Implementation of the Paris Declaration and the Accra Agenda for Action in support of Aid Effectiveness

Transcription

1 Implementation of the Paris Declaration and the Accra Agenda for Action in support of Aid Effectiveness An Assessment by the International Organisation of La Francophonie (OIF)

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3 Implementation of the Paris Declaration and the Accra Agenda for Action in support of Aid Effectiveness An Assessment by the International Organisation of La Francophonie (OIF) The OIF s commitment to aid effectiveness At the High Level Forum on Aid Effectiveness held in Paris during 28 February-2 March 2005, ministers from industrial and developing countries responsible for promoting development and authorities from bilateral and multilateral development aid organisations representing 90 countries and 26 multilateral institutions adopted the resolution to take ambitious action and support follow-up activity for reform of the mechanisms through which aid is channelled and managed. These resolutions reflect the content of the Paris Declaration on Development Aid Effectiveness, which is based on five principles: ownership, alignment, harmonisation, managing for results, and mutual accountability. Designed to consolidate and build on the Paris Declaration, the Accra Agenda for Action takes stock of progress made and defines a programme of actions to enhance the quality of aid and its repercussions. This Programme is designed to strengthen country ownership over the development process; to build effective partnerships more open to all players in support of development; to obtain results on the path to development; and to be accountable for such results. In keeping with its undertaking to achieve the Millennium Development Goals, the OIF signed the Paris Declaration along with 25 other international organisations. More than 25 of the signatory states are OIF Members. The OIF reaffirmed this commitment in September 2008 with its contribution to the adoption of the Accra Agenda for Action. The principles of aid effectiveness in OIF strategies The OIF developed its strategic, programme, and management orientations to reflect the principles underpinning the Paris Declaration. The 10-year strategic framework adopted during the 10th Francophonie Summit (Ouagadougou, Burkina Faso, November 2004), provides the strategic orientations and guiding principles to be reflected in the relevant programming by the OIF and its specialized players for the period This framework, specifically through its five basic 1

4 principles, illustrates the harmonisation of the OIF s actions and approach in connection with the commitments under the Paris Declaration: The principle of subsidiarity: the OIF s activities are designed to support the efforts of Member States and Governments and to build their capacities, though without replacing the authorities of these States and Governments in the definition and conduct of national policies. The principle of integration: implementation of concerted or joint programs with the OIF players helps to streamline the Organisation s activities. The principle of relevance: the OIF s programming is positioned against the backdrop of other international cooperation players to highlight the value added and specialised nature of its activities. The principle of measurability: the OIF has gradually implemented results monitoring mechanisms, and where possible, the activities undertaken have been accompanied with indicators designed to measure results and to assess their effects. The principle of partnership: the OIF is making every effort to promote synergies among the players and mutually beneficial partnerships with other international organisations, non-governmental organisations, civil society, and the private sector. The OIF s quadrennial programming is an even more practical reflection of its willingness to enhance aid effectiveness. Through its action principles, the OIF devised mechanisms for accompaniment of its Member States and Governments in preparing and implementing national policies and capacity building, ownership by the beneficiaries to ensure sustainable development and support from the public authorities, civil society, and the international partners. Further, in 2005, the OIF undertook to give priority to results in all aspects of its management and in all of its operations. To that end, during 2006 it established a methodology to migrate to managing for results. Results were also placed at the core of the programming for , during preparation, implementation, and reporting. In 2008, the OIF concurrently established a strategic management plan which also reflects the commitments under the Paris Declaration, providing that the OIF should redirect its operating scope to areas of excellence, improve its management mechanisms, report transparently and rigorously on the results of its actions, and make effective use of the public funding it receives. The six objectives of the strategic management plan constitute the approach points for the modernisation of the OIF to make it more effective in discharging its duties ( 5In addition to these strategic, programming, and management orientations, each reflecting the commitments undertaken in the Paris Declaration at their respective levels, the OIF was motivated, in the operational implementation of its projects, by a constant concern for implementing the principles of the Declaration as demonstrated in the following projects under the current programme. 2

