A Guide to Implementing the New Deal

Transcription

1 A Guide t Implementing the New Deal Revised 16 July 2012 Intrductin The New Deal has been endrsed by ver 40 cuntries and rganisatins since its presentatin at the Furth High-Level Frum n Aid Effectiveness in Busan at the end At the frum, seven g7+ cuntries agreed t pilt the New Deal. 1 Similarly, a number f dnrs cmmitted t supprt the pilts in specific cuntries. Since Busan, implementatin has mved frward in different ways in each pilt cuntry, and in ther g7+ cuntries. Cmmn challenges that have emerged include: i) generating brader gvernment buy-in fr the New Deal; ii) gathering the supprt f relevant internatinal actrs at cuntry-level; and iii) tailring the New Deal and its implementatin t each cuntry cntext. Simple tls t supprt the implementatin f specific New Deal cmmitments are needed, and the Dialgue Implementatin Wrking Grup has been tasked t lead the prcess f identifying and develping these. This dcument prvides a preliminary guide t supprt the cuntry-level implementatin f the New Deal fr Internatinal Engagement in Fragile States. Further guidance in particular areas f the New Deal might be develped based n initial experience and lessns learned during A readers guide This dcument includes selected guidance material t help cuntries and in-cuntry develpment actrs understand hw they shuld initiate New Deal implementatin. Sectin I utlines the key entry pints t start and/r advance New Deal implementatin 2, while sectin II presents the key resurces t supprt implementatin, including draft agendas, mapping tls and basic guidance fr selected New Deal elements. This guide will be cmplimented by a separate cmmunicatin package accessible n - with key messages that can be used t disseminate infrmatin lcally. 1 2 Afghanistan, Central African Republic, Demcratic Republic f Cng, Liberia, Sierra Lene, Suth Sudan and Timr- Leste. This builds n the g7+ dcument called First steps t initiate the New Deal, which was presented at the New Deal wrking Grup meeting in Cpenhagen (March 2012) and n discussins at the wrking grup meeting. It has been refined and finalised fllwing feedback during the ID Steering Grup meeting in Nairbi (June 2012). 1

2 Sectin 1: What yu can d t start and/r advance implementatin This sectin utlines pssible entry pints and relevant resurces that can help cuntry actrs as they initiate and advance New Deal implementatin at the cuntry-level. Cuntry cntexts differ, and s the steps utlined belw shuld be carefully understd based n the lcal situatin and needs. They can be undertaken in a different rder, can be tweaked t meet particular needs, and be cmplimented with ther initiatives, as necessary. Hwever, regardless f the rder and specific fcus, implementatin shuld be grunded in brader acceptance fr the New Deal acrss gvernments, the establishment f apprpriate crdinatin mechanisms t allw implementatin, and discussins and agreement n hw t mve frward, including hw existing initiatives fit with and supprt the New Deal. Figure: Steps t implement the New Deal 2

3 1. Build calitins and supprt fr New Deal implementatin and indentify apprpriate lcal crdinatin structures Initial utreach t a range f cuntry-level stakehlders will ensure that individuals and rganisatins that can influence New Deal are better infrmed f the principles and the implementatin prcess and have the same understanding f what can be achieved. Early supprt frm key ministries acrss gvernment will be critical t ensure implementatin later n, and culd be achieved thrugh general awareness-raising alng with targeted Cabinet r Parliament briefings. Discussins shuld als be initiated with ther lcal stakehlders, including civil sciety, the media, the private sectr, lcal develpment partners, and ther rganisatins that can cntribute t New Deal implementatin. Dnrs at headquarters shuld brief their clleagues wrking at cuntry-level n the New Deal and their specific cuntry cmmitments. A Task Frce culd be created t lead n New Deal Implementatin. Its lead institutin, membership, and mandate shuld be agreed amng key actrs and endrsed by invlved ministries. The cmpsitin will depend n cuntry cntext, but shuld ideally include the ministries mst affected by the New Deal. Representatin f key dnrs and ther stakehlders shuld als be cnsidered, in particular thse dnrs and rganisatins that have cmmitted t supprt New Deal implementatin in respective cuntries. The Task Frce shuld link and reprt t existing gvernment crdinatin fra and mechanisms t avid duplicatins, and culd als be linked t existing gvernment-dnr mechanisms as relevant. The same Task Frce culd be used t implement fragility assessments, discuss hw t establish a cmpact etc. Available supprt: A draft Terms f Reference fr the Task Frce is included in Sectin II. The Internatinal Dialgue, thrugh its New Deal implementatin wrking grup, culd prvide supprt as needed, including advising n the implementatin prcess and fielding small teams f Dialgue members and technical experts t supprt and/r facilitate cuntrylevel discussins. 2. Organise a natinal wrkshp/ discussin t kick-start and advance New Deal implementatin (verall r in a specific area) A key step t kick-start New Deal implementatin and/r t advance it, is t rganize a cuntry level wrkshp. This can be rganised by a New Deal implementatin task frce when ne has been already created, r as a step t establish this task frce. Depending n the cuntry cntext and the stage f scialisatin and implementatin f the New Deal, the wrkshp culd: - Prvide space fr an initial discussin f and intrductin t the New Deal and an pprtunity t scialise natinal and internatinal actrs as t its cntent, principles and cmmitments. This culd be cmplimented by an experience and lessn sharing exercise frm similar effrts in ther pilt cuntries. - Allw mre detailed fcus n ne r mre f the specific prvisins in the New Deal. In cuntries with sme degree f awareness f the New Deal, the wrkshp culd be used t advance specific areas r cmmitments. Fr instance, a discussin culd be rganised t launch r undertake a fragility assessment r t initiate discussins abut the cntent and structure f a cmpact. 3

