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Ownership, Dialogue and Conditionality

Ownership, Dialogue and Conditionality. Richard Batley May 2006 . Aims. To indicate findings on interactions between ownership, accountability, dialogue and conditionality To indicate recommendations and conclusions. GBS and National Ownership. OECD guiding principles

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Ownership, Dialogue and Conditionality

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  1. Ownership, Dialogue and Conditionality Richard Batley May 2006

  2. Aims • To indicate findings on interactions between ownership, accountability, dialogue and conditionality • To indicate recommendations and conclusions Ownership, dialogue, conditionality

  3. GBS and National Ownership • OECD guiding principles • Ownership/partnership v. imposed conditions • Step-change in dialogue and conditionality • Conditions are owned and agreed • Strengthening of national leadership, responsibility, accountability for reform • Whose ownership? Whose accountability? Ownership, dialogue, conditionality

  4. Broad Assessment PGBS has strengthened government ownership in four of seven countries. • attention to planning, budget and PFM Underlying factors: • Willing partner government • Basic trust in donor/government relationship • Significant consensus on development strategy • Ambition tailored to capacity Ownership, dialogue, conditionality

  5. Main Findings • Change in dialogue and conditionality - more in the eyes of donors? • Clearer joint alignment with national strategies - how well owned are national strategies? • Strengthened national systems, policy-making and budget control - but link of policy to expenditure planning…. • Strengthened scopefor domestic accountability • Accountability to donors and government • Mutual accountability Ownership, dialogue, conditionality

  6. Partnership and conditionality Management of tensions between partners: • Autonomy of governments v. poverty focus of donors • Donor perspectives on PGBS and conditionality • Governments are not homogeneous • Government v. country ownership Ownership, dialogue, conditionality

  7. What is to be done? PGBS offers compromise between ownership and conditionality - ownership with influence: • Dialogue about priorities, actions and indicators • Agreed performance targets • Integrated with national PRS • Joint monitoring and accountability • Disbursement based on overall performance • Long term donor commitment plus • More local office discretion • Less turnover of donor staff • Focused demands on government time Ownership, dialogue, conditionality

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