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A Water Sector Partnership

A Water Sector Partnership. Some thoughts on a sector approach and sector dialogue Pippa Bird (DFID) Presentation to the DPG Water Retreat – 8 th September 2005. What’s coming up. Objectives of a sector approach Components of a sector approach Means for DPs to engage in a sector approach

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A Water Sector Partnership

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  1. A Water Sector Partnership Some thoughts on a sector approach and sector dialogue Pippa Bird (DFID) Presentation to the DPG Water Retreat – 8th September 2005

  2. What’s coming up • Objectives of a sector approach • Components of a sector approach • Means for DPs to engage in a sector approach • Sector dialogue • Process • Structures • Assessment • What all this might mean for Water DPs

  3. Why a sector approach? • To improve efficiency & effectiveness (improved outcomes, bang for your buck) • To broaden ownership (accountability) • To increase coherence (inputs-outputs-outcomes….resource allocation) • To minimise transaction costs (progressive harmonisation: GoT procedures, all support to single policy & expenditure programme)

  4. The components of a SWAp? Time bound, costed set of actions with a medium term horizon National, sectoral, sector reviews GoT led system & process for coordinating DPs Sector dialogue The foundation for an agreed sector strategy GoT procedures (accounting, audit, procurement, planning) A variety of aid instruments

  5. What does the Health SWAp look like? Budget execution & monitoring PSR The SWAp Review & analysis LGR MKUKUTA PFMR Consultation & approval Strategic planning Health Sector Reform LSR Annual Budgeting JAS PRBS Basket Projects Projects FSD The Private Sector

  6. Engaging with a SWAp • DPs have different means to engage with a sector e.g. depending on funding and conditions: • PRBS: sector dialogue, core reforms, PAF (money may be de-linked from dialogue) • SBS/basket: sector dialogue, disbursement planning & monitoring (in-year triggers, earmarking), core reforms • Projects: sector dialogue, project planning and reporting, disbursement agreements, PIUs • Conditionality, capacity building/TA, policy analysis and advice (in govt or ex-govt) – with any modality • Through other stakeholders

  7. Sector dialogue: a perpetual learning process • A public process of discussion leading to: • Strengthened policy choices • Improved budgeting and resource utilisation • Enhanced performance • Allows policy inputs from a range of stakeholders • Helps re-inforce links to overarching policy objectives • Brings monitoring data to public attention • Ensures results are measured openly & tranparently against objectives • Permits debate on performance • Ensures performance is considered in future funding and policy decisions

  8. Establishing/Improving Sector Dialogue Define the scope of dialogue Generate a shared vision Agree the rules of the game Clarify funding modalities Agree consultation processes • a multi-faceted, multi-stakeholder process linked to budget decision making & to the outcomes and impacts of service delivery • yet bounded by realistic expectations

  9. Establishing/Improving Sector Dialogue Define the scope of dialogue Generate a shared vision Agree the rules of the game Clarify funding modalities Agree consultation processes • a system for information sharing? • a system for reporting & monitoring? • a system for consultation? • a system for (participatory) decision making?

  10. Establishing/Improving Sector Dialogue Define the scope of dialogue Generate a shared vision Agree the rules of the game Clarify funding modalities Agree consultation processes • operating principles • code of conduct

  11. Establishing/Improving Sector Dialogue Define the scope of dialogue Generate a shared vision Agree the rules of the game Clarify funding modalities Agree consultation processes • projects, SBS, PRBS • seeking synergies • reporting and monitoring requirements

  12. Establishing/Improving Sector Dialogue Define the scope of dialogue Generate a shared vision Agree the rules of the game Clarify funding modalities Agree consultation processes • Who and how?

  13. A perpetual learning process: structures for dialogue in health PER Budget execution & monitoring Joint health sector review PMS Review & analysis Evaluations Technical Committee Consultation & approval Strategic planning Parliament Annual Budgeting Basket Fund Committee Budget guidelines discussions NB: eg’s from education

  14. Sector Reviews (MoF) • Held every year ahead of the budget process & feed into annual MKUKUTA progress reporting • Involve a wide range of stakeholders under the leadership of GoT • Purpose is to review sector developments and assess performance against agreed benchmarks and targets • Based on reliable information and data • Cover a broad range of issues, from impacts and outcomes, to outputs and inputs. • Follow on relevant audits and tracking studies should be part of the review

  15. Assessing sector dialogue (Education Case Study) • Clarity of roles and responsibilities • Transparency • Mutual accountability • Contestability • Openness to new ideas • Efficiency and effectiveness

  16. What might all this mean for Water DPs? • Assessing existing support & agreeing optimal mix of funding modalities • Establishing a code of conduct? • Thinking through what structures & processes for dialogue we require to meet our minimum requirements • Thinking through a transition process towards the ‘aspirational’ JAS objectives (including setting goals?) • Organising our skills mix and ways of working to fit GoT’s sector dialogue process

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