4 - In cuntries where the New Deal is already well scialised amng key Gvernment fficials and lcal dnrs, the wrkshp culd be an pprtunity t discuss existing implementatin plans and t agree a strategy fr hw t implement the agreement. Available supprt: The Internatinal Dialgue, thrugh its New Deal implementatin wrking grup, culd prvide n-demand supprt t facilitate a natinal wrkshp. Sectin II f this guidance includes a mdel agenda fr what a wrkshp might lk like, and sectin III includes sme basic cmmunicatin material that culd be used t prepare the meeting. 3. Build n what s already happening: Map and build a baseline f existing initiatives in the PSG, FOCUS and TRUST areas, align new initiatives t the New Deal, and identify remaining gaps Every cuntry is different, and many areas f refrm described in the New Deal are already underway in varius guises in pilt cuntries. In rder nt t reinvent the wheel r create parallel r duplicate plans and structures, it is imprtant t first establish a baseline f what s already happening in cuntries, what is planned, and where the gaps are. Key steps t build n existing wrk include: i. Establish a baseline by reviewing and mapping existing cuntry plans (including PRSs and Aid Strategies and Develpment Plans), plicies and activities by the gvernment, develpment partners and ther actrs in each New Deal area. ii. Align r re-brand new and existing initiatives t the New Deal. Fr example, if a new PRS is being drafted, wrk with the drafting team t ensure that the New Deal is used t frame and infrm the dcument. iii. Identify what gaps must be addressed thrugh new initiatives, in particular t develp quick wins that can demnstrate the impact f the New Deal in the shrt term. iv. Review existing institutins and capacities, including aid tracking tls and dialgue fra, and identify hw these culd be used t prmte implementatin. Available supprt: A draft matrix t map New Deal implementatin within individual pilt cuntries and a baseline study f pilt cuntries status f New Deal cmmitments as f mid 2012 are included in Sectin II. 4. Agree and develp a New Deal implementatin strategy The next step t make the New Deal Real is t identify with yur calitin f supprters n key areas f New Deal implementatin and agree a strategy (with respnsibilities, timeframes, and required supprt) and milestnes t implement the New Deal. The implementatin plan will utline such issues as wh shuld be respnsible and invlved, which areas f the New Deal will be implemented in what rder, and what resurces are required t advance the fragility assessment, develp r refine ne visin ne plan, mnitr cuntry-level prgress, and ensure cntinued plitical dialgue (the FOCUS principles). The implementatin strategy shuld als utline what is required t implement the TRUST cmmitments, and t establish a cmpact. Available supprt: Sectin II includes guidance n fragility assessments and cmpacts. 4

5 Sectin 2: Resurces t supprt New Deal implementatin This sectin includes the main resurces available t cuntry level actrs fr each f the steps identified abve and t start and/r advance New Deal implementatin, including: i. Example agenda fr a kick ff wrkshp ii. iii. iv. A draft TOR fr a New Deal implementatin task frce A matrix t map New Deal implementatin within individual pilt cuntries A guidance nte n Cmpacts v. A matrix with the recmmendatins f the Internatinal Dialgue Wrking Grups aligned t the New Deal vi. vii. A guidance nte n cnducting fragility assessments (frm the Indicatrs Wrking Grup) A baseline mapping f pilt cuntries status f New Deal cmmitments at December 2011 Additinal resurces might be made available t guide implementatin in ther areas f the New Deal, pending an initial experience and lessn sharing twards the end f

6 1. Mdel agenda fr cuntry-level New Deal implementatin wrkshp This template prpses a number f sessins that cver varius levels and aspects f New Deal disseminatin and implementatin. The specific fcus and level f the wrkshp, hence the specific sessins, will depend n the cuntry cntext. 0:00 0:30 30 minutes 0:30 1: minutes Welcme and Opening remarks Welcme by high-level Gvernment representative Outline bjectives f the wrkshp Intrductins Sessin 1: An verview f the New Deal fr Internatinal Engagement in Fragile States Overview f the New Deal: backgrund, key elements and cmmitments Presentatins f internatinal experiences with New Deal implementatin Review f challenges and pprtunities Discussin The scpe f this sessin depends n the level f knwledge n New Deal in cuntry. If the New Deal has already been disseminated, this sessin may fcus n experiences with New Deal implementatin. 15 minutes Cffee break 1 hur 45 minutes (indicative timing) 1 hur 45 minutes (indicative timing) Sessin 2: Discuss rles and respnsibilities fr New Deal implementatin Discuss and agree n verall rles and respnsibilities fr New Deal implementatin Set up task frce fr implementatin If a task frce was established befre the wrkshp, this sessin will fcus n utlining ther rles and respnsibilities. Sessin 3: Establishing a baseline fr implementatin Presentatin f current initiatives t prmte the use f PSGs, FOCUS and TRUST 1 hur Lunch break 1 hur 45 minutes (indicative timing) 1 hur 45 minutes (indicative timing) Reactins by three discussants representing different stakehlders (gvernment, civil sciety, internatinal cmmunity) Identifying PSG, FOCUS and TRUST areas nt cvered by current plicies and actins t be taken in these areas t deliver quick wins Discussin Sessin 4: Establishing a baseline fr implementatin (cntinued) Review f existing institutins and capacities that can be used fr implementatin. Discussin f tw r mre f the fllwing questins in break ut grups: 1) given the cuntry cntext, what are the pririty areas fr New Deal implementatin? 2) what institutins and capacities can be used t advance New Deal implementatin? 3) in which areas are new initiative required t take the New Deal frward? 4) what are the pprtunities, challenges and risks assciated with New Deal implementatin? Reprting back and discussin Summary f key findings Sessin 5: Develp an implementatin strategy and agree n rles, respnsibilities Based n the prceeding discussin, this sessin shuld identify ways frward and next steps t implement the New Deal, including the establishment f a task frce and any ther relevant mechanisms. It shuld als reach agreement n the rles and respnsibilities f different actrs in this prcess, and agree n next steps. 15 minutes Cnclusin and clsing remarks by high-level gvernment representative 6

