1 Aid Architecture and Development Partners Group (DPG) DPG Orientation Seminar October

2 I. Review of Aid Increase in the overall scale of assistance in recent years, reaching USD 1.4 Billion in FY 06/07 (including HIPC/MDRI).  USD 2 Billion in national budget for FY 07/08 Progressive shift to GBS  GBS45% of ODA (FY 06/07)36% of ODA (FY 05/06)*  Basket7% of ODA (FY 06/07)18% of ODA (FY 05/06)  Projects48% of ODA (FY 06/07)47% of ODA (FY 05/06) *excluding HIPC/MDRI

3 Since the Helleiner Report in 1995, an increased focus on effective and efficient development assistance Progress achieved:  Improved relationship in development cooperation;  national capacity strengthened through core reforms;  New mechanisms adopted (MKUKUTA; PER; MTEF);  rationalization and increased national ownership of technical assistance;  move from project to program aid and increasingly GBS Outstanding Challenges:  still widespread provision of off-budget financing (projects) impeding strategic budget resource allocation at national level,  transparency & domestic accountability;  parallel systems and procedures;  uncoordinated Development Programme at LGAs;  Predictability of aid  multiple missions, meetings and analytical studies II. Changing Aid Environment

4 Joint Assistance Strategy for Tanzania (JAST)  Guiding framework of principles moving toward post Paris High-Level Forum  The principle of National Ownership and Leadership with broad-based stakeholder participation (CSO, private sector, local governments, Parliament) in identifying development goals and formulate strategies;  Country-led partnership representing a paradigm shift towards putting Tanzania in the driver’s seats/reduce the asymmetrical relationships and tensions in the donor-led approach. Ensuring that aid is aligned with GoT priorities.  Shift from external accountability to domestic accountability (Legislature, non-state actors – participation, quality)  Mutual accountability (to move towards better alignment and greater predictability in ODA disbursement)

5 Under JAST:  Greater shift towards General Budget Support, as the Government’s preferred aid modality,  Greater harmonization and alignment to national priorities, process, procedures, and systems,  Better Division of Labour (DoL) through greater specialization of activities by DPs, based on principles of comparative and competitive advantage,  Reforming a way Technical Assistance is provided to be demand- driven, increasingly untied, under Government management towards long-term sustainable capacity development. Independent Monitoring Group (IMG):  An initiative of the GoT, to undertake independent assessment of partnership related issues (i.e. policy dialogue, financial management systems, predictability of aid flow, etc.)  To bring a better balance to the aid relationship, creating conditions for GoT asserting ownership and leadership

6 Cluster 3 – Governance Cluster 1 – Growth Cluster 2 – Social Development DPG Agriculture Private Sector & Trade Transport Sector Health Education Water HIVAIDS Governance Public Financial Management Local Government Reform Public Service Reform Legal Sector Reform Gender Information/Communication Technologies Refugee Environment Forestry Fisheries Wildlife Poverty Monitoring Public Expenditure Review GBS Donors Group Key : Does not exist currently Crosscutting Issue Gender Macro Group Natl HIVAIDS Coordinating Mech. TACAIDS ICT Working Group Environment Working Group Basic Education Development Committee Health SWAP Tech. Working Group Monitoring Advisory Committee Development Cooperation Forum Fund Management Apex Orga nizati on (s) Intra-Government CounterpartGovernment – DP CoordinationIntra-DP Coordination (DPG Sub-Groups)Apex Organ ization (s)

7 Paris Indicators The below table presents the 2005 baselines and targets for Tanzania. The main source is the baseline survey undertaken in Tanzania under the aegis of the National Co-coordinator (Joyce Mapunjo) Indicator2005 Baseline2010 Target 1Ownership – Operational PRS BA 2aQuality of PFM Systems bQuality of Procurement Systems Not AvailableNot Applicable 3Aid Reported on Budget 90%95% 4Co-coordinated Capacity Development 50% 5aUse of Country PFM systems (aid flows) 66%No Target 5bUse of Country Procurement systems (aid flows) 61%Not applicable 6Parallel PIUs In-year predictability 70%85% 8Untied Aid 95%More than 95% 9Use of Programme-based approaches 55%66% 10aCo-Ordinated Missions 17%40% 10bCo-Ordinated Country Analytical Framework 38%66% 11Sound Performance Assessment Framework BA 12Reviews of Mutual Accountability Yes Source: OECD 2006 Survey on Monitoring Paris Declaration

8 III. Development Partners Group (DPG) DPG formalized in 2004 from local Development Assistance Committee (DAC) to shift from information sharing to actively seeking best practices in harmonization and alignment In doing so DPG re-affirmed its relevance as an apex coordination organization of the development partners in context of the Paris Declarations on Aid Effectiveness and the JAST DPG seeks to:  Improve effectiveness of dialogue Strengthening quality of dialogue for more effective high- level dialogue Promoting internal coherence and quality of policy dialogue through better coordination of DPG Main and DPG sub-groups

9 Development Partners Group  Coordinate DP harmonization and alignment efforts Actively leading the rationalization of DP interventions in the context of JAST (i.e. concept and practice of lead, active and delegated cooperation) Managing the effectiveness of the DPG structure, in line with DPG principles Coordinate and lead DP participation and discussion with DCF – on average 3 meeting per year Coordinate DP responses to request from GoT i.e. New dialogue structures; MTEF projections, Paris benchmark survey etc

10 IV. Composition of the DPG DPG Main Group co-chaired by UN Resident Coordinator/UNDP Resident Representative as a permanent chair and rotating bilateral agency (currently Ireland) Includes 35 Bilateral and Multilateral Agencies DPG Structure consists of the DPG Main Group (at HoCs/HoAs level), and 18 Sector/Thematic Working Groups Where possible, DPG seeks to participate in government-led groups and build government capacity to coordinate development activities DPG endeavours to align its own structure of sector/thematic sub- groups to a corresponding Government-led structure

11 The following principles guide the work of the DPG  National ownership and Government Leadership.  Unity: DP groups are considered part of a single DP “architecture”.  Accountability: DPs are accountable to Government and other DPs for implementing the JAST commitments to improved aid effectiveness.  Consistency: The DPG will ensure that its decisions and actions are consistent with the JAST, Paris Declaration, and other national and international agreements/commitments to which DPG members are party.  Inclusiveness: Membership of the DPG is open to any bilateral or multilateral partner that provides development assistance to the United Republic of Tanzania.  Transparency: DPG members should ensure transparency in their engagement in policy dialogue as well as efforts for improving aid effectiveness, etc.  Subsidiarity: Dialogue and resolution of issues should occur at the highest level of technical expertise possible in the DPG structure, or at the level where it is most efficient and effective.

12 Quality of dialogue (i.e. key area of dialogue and engagement with Govt, political level dialogue, etc.) Effectiveness of dialogue and greater emphasis / focus on results Effective communication (internal and external) and ensuring DP coherence especially in relation to dialogue with government; division of labour etc Reduction of transaction costs. Ensuring balance between process and substance V. Challenges

13 VI. New Proposed Dialogue Structure

14 Effectiveness of Proposed Dialogue Structure Insufficient dialogue at a political level DP behaviour: commitment to structure & DoL Ambitious and cumbersome structure Need for clearer objectives of dialogue at each level

15 Strengthening the Key Processes within the Dialogue Structure Dialogue is an input to the wider Mkukuta implementation and review process Merging structures, but distinguishing between underlying processes Emphasis on alignment as opposed to parallel processes

16 Strengthening Domestic Accountability and Participation Creating space and a clear role for CSOs, Private Sector, Parliament etc Participation of Local Government is important Clarification on level of GoT participation