and
  aligned with the priorities of the
  Government of Southern Sudan’
(GoSS Aid Strategy Nov 2006)
     Aid Strategy Principles
1.   Alignment; of donor assistance with GoSS
2.   Co-ordination; of aid delivery with GoSS
     programmes, to avoid duplication,
     concentration or neglect
3.   Predictability; of the volume and timing of
     aid flows
4.   Harmonisation; of donor activities and
5.   Institutional Development; using aid to
     enhance GoSS capacity
6.   Mutual Accountability; between GoSS and
Status of the Aid Strategy
   Aid Strategy endorsed by the Council of
    Ministers in November 2006, and
    presented to donor partners
   GoSS has received a joint response from
    donors; key aspects of the response were
    discussed in the first GoSS-Donor
    Quarterly Forum in Juba, February 2007
   MoFEP to incorporate donor comments
    into the Strategy where feasible
   Final Strategy to be presented by the
    Minister of Finance to the Legislative
    Assembly, as a GoSS Policy Document
Roles & Responsibilities of GoSS
Agencies in Aid Co-ordination

Guided by the Aid Strategy:
 All Ministries; identification of donor
  projects based on sectoral priorities
 Regional Co-operation; external liaison
  with foreign Governments & international
 Ministry of Finance; aid co-ordination,
  management & approval
 Legal Affairs; approval of legal
  agreements relating to aid
Role of the Inter Ministerial
Appraisal Committee

   Appraisal of proposed projects to ensure
    consistency with GoSS priorities & aid
    strategy principles
   Mechanism for ensuring GoSS
    awareness/ownership of projects beyond
    the Ministry concerned
   Approved projects are recommended for
    legal review & signature
   Only the Minister of Finance has the
    authority to sign donor project
Composition of Inter-Ministerial
Appraisal Committee

   Core Members; Ministry of Finance
    (Chair), Presidential Affairs, Legal
    Affairs, Regional Co-operation,
    Centre for Statistics, Environment
   All other Ministries are invited on an
    ad hoc basis, depending on the
    project being discussed
   All Ministries within a Sector are
    invited to discuss a project that falls
    within their Sector
Appraisal Committee Progress to

   12 meetings held since February
   Over 20 Ministries/Spending
    Agencies have attended
   14 Projects have been appraised, of
     9 MDTF
     2 EC
     1 ADB, 1 UNDP, 1 Global Fund
Role of Budget Sector Working
   Drafting rolling 3 year Budget Sector
    Plans, in order to
       Prioritise sector activities & set measurable
        objectives for service delivery
       Guide annual budget allocations
       Feed into the GoSS Development Framework
   Sectoral level co-ordination between
    GoSS and donors, including identification
    & formulation of donor projects &
    mapping of existing activities
   Monitoring & evaluation of sectoral
Composition of Budget Sector
Working Groups
   There are 10 GoSS Budget Sector
    Working Groups
   Each group has a Chair from a GoSS
    Ministry/Spending Agency within the
    Sector, and a Donor Co-Chair
   Secretariat functions are undertaken by a
    GoSS Ministry/Spending Agency within
    the Sector
   All other GoSS Ministries & Spending
    Agencies within the Sector are members
    of the group
   Other Donors & UN agencies can also
Progress of Budget Sector Working
Groups to date
   Budget Sector Plans for 2007-2009 were
    drafted between July and September
   19 donor & UN agencies participated in
    the drafting process
   Drafts included Sector objectives &
    activities for 2007-2009, as well as
    mapping of donor activities in each Sector
   However, drafts tended to over-estimate
    GoSS resources & capacities, and
    therefore were ambitious in many cases
Next Steps for Budget Sector
Working Groups
   Objectives from existing Budget Sector
    Plans will be synthesised into an outline
    for the GoSS Development Framework
   Specific training sessions will be provided
    prior to the commencement of the
    forthcoming Planning cycle, so that:
       Plans are more realistic
       Plans can begin to act as tool to guide annual
        budget preparation
   Monitoring & Evaluation and donor project
    formulation functions also need to be
    developed over time
Donor Mapping
   Donor mapping in draft Budget
    Sector Plans provided a useful
    snapshot of current donor funding
   However, donor review/verification
    of the data was weak
   Further work is needed on a sector
    by sector basis, to establish the
    details of the activities financed by
    the ongoing projects, to avoid
    future duplication & identify gaps


               E            lth
             R           tio
    N          ul              n
      at          e
         ur         of
           al            La
              R               w
           P            rc
             ub             es
          E         A
            co         dm
              no              in
S         A          ic
  oc        cc           Fn
    ia         ou              s
      l&          nt
           H          ab
                                                                                        GoSS & Donor Funding 2007 - $m

                                                               Donor 2007
                                                   GoSS 2007
GoSS-Donor Dialogue & Partnership

   The MDTF is currently one of the main
    vehicles for GoSS-Donor partnerships
   However, MDTF and its Oversight
    Committee has a specific project focus
   GoSS has therefore instituted quarterly
    donor forums to enable more broad-
    based dialogue with donors and UN
   Donor & UN Agency participation in
    Sector Working Groups will also enhance
    partnership at Sectoral level
Aid Delivery
   Challenges include
       difficult operating environment
       relatively weak capacity of counterpart
        GoSS institutions
   But challenges should not preclude
    systematic reporting on Aid Delivery
    to GoSS
       Some progress with MDTF reporting
       GoSS needs to institute standardised
        reporting format & timetable for other
        donor & UN agency projects
Challenges Going Forward
   Capacity of GoSS institutions to work
    with donor/UN Agency counterparts
   Participation of donors/UN Agencies in
    GoSS processes for Aid Co-ordination,
    including Budget Sector Working Groups,
    quarterly Donor Forum etc
   Compliance – ensuring all donor/UN
    agency projects are presented to the
    Inter Ministerial Appraisal Committee
   Information & Reporting – ensuring
    systematic information flow to GoSS on
    donor/UN activities & outputs
   It takes time to institute an effective,
    Government-led system for Aid Co-
   It is essential that GoSS and all donor/UN
    partners to work together, with roles &
    responsibilities clearly identified
   We believe we have started to make
    progress, but sustained effort is required
   Improvements in aid co-ordination &
    improvements in aid delivery go hand in


To top