7 2. Mdel TOR fr cuntry-level New Deal implementatin Task Frces Effective implementatin f the New Deal at cuntry-level requires significant effrt and crss-gvernment buy-in and cperatin. Initial utreach t a range f cuntry-level stakehlders will ensure that individuals and rganisatins that can influence New Deal are better infrmed f the principles and the implementatin prcess and have the same understanding f what can be achieved. Supprt frm key ministries acrss gvernment must als be ensured early n. Such awareness-raising culd be cmplemented by Cabinet r Parliament briefings t ensure that the prcess has buy-in frm pliticians. Discussins shuld als be initiated with ther lcal actrs, including civil sciety, the media, the private sectr, lcal develpment partners and all ther rganisatins that can cntribute t New Deal implementatin. T encurage this type f utreach, infrmatin sharing, crdinatin and crss-gvernment engagement, it is prpsed that a Natinal Task Frce is established t manage and guide cuntry-level wrk t supprt the implementatin f the New Deal pilt. The fllwing utlines a mdel TOR fr the establishment and functins f this task frce. Aim and bjective The Task Frce wuld bring tgether different parts f gvernment in supprt f New Deal implementatin, thus ensuring that natinal leadership and wnership is maintained frm the utset. The aim wuld be t ensure that the New Deal is disseminated and understd, and that an implementatin strategy is develped, agreed with all stakehlders, and that the strategy itself is implemented. Participatin The Task Frce s lead institutin, membership and mandate shuld be agreed amng key actrs and endrsed by invlved ministries. The cmpsitin will depend n cuntry cntext, but shuld ideally include the ministries mst affected by the New Deal (e.g. ecnmic affairs, planning, freign affairs, finance). Representatin f key dnrs and ther stakehlders shuld als be cnsidered, in particular thse dnrs and rganisatins that have cmmitted t supprt New Deal implementatin in respective cuntries. Functins The Task Frce will be respnsible fr advancing all aspects f New Deal implementatin. In keeping with the spirit f the New Deal, these functins shuld be revisited n a regular basis and, if necessary, recalibrated t address the changing situatin. Initial functins may include: Organise a natinal wrkshp t agree n pririty areas and next steps amng all stakehlders; Plan and versee wrk t: a) map and build a baseline f existing initiatives in the PSG, FOCUS and TRUST areas, align new initiatives t the New Deal and identify remaining gaps; and b) set pririties and gals, and devise a plan t deliver them; Supprt and versee cncrete implementatin; Mnitr prgress and feed int peer learning tls and the Internatinal Dialgue s implementatin matrix; and, 7

8 Ensure cmmunicatin and infrmatin-sharing thrughut the implementatin prcess. The Task Frce culd reprt t existing gvernment-dnr c-rdinatin fra r ther mechanisms, depending n the cntext and existing institutinal arrangements. Hw can the Task Frce be established? Ideally, the Task Frce will have a mandate frm the highest levels f gvernment. Natinal leadership in this regard is f fundamental imprtance. Beynd strng cmmitments frm plitical leaders, it is als critical that the message reaches all parts f gvernment, especially the relevant ministries frm the Ministers themselves dwn t directrs and managers. All parts f gvernment shuld be aware f the New Deal, and the supprt given by gvernment leaders t the Task Frce in rder t ensure effective implementatin f the New Deal. The Task Frce culd als benefit frm an fficial mandate, depending n cmmn practice in the particular cuntry. In rder t avid duplicatin, ways t build n existing gvernment-dnr c-rdinatin mechanisms shuld be explred. The Task Frce culd be linked t existing gvernment-wide crdinatin mechanisms and/r existing gvernment-dnr fra. 8

9 TRUST FOCUS PSGs 3. Matrix t map cuntry-level New Deal implementatin REVIEW What are the main existing plicies and initiatives? IDENTIFY GAPS Which areas are prly addressed? SET GOALS Hw t fill gaps? What quick wins exist? PROGRESS with implementatin Inclusive Plitics Security Justice Ecnmic Fundatins Revenue and Services Fragility assessment One Visin One plan Cmpact Use PSGs t mnitr Supprt plitical dialgue Transparency Risk-sharing Use and strengthen cuntry systems Strengthen capacity Timely and predictable aid 9