5 The OIF s activities in support of aid effectiveness First, the OIF endeavours to promote ownership over the projects financed among the partners. Involvement and accompaniment of the national talking partners have been gradually strengthened since 2006 to assist them in taking over management of the operations. This effort is clearly illustrated with the following examples: The project to upgrade and promote French in Southeast Asia (VALOFRASE) is designed to strengthen the place of the French language in three countries of the region: Cambodia, Laos, and Vietnam. To that end, the project emphasises teaching of French in bilingual classes in secondary school and university and occupational programmes, as well as elementary and continuing education activities. At the regional level, within a coordinating committee, the three beneficiary partners are called upon to pool their efforts coherently to achieve sustainable results. At the national level, the partners are invited to support activities to promote the teaching of French and education delivered in the French language in their own educational environment. The project is divided into three national components reflecting the priorities and systems in each country. Each country has established a National Steering Committee as a decision-making body and a National Support Unit as the operational authority to prepare and execute specific national action plans ( Expertise adapted to the situation and requirements of each country is also a factor in preparing and implementing their national strategies for sustainable development. Professionals from the Ministries of Environment and Sustainable Development and the persons responsible for managing these strategies receive support in setting and planning their priorities. In this connection, training to master the tools to manage the environment and methods for sustainable consumption and production is organised, and methodological guides disseminated. In 2013, six developing Francophone countries without sustainable national development strategies will be provided with such strategies ( The OIF is also concerned with the alignment of its support with national development strategies, institutions, and procedures in partner countries. Many developing Francophone countries have undertaken an effort to recast or consolidate their occupational and technical training systems to adapt them more effectively to demand in the labour market. The OIF is resolutely engaged in accompanying their efforts to develop adapted, innovative national strategies to promote the economic integration of young people - both girls and boys. The aim is to integrate a skills-based approach into training sector planning in certain specific trades and professions. Training will be organised for political decision-makers, managers of occupational and technical training centres, and the technical and financial partners for the implementation of these reforms ( The OIF is also providing many forms of support to institutions responsible for compliance with and enforcement of the law and justice. Its operations focus on two key dimensions: strengthening of the legal and judicial systems and modernisation of the law. National plans and programmes for judiciary reform have been undertaken in several African Francophone countries. Exchange of experience between countries on the procedures for implementation of these reforms is promoted through the organisation of consultations and seminars at the regional level, or those organised to discuss specific topics. Support for the modernisation of the judicial systems is also manifested through the supply of computer materials and hardware and documentary resources. 3

6 Judiciary personnel and law practitioners in the ministries of justice, the courts, and court offices benefit from initial, on-going, and specialised training activities often organised by professional Francophone associations. A network of national Francophone judiciary training managers supported by regional legal and judiciary training networks and initiatives provides a forum for exchange and the pooling of resources and information to support the implementation of national training policies ( To facilitate integration of developing countries into the world economy, the OIF supports domestic capacity building in these countries to formulate, negotiate, and implement their trade agreements and policies, in partnership and in coordination with other international organisations, specifically with the Commonwealth Secretariat, the World Trade Organization, and the European Union. By strengthening partnerships with other multilateral organizations, the OIF helps harmonise its support for broader collective efficiency. This is clearly illustrated by the OIF s cooperation in support of Haiti. According to the wishes of the Haitian government for coordination of international aid to Haiti, the OIF has focused on coordination and development of synergies for its activities, specifically from major donors. It oversees the integration of Francophone initiatives into action plans prepared by government authorities and implementation of projects focused primarily on support for the country s institutions and improvement in the education system, including cultural promotion. The OIF prefers to use a partnership approach in its operations, specifically with United Nations Stabilization Mission in Haiti (MINUSTAH), the European Union, and the United Nations Educational, Scientific and Cultural Organisation (UNESCO). The OIF has also undertaken managing for results by making results the centrepiece of its current programme. Accordingly, the OIF has established recast rules and principles for monitoring and assessment of its accomplishments. To offset a monitoring system based substantially on certain inputs (resources and means) and certain activities, results-based monitoring now focuses on results at three levels: (i) goods and services, (ii) short-term effects, and (iii) medium-term effects. In order to report regularly on implementation of all programmes and provide information on long-term impacts, the OIF has also established a new assessment strategy along with a multiannual evaluation programme. Donors and beneficiaries are mutually accountable for achieving results. The OIF undertakes its responsibility for transparent use of the resources allocated to it through a policy of reporting these results. The OIF also promotes responsibility among aid beneficiaries in the promotion of equality between men and women. The OIF has established a policy to disseminate results of external assessments conducted on its work to promote transparency in connection with its principals and partners. The various summary reports deriving from these external assessments have been broadly disseminated to Member States and Governments ( Evaluations-.html). The OIF has recommended that Francophone countries join the Extractive Industries Transparency Initiative (EITI) (Paragraph 40 of the Declaration of the 12th Francophonie Summit in Quebec, October 2008). This tripartite international process aims at effective transparency in the petroleum, gas, and mining sectors through the publication and independent verification of payments from mining enterprises and government revenue. Responding to a demand for accountability, it entails the voluntary participation of states, public enterprises, private enterprises, and 4

7 civil society. The ultimate objective is to provide more effective management of the exploitation of natural resources in participating countries, to benefit the local populations, sustainable growth, and the environment. Other initiatives and in general the definition of new development practices could draw inspiration from this model. The OIF has been a member of the EITI as an observer since March In 2011, more than half of the compliant or candidate countries are members of the OIF. The OIF supports gender-sensitive budgeting projects. The OIF and the Council of Europe have elected to work together to implement a pilot programme on integration of gender into national budgets. With this effort, selected countries are accompanied in their efforts in this connection by providing information to the national agents involved with awareness activities, providing documentation in the national languages, and subsequently with training on theoretical content and practical working methods. Gender-sensitive budgets represent a decisive step in translating international commitments into practical actions in support of gender equality and the promotion of women. They are effective tools to enhance transparency in the area of information on equality between men and women and to ensure that the governments are accountable for the commitments undertaken. Moving towards a renewed commitment In light of the progress that has been made, the Fourth High Level Forum on Aid Effectiveness in Busan represents an opportunity for the OIF and its partners to examine progress at the world scale to enhance the impact and effectiveness of development aid and to make new commitments to ensure that aid supports the accomplishment of the Millennium Development Goals. 5

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