Summary of Cluster Working Group Meetings Focus on Results Framework September 2006.
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Transcript of Summary of Cluster Working Group Meetings Focus on Results Framework September 2006.
Summary of Cluster Summary of Cluster Working Group Working Group MeetingsMeetingsFocus on Results Focus on Results FrameworkFrameworkSeptember 2006September 2006
Group findings….
1. Define purpose and use of the Results Framework2. Static/flexible? Iterative?3. Which goals? Mkukuta/MMS4. Need to work with government counterparts on
prioritizing (can’t prioritize cluster strategies alone)5. Need to show link between MTEF and Cluster
Strategies6. Need a way to describe our harmonized efforts that are
non-grant/loan7. Reminded that we need to re-engage
The JAST Programming Document
DP response to Mkukutaintegrated DP Business PlanIdentifies how it supports strategic goals Identifies cluster strategies to realize those ends Defines the kinds of DP support for each of cluster strategies
Purpose & Use of Results Matrix
Comprehensive planning summary– Statement of Results to be achieved and
DP contribution & support– Identification of coordination,
harmonization
Potentially, for managing/coordinating during 4-year implementation (M & R):Potentially, basis for learning and improving
“If you don’t know where you’re going, any road will get you there.”
The Cheshire Cat, Alice in Wonderland
Terminology linkages
Mkukuta Strategy
Activities
Government & DP Interventions
Cluster Strategies
Goals & operational targets
JAST Strategy
Activities
DP Interventions/Programs
GOT IR (Outcomes)
Goals (Impact)
Mkukuta terminology
Results-Oriented JAS
Steps…Steps…
1.1. Columns #1 & #3 are pre-loadedColumns #1 & #3 are pre-loaded
2.2. Fill column #2 from JAST Part IIFill column #2 from JAST Part II
3.3. Fill column #5 from MTEFFill column #5 from MTEF
4.4. Meet with colleagues, complete Meet with colleagues, complete Column #4Column #4
Let’s turn to the Let’s turn to the text…text…•What are the key What are the key messages?messages?
•What needs to be What needs to be changed?changed?
Include in text…
• Key priorities for aid corresponding to Mkukuta goals, corresponding as far as possible to the analysis of progress in sector reforms/sector priorities
• Commentary on cluster projections
• Commentary on quality of sector reviews
• Commentary on existing division of labor
• Coverage of relevant cross cutting issues
The JAST
Accelerated Growth &
Productivity
Knowledge Services
Forging Partnerships
Building Capacity
Sharing Knowledge
Improved Human
Development
Providing Resources
Loans/grants
Missing MiddleWhat does the enabling environment look like?
Poverty reduced (MDGs
achieved)
The Growth LogicThe Growth Logic
Income & Social Poverty Reduced and Growth Expanded
Increased private sector rural & urban productivity & performance
Improved governance
Improved investment
climate
Expanded services &
infrastructure
The Human & Social Development The Human & Social Development LogicLogic
Income & Social Poverty Reduced and Growth Expanded
Increased individual, HH, Community investments in Livelihood Strategies(HD & participation in government)
Improved governance
Expanded services to
the poor
How do keep the matrix alive? How do keep the matrix alive? What role would it play in the JAST period What role would it play in the JAST period
management: e.g. reviews, strategic management: e.g. reviews, strategic planning, budget supportplanning, budget support
Longer Term Strategic Goals
JAST period IR Outcomes & Milestone Indicators
(progress towards expected outcomes)
Bank/Partner Outputs
Bank Activities/Inputs
Decreased Rural Poverty
Among Farmers
Arrested Spread of HIV/AIDS
Increased Private
Sector Led Growth
The missing middleThe missing middle
Bank Strategy & ProgramContribution to Outcomes achievement
PRSC-Judicial Reform Program II-Road Sector Improvement Loan-Public Sector Capacity
Building APL
Investment Climate Assessment -- ESW
Longer Term Strategic Goals
JAST period IR Outcomes &Milestone Indicators (progress towards expected outcomes)
DP Outputs
DP Activities/Inputs
Partnerships & Deliveries & QualityPolicies, Programs, projects, ESW
ConsultationsClient surveys
•Annual Growth rates increase to 6% from 4.2% •Private investment increases from x to EU average•Forestry sector growth of 4% / year in secondary processing
Decreased % firms rating constraints
Customs, licensing, Regulatory, permits
# days clear customsPerception clear rules of the game
Decreased % firms rating constraints
Customs, licensing, Regulatory, permits
# days clear customsPerception clear rules of the game
Power outages reduced from x to y
# calls through increased from x to yIncrease traffic countsReduced # accidents
Reduced VOC
Power outages reduced from x to y
# calls through increased from x to yIncrease traffic countsReduced # accidents
Reduced VOC
Telecom Privatization complete--Energy bill passed—Travel time reduced--Port Reforms
completed
Country Management Unit (CMU)
• Country Director, the Country Managers, and the Country Program Coordinator and led by the Country Director,
• Decides on the strategic directions of country program.
• Country Director, with Country Manager and Country Program Coordinator, consults with a wide variety of stakeholders, including the Outcome Coordinators, Country Team, and Sector Managers
• The starting point is country’s poverty reduction strategyThe
Outcome Coordinator (OC)
• Champion for strategic goals (pillars or clusters).
• Maximizes synergies among all partners in contributing to a particular outcome
• encourage CT members that the work program is as aligned as much as possible to the PEAP/ MKUKUTA goals.
• twice during the fiscal year, report to the CT • At end of the fiscal year, report on how well
the CT had done
Country Team (CT)
• Each member works with the OC to align their work with a particular pillar/cluster goal.
• Contribute to discussions on specific strategies: e.g. defining results/outcomes and key tasks, contributing to pillar/cluster business plan proposal.
Annual JAST Management Cycle
Q1 &Q’ly
Review
Q1 &Q’ly
Review
Q3 & Q’ly
Review
Q3 & Q’ly
Review
Lessons Learned,
JASPR
Lessons Learned,
JASPR
Strategic Planning
Multi yearPlan
Strategic Planning
Multi yearPlan
Annual Business planning
Annual Business planning
Imple-ment
Imple-ment
Q4 EOY Reports Annual Report
Q4 EOY Reports Annual Report
Imple-ment
Imple-ment
Q2MYRQ2
MYR
Establish Integrated Annual JAST Management
CycleUse the annual cycle to organize the learning system: collect data and prepare reports for use in decision making during these events.
Core Questions
• Is it still working?
•Can it be improved?
• Is there a better way?
• Is it still worth it?
PRSC/Policy Core econ policy
Health
Education
Other
Emerging Partnership Model: Forms of Support
Low High
CDD & Social Funds (includes responses to shocks)
Health projects Health SWAP
Projects (infrastructure, agriculture, rural, etc.)
Other (PSD, finance,ag., etc)
Economic TA Economic Capacity bldg
HIV/AIDS MAP
Sta
cked S
egm
ents
TA Capacity building facility
IDA rating
Adjustment (shocks only)
Education projects Education SWAPS