10 4. A basic guide t cmpact implementatin 3 This guide aims t supprt the design and implementatin f a cuntry cmpact, as defined in the New Deal. The New Deal and cmpacts: The New Deal cmmits partners t use a cuntry-specific cmpact in supprt f cuntry-wned and led pathways ut f cnflict and fragility. A cmpact is a flexible framewrk that can take different frms at different pints in transitin ut f fragility... ensure harmnizatin and dnr crdinatin... guide the chice f aid mdalities 4 and allw resurces t be aligned t natinal pririties. In essence, a cmpact is a mechanism that allws natinal and internatinal partners t fcus n the mst critical areas where jint effrt is required whilst prviding a mechanism that can build mutual trust and accuntability. A cmpact shuld be designed and tailred t the cuntry cntext and grunded in a cmmitment t deliver n the PSGs. Cmpact as a mechanism t implement FOCUS and TRUST: A cmpact is a mechanism t implement and deliver n the FOCUS and TRUST cmmitments in the New Deal, specifically the One Visin, One Plan. It shuld be understd as a basic agreement between natinal and internatinal partners n the WHAT, i.e. the main peacebuilding and statebuilding pririties t be addressed, identified by applying the FOCUS principles, the HOW, i.e. hw t deliver n these in ways that build mutual trust and accuntability amng partners (TRUST cmmitments), and hw the WHAT and the HOW link tgether. 3 4 This nte draws n the recmmendatins f the Dialgue wrking grups (i.e. the wrking grup n planning and aid instruments), the wrk prduced by the g7+ Secretariat (including the g7+ dcument n using the New Deal elements t design and implement a strategy t transitin ut f cnflict and fragility (i.e. A Peacebuilding and Statebuilding Radmap ), the OECD Guidance n transitin financing, and the lessns identified in the IPI study n cmpacts. See cmpact definitin in New Deal, Sectin 2, paragraph 4 10

11 Steps t agree and implement a cmpact: 1. Identify the WHAT : using the FOCUS principles, including a fragility assessment based n the fragility spectrum, identify and agree n the key peacebuilding and statebuilding pririties that require urgent and jint attentin. Use the PSG indicatr menus t set targets fr these. Jint risk assessments, are als useful tls t identify key peacebuilding and statebuilding pririties. 2. Agree n the HOW : using the TRUST cmmitments, identify a strategy fr hw the peacebuilding and statebuilding pririties wuld be supprted thrugh a cmbinatin f natinal and internatinal resurces, and the specific instruments that culd be used t deliver, build trust, and avid duplicatin/fragmentatin 3. Mnitr t ensure relevance: a cmpact shuld include r be linked t a cuntry-level mechanism t mnitr the implementatin f the New Deal cmmitments. Structure and participatin Natinal and internatinal partners need t agree n the mst apprpriate structure f a cmpact based n the cuntry cntext. Ideally a cmpact wuld nt duplicate ther aid crdinatin structures and mechanisms. T ensure cntinued relevance a cmpact will draw upn a brad range f views frm multiple stakehlders and the public, and be reviewed annually thrugh a multi-stakehlder review. 5 Participants shuld agree amng themselves n individual rles and respnsibilities and n the cmmitments that they sign up t when jining. Key lessns t keep in mind Recent reviews f internatinal experiences with cmpacts suggest that the fllwing factrs have helped make cmpacts successful: Timing: A cmpact is likely t be mre effective if pursued when basic security is in place and when they perate n shrt timeframes. Mutual cmmitment: When natinal and internatinal partners are cmmitted t achieving shared gals there will likely be mre understanding f risks and challenges and a mre hnest dialgue abut hw t vercme these and build trust and accuntability. Explicit priritisatin: Agreement n a small number f key, high-level peacebuilding and statebuilding pririties allw mre targeted fcus and imprve chances f success. Link pririties t financing: Thrugh a transparent verview f resurces, cmpacts have a better chance f identifying gaps and guiding the chice f delivery channels. Fcused participatin: A key factr will be t identify wh shuld be invlved frm the utset, and wh culd be brught int the mix nce the cmpact is already in place. Flexibility: A cmpact shuld be light n frmalistic agreements and up-frnt negtiatins and shuld fcus n main lines f accuntability t allw them t evlve ver time and develp with the cntext. 5 Ibid 11

12 Sme questins fr cnsideratin when establishing a cmpact Wh shuld be invlved in designing the cmpact? What capacities and systems already exist in the cuntry that can be built n fr cmpact design and management? What are the mst urgent areas f capacity supprt required fr the cmpact t perfrm its intended functins? What pririties shuld the cmpact fcus n and what existing plans and assessments can these be drawn frm? What funding surces and levels exist t deliver n these pririties? Are resurces sufficient t meet agreed pririties? Hw can the respnsibilities and relatinships between different actrs be identified and clarified? Fr further reference Internatinal Dialgue wrking grups recmmendatins n planning and aid instruments; g7+ Secretariat Nte n New Deal Implementatin (RD4 presented in Cpenhagen, March 2012); IPI study n cmpacts; OECD Guidance n transitin financing; PBSO study. 12

13 PSGs 5. Summary f main recmmendatins n key areas f the New Deal frm the Wrking Grups Inclusive Plitics In fragile situatins, trust in state institutins and amng peple tends t be weak. Peacefully managing cnflict and (re)building the state require an increasingly inclusive plitical settlement, able leadership and plitical institutins that ensure accuntability and prvide pprtunities fr participatin f all key grups. An engaged public and civil sciety which cnstructively participates in and mnitrs decisin-making is imprtant t ensuring accuntability. Cnflict legacies and the risk f future tensins make it critical t build prcesses fr recnciliatin and cnflict reslutin at all levels. (Mnrvia Radmap, Annex I) INDICATORS Security Withut security fr citizens there can be little develpment. The challenge is t imprve the behaviur, effectiveness and accuntability f security actrs, whether frmal r infrmal, in respnse t citizens rights and needs. Particular attentin needs t be paid t vulnerable grups, especially wmen and children. The participatin f cmmunities and civil sciety grups can make security prvisin mre effective and mre accuntable. (Mnrvia Radmap, Annex I) Justice Ecnmic Fundatins Revenue and Services INDICATORS Addressing grievances and deeply-felt injustice is essential. Frmal justice mechanisms must be accessible, affrdable and seen as fair by citizens. Where feasible, traditinal nnstate and infrmal means fr dispute reslutin and adjudicatin shuld be strengthened and gradually aligned with internatinal human rights standards. (Mnrvia Radmap, Annex I) INDICATORS Emplyment gives peple a sense f self-wrth and the means t start shaping their future. Emplyment can reduce participatin in vilence and cnflict. The challenge is t generate incme pprtunities fast enugh, including fr grups previusly marginalized, and yuth. Within fragile states, pririty needs t be given t labr-intensive public and cmmunity wrks, increased agricultural prductivity and dmestic private sectr develpment. (Mnrvia Radmap, Annex I) INDICATORS The ability t raise, priritise and manage resurces t finance mre equitable delivery f basic scial services is critical in fragile cuntries. The state must gradually ensure access t these services t all key grups in sciety, including the mst vulnerable and marginalized. It is imprtant fr the state t lead in setting the framewrk and crdinating the delivery f services, including by nn-state prviders. Gradually building a sund and transparent system f public financial management will be essential t instil cnfidence in citizens t pay their taxes, in dnrs t cntribute aid and in businesses t invest. Of equal imprtance is dnr transparency abut their financial cntributins. In cuntries where natural resurce management is a particular challenge, it is critical that resurce revenues are managed transparently and benefit sciety. (Mnrvia Radmap, Annex I) INDICATORS 13

14 FOCUS Fragility assessment Identify and agree n the mst apprpriate and crdinated mix f instruments (dmestic and freign) required t meet cuntry-specific pririties, based n specific fragility cntext (wrking grup n aid instruments) Natinal partners shuld develp a fragility assessment and related indicatrs (Fragility Index) t identify the level and underlying causes f fragility in individual cuntries, in cnsultatin with their wn citizens. Internatinal partners shuld agree t use this index as a basis fr agreeing n the right mix f instruments that wuld address the causes f fragility. Natinal partners and internatinal partners shuld recgnise that the mix needs t include apprpriate levels f direct supprt thrugh civil sciety rganisatins and humanitarian instruments. (Mnrvia Radmap, Annex I) One Visin One plan Develp ne natinal plan, underpinned by a shared a natinal visin, that speaks t the natinal cntext, and is dmestically led (wrking grup n planning) Natinal partners shuld cmmit t develp ne natinal plan, and - as apprpriate - lcal level plans, that addresses the peacebuilding and statebuilding pririties identified thrugh the natinal assessment f fragility and the cnsensus develped thrugh the plitical dialgue. Internatinal partners shuld cmmit t realign their engagement in supprt t these pririties. Natinal and internatinal partners shuld cmmit t use natinal institutins and capacities at all stages f the planning and implementatin prcess and t refer t existing guidance and planning tls as apprpriate t the cntext. Plans shuld be infrmed by an understanding f blckages and incentives fr the implementatin f peacebuilding and statebuilding pririties and must address them. Planning prcesses shuld take plitical cycles int cnsideratin when designing planning prcesses. Ensure natinal plans balance and priritise amng peacebuilding, statebuilding and develpment bjectives (wrking grup n planning) Natinal partners shuld cmmit t develp, and internatinal partners cmmit t supprt, flexible plans that are adaptable t the changing cntexts. These culd include planning prcesses that allw fr shrt-term plans t deliver quick results, particularly if there is insufficient plitical cnsensus and t mve t lnger-term plans, as pprtunities arise and depending n the existing level f cnsensus. Natinal partners shuld reassess the assumptins and cnditins that frm the basis fr the plan and the sequencing f interventins peridically, including thrugh the use f risk assessments. Supprt greater cherence between dmestic resurces and aid (wrking grup n aid instruments) Natinal partners shuld identify the best natinal crdinatin units t manage aid. Internatinal partners shuld agree t supprt and finance the establishment f such mechanisms. Natinal and internatinal partners shuld agree n the mst apprpriate financing mechanisms t link dmestic resurces and internatinal aid, including multi-dnr trust funds, and t undertake regular reviews f these t ensure their cntinued effectiveness. Internatinal partners shuld use pled funding mechanisms. Smaller partners (e.g. nt amng thse prviding 80% f the assistance t a cuntry) shuld channel assistance thrugh pled funds and multilateral rganisatins t decrease transactin csts and t avid fragmentatin. Cmpact Use PSGs t mnitr Invest in mnitring, infrmatin gathering and disseminatin (wrking grup n planning) Natinal and internatinal partners shuld cmmit t invest in building capacities and systems fr mnitring implementatin and results. In the shrt term they shuld invest in surveys that can deliver data quickly, that can assess prcess, and can build public cnfidence (including service delivery surveys, quick appraisals, surveys n perceptin f gvernment legitimacy and trust). At the same time they shuld invest in building lng-term statistical capacity. Internatinal partners shuld cmmit t supprt these investments. See abve N.A. 14

15 Supprt plitical dialgue Create plitical space fr peaceful dialgue (wrking grup n plitical dialgue) Natinal partners shuld cmmit t create and maintain legitimate and inclusive spaces fr peaceful dialgue, and dedicated capacities fr cnflict management, with the aim f building cnfidence and addressing cnflicting r diverging pririties. Natinal partners shuld d s n the basis f the precnditins fr successful dialgue: adequate preparatin, credible facilitatin, sufficient plitical cmmitment, cllective leadership capability and adequate inclusin. Internatinal partners (including reginal and internatinal rganisatins) shuld cmmit t increasing their lng-term investment in dialgue and mediatin. T this end, natinal partners shuld undertake the actins belw. Internatinal partners will make lng-term investments in time and resurces t supprt them: Build and strengthen inclusive, transparent and legitimate institutins fr gvernance, and internal capacities t mediate disputes and build peace that are cntext and culturally specific. This will be dne at the natinal and lcal levels, and ver the lng term s as t allw cntinuus and effective dialgue. Invest in prgrams that enhance the capacity f leaders at all levels, including the yunger generatin and wmen, fr cllabratin and fr natin building. Participate in, and peer review, electral prcesses in ther cnflict affected and fragile cuntries t share experiences n hw t maintain space fr peaceful dialgue during critical perids. Use successful cnflict management methds fr best-fit appraches t dialgue (wrking grup n plitical dialgue) Natinal partners shuld cmmit t use frmal and infrmal cnflict management methds that have been successful, paying due attentin t the cnditins under which this was the case, fr best-fit appraches t dialgue. T this end, the natinal partners shuld undertake the actins belw. Internatinal partners shuld make lng-term investments in time and resurces t supprt them: Institutinalise specialised dialgue supprt at the internatinal, natinal and lcal level, including within civil sciety, t deepen knwledge, skills and capacity. Investigate whether a list f eminent persns shuld be established t supprt cnflict management effrts, pssibly as part f existing mechanisms. Implement the results f plitical dialgue (wrking grup n plitical dialgue) Natinal partners shuld cmmit t implement agreements that are the results f plitical dialgue prcesses as transparently and as fully as pssible, recgnising that implementatin requires the cntinuatin f dialgue, time and will generate new challenges. T this end, natinal partners shuld undertake the actins belw. Internatinal partners shuld make lng-term investments in time and resurces t supprt them: Validate dialgue results as bradly and publicly as pssible t cnfirm scietal apprval. Ensure that agreements include prvisin(s) fr prcedures r institutins t mnitr and evaluate implementatin at the natinal and lcal level, including a significant rle fr civil sciety rganizatins. Ensure that agreements include prvisin(s) fr prcedures r institutins t facilitate further dialgue. Supprt greater cherence between dmestic resurces and aid (wrking grup n aid instruments) Natinal partners shuld identify the best natinal crdinatin units t manage aid. Internatinal partners shuld agree t supprt and finance the establishment f such mechanisms. Natinal and internatinal partners shuld agree n the mst apprpriate financing mechanisms t link dmestic resurces and internatinal aid, including multi-dnr trust funds, and t undertake regular reviews f these t ensure their cntinued effectiveness. Internatinal partners shuld use pled funding mechanisms. Smaller partners (e.g. nt amng thse prviding 80% f the assistance t a cuntry) shuld channel assistance thrugh pled funds and multilateral rganisatins t decrease transactin csts and t avid fragmentatin. 15

16 TRUST Transparency Be transparent abut aid allcatins t ensure alignment with cuntry pririties (Aid Instruments WG) Natinal partners shuld publish dmestic resurce allcatins and remaining financing gaps based n identified pririties, as well as budget data fr the previus 5-10 years. Natinal and internatinal partners shuld request the Internatinal Aid Transparency Initiative (IATI) t priritise supprt t fragile states t cnvert IATI data int lcal budget cmpatible data. Internatinal partners shuld be transparent abut hw fficial develpment assistance (ODA) including humanitarian aid - is used t address cuntry pririties and the reasns where this is nt the case. All financing that address natinal identified peacebuilding and statebuilding pririties included nn aid flws such as military supprt shuld be reprted n and published lcally in time fr the budget and in the same frmat as the budget. Risk-sharing Manage risks assciated with aid delivery in fragile states (Aid Instruments WG) Natinal partners shuld accept the need fr stricter accuntability and reprting requirements in fragile states and agree t priritise effrts that can decrease these risks. Internatinal partners shuld undertake jint assessments f risks, share these with natinal gvernments, and take steps twards mre jint risk management recgnising that risks are bigger t individual dnrs than t a cllective grup. Natinal partners shuld undertake a regular review f the effectiveness f different aid instruments, and shuld cnsider risk management as an imprtant element in this. Natinal partners and internatinal partners shuld prmte change t multilateral prcedures t enable mre cllective and calculated risk taking and management. This culd include refrm f prcurement prcedures t enable mre use f natinal prcedures and systems. Agree n a mechanism at cuntry level t enable strnger partnership between natinal and internatinal partners, t strengthen mutual accuntability and the alignment f resurces t natinal plans and pririties (Planning and Aid Instruments wrking grups) Natinal and internatinal partners shuld establish a mutual agreement in-cuntry, under the leadership f natinal actrs t take their cmmn agenda frward. This agreement shuld t be based n cmmitments frm natinal and internatinal partners and shuld reflect the agreement between citizens and the state. It shuld fcus explicitly n identifying and delivering results, identifying the right mix f instrument and aligning resurces t natinal pririties, building cuntry capacities and systems, and n appraches that enable cllective identificatin and management f risks. As part f this agreement, the natinal partners shuld cmmissin annual independent reviews f internatinal perfrmance in their cuntries and link renegtiatin f partnership f the cmpact t results and findings f the reviews. Internatinal partners shuld engage in this mutual accuntability arrangement and cntribute up t 5% f their verall aid t a jint gvernment-dnr Accuntability Fund, which culd be used t perate the agreement and related crdinatin mechanisms. 16

17 Use and strengthen cuntry systems Supprt greater cherence between dmestic resurces and aid (Aid Instruments wrking grup) Natinal partners shuld identify the best natinal crdinatin units t manage aid. Internatinal partners shuld agree t supprt and finance the establishment f such mechanisms. Natinal and internatinal partners shuld agree n the mst apprpriate financing mechanisms t link dmestic resurces and internatinal aid, including multi-dnr trust funds, and t undertake regular reviews f these t ensure their cntinued effectiveness. Internatinal partners shuld use pled funding mechanisms. Smaller partners (e.g. nt amng thse prviding 80% f the assistance t a cuntry) shuld channel assistance thrugh pled funds and multilateral rganisatins t decrease transactin csts and t avid fragmentatin. Use jint versight mechanisms t strengthen cuntry systems and t link aid with natinal budget and pririties (Aid Instruments wrking grup) Natinal partners shuld identify instruments best suited fr prviding aid thrugh gvernment systems, including t prvide immediate supprt fr recurrent csts (including pled funds). Natinal and internatinal partners shuld agree n level f additinal safeguards and jint versight required. Internatinal partners shuld prvide supprt t establish jint versight, including thrugh capacity develpment effrts and agree t use the jint versight mechanism fr the majrity f bilateral funding. Agree n a mechanism at cuntry level t enable strnger partnership between natinal and internatinal partners, t strengthen mutual accuntability and the alignment f resurces t natinal plans and pririties (Planning and Aid Instruments wrking grup) Natinal and internatinal partners shuld establish a mutual agreement in-cuntry, under the leadership f natinal actrs t take their cmmn agenda frward. This agreement shuld t be based n cmmitments frm natinal and internatinal partners and shuld reflect the agreement between citizens and the state. It shuld fcus explicitly n identifying and delivering results, identifying the right mix f instrument and aligning resurces t natinal pririties, building cuntry capacities and systems, and n appraches that enable cllective identificatin and management f risks. As part f this agreement, the natinal partners shuld cmmissin annual independent reviews f internatinal perfrmance in their cuntries and link renegtiatin f partnership f the cmpact t results and findings f the reviews. Internatinal partners shuld engage in this mutual accuntability arrangement and cntribute up t 5% f their verall aid t a jint gvernment-dnr Accuntability Fund, which culd be used t perate the agreement and related crdinatin mechanisms. 17

18 Strengthen capacity Shape and endrse at the highest pssible level the grund rules between key natinal and internatinal partners n best appraches t capacity develpment (Capacity Develpment WG) Natinal and internatinal partners shuld agree n capacity develpment appraches that build n existing capacities, and design initiatives that reflect emergent, r gradual, appraches with a clear results-rientatin. Natinal and internatinal partners shuld agree n a Cde f Cnduct, t shape a jint agreement, including with civil sciety, n the apprach t supprting capacity develpment. This shuld clarify the rle f technical cperatin in supprt f capacity develpment, as well as ther frms f capacity develpment supprt, and explain the rle f the respective partners in mbilising and managing such supprt. A mechanism fr a regular jint mnitring f these grund rules and prgress in the achievement f capacity develpment results shuld be set up. Such a dialgue and mnitring shuld include civil sciety actrs as well as prviders f technical cperatin persnnel where relevant. Use a variety f appraches t supprt capacity develpment and t mbilise expertise t fill temprary capacity gaps, starting with lcal and reginal resurces (Capacity Develpment WG) Natinal and internatinal partners shuld identify pssible alternative appraches t supprt capacity develpment, beynd the mbilisatin f technical cperatin and expertise, including, utsurcing and public-private-partnerships, mbilisatin f civil sciety rganisatins, research institutes, the media r cmmunity invlvement. Ad hc trainings shuld be replaced with lnger term n the jb training using cllabrative wrk-training methds such as twinning arrangements, peer assistance and jb-sharing and based n a wider capacity develpment strategy. Natinal and internatinal partners shuld priritise lcal and reginal expertise, including natinal yung graduates and experts frm the Diaspra, pacing a particular fcus n wmen. Internatinal and senir lng-term cnsultants shuld be cnsidered nly fr critical high-level psitins t reduce the ptential negative impact f their high cst. Internatinal technical cperatin psitins fr gap-filling shuld be individually apprved by gvernment and develpment partners, verall numbers shuld mnitred by gvernment and they reprt t natinal authrities, and nt t internatinal partners. Imprve the crdinatin f capacity develpment supprt thrugh the increased use f pled funding mechanisms and by strengthening natinal capacity t manage such supprt (Capacity Develpment WG) Internatinal partners shuld increase the prprtin f capacity develpment supprt, including technical cperatin persnnel, which is funded thrugh pled and flexible funding mechanisms. A lead capacity develpment dnr/agency shuld be identified per sectr t act as the main fcal pint fr high-level dialgue with gvernment and t identify technical cperatin pririties and technical cperatin persnnel. Internatinal partners shuld supprt the building f systems that allw natinal gvernments t manage and mnitr the perfrmance f capacity develpment supprt, with a particular fcus n technical cperatin, ideally thrugh cuntry systems. Where such is nt pssible, c-management and c-mnitring arrangements with external partners shuld be applied. Fr the prcurement f technical cperatin, the capacity f natinal partners t apply internatinal prcurement standards shuld be strengthened. Sectr/theme level dialgue shuld be set up between natinal and internatinal partners abut technical cperatin supprt and ways t harmnise and align it. Eliminate implementatin arrangements that wrk in parallel t natinal systems (Capacity Develpment WG) Natinal and internatinal partners shuld agree t reduce Prject Implementatin Units (PIUs) r prject entities t ne PIU that is managed under the leadership f the apprpriate institutin and is aligned with gvernment structures and prcedures. All ther PIUs shuld be phased ut gradually. Ensure that parallel arrangements that are cnsidered indispensable fr strategic reasns have a clear strategy t exit, r apprach t gradually align with gvernment structures and prcedures t avid that the authrity f line managers and agencies utside ministries is undermined. Apply shadw alignment appraches t the extent this is pssible. Reduce distrtins in natinal salary structures caused by nn-harmnised pay practices (Capacity Develpment WG) Salary tp ups fr civil servants shuld nly be paid t entire ministries and thrugh the gvernment budget r thrugh pled funds/multi Dnr Trust Funds. Parallel tp-up payments by develpment partners shuld be phased ut. Tp up levels shuld be agreed with the apprpriate public authrity, e.g. civil service cmmissin. Natinal and internatinal partners shuld agree n key steps t establish a unified remuneratin package fr natinal expertise/ cntractrs (including pay, fringe benefits, etc.) fr natinal experts, natinal advisrs and members f the Diaspra wrking in gvernment institutins as well as develpment agencies. This pay scale shuld be gradually aligned with pay refrms in the civil service. Imprve the quality f technical assistance persnnel and allw fr a mre flexible mbilisatin f capacity develpment supprt (Capacity Develpment WG) Internatinal partners, in agreement with the gvernment, 18 shuld mbilise internatinal technical assistance persnnel fr strategically relevant tasks. Natinal and internatinal partners shuld review and adapt prcedures and regulatins fr the mbilisatin f capacity develpment supprt s as t allws fr mre flexibility in identifying and recruiting adequate expertise, in particular frm the Suth, and t allw fr cuntry partners t take the lead in supervising, managing and assessing the supprt. Knwledge sharing and learning mechanisms n psitive capacity develpment experiences shuld be prmted.

19 Timely and predictable aid RECOMMENDATIONS FROM THE INTERNATIONAL DIALOGUE WORKING GROUP ( ) Members f the Internatinal Dialgue shuld identify a grup f fragile states where the risks f the return t cnflict are s high and the needs fr rapid develpment are s great that exemptins t nrmal aid regulatins/practices shuld be accepted. Internatinal partners shuld allw their emergency financial management and prcurement prcedures t be used in this grup f fragile states during the first ten years. These experiences shuld be mnitred and the evidence used t help internatinal partners adapt their rules and regulatins fr engagement in fragile states. then mutual accuntability and the alignment f resurces t natinal plans and pririties (Planning and Aid Instruments WG) Natinal and internatinal partners shuld establish a mutual agreement in-cuntry, under the leadership f natinal actrs t take their cmmn agenda frward. This agreement shuld t be based n cmmitments frm natinal and internatinal partners and shuld reflect the agreement between citizens and the state. It shuld fcus explicitly n identifying and delivering results, identifying the right mix f instrument and aligning resurces t natinal pririties, building cuntry capacities and systems, and n appraches that enable cllective identificatin and management f risks. As part f this agreement, the natinal partners shuld cmmissin annual independent reviews f internatinal perfrmance in their cuntries and link renegtiatin f partnership f the cmpact t results and findings f the reviews. Internatinal partners shuld engage in this mutual accuntability arrangement and cntribute up t 5% f their verall aid t a jint gvernment-dnr Accuntability Fund, which culd be used t perate the agreement and related crdinatin mechanisms. 19

20 6. Guidance Nte n cnducting Fragility Assessments within cuntries [t be cntributed by Indicatr Wrking Grup] 20