Making Development Co-operation More Effective

Preface
Foreword
Acknowledgements
Reader’s guide
	The 2018 Global Partnership Monitoring Round: The methodology
	How to read this report
Abbreviations and acronyms
Executive summary
	References
1 Overview of the 2018 Global Partnership Monitoring Round
	Effective partnerships are a cornerstone of the 2030 Agenda for Sustainable Development
	The Global Partnership spurs action for more effective partnerships in order to achieve long-lasting development results
	The 2018 Global Partnership Monitoring Round: Key facts
	Progress in leading and supporting development efforts
	Reinforcing a whole-of-society approach to development
	Transparency and mutual accountability in an evolving development landscape
	Looking forward: Initial reflections of Global Partnership stakeholders
	References
	Notes
		Part I.  How partner countries are promoting effective partnerships
Part I. How partner countries are promoting effective partnerships
	2  Partner country government leadership has advanced national development aspirations
		Partner country governments are broadly integrating the SDGs into their national development strategies
		Partner countries are strengthening the quality, results orientation and national ownership of development strategies
		More partner country governments need to link development planning to resources and strengthen capacity to monitor implementation
		Partner countries are making steady progress in strengthening public financial management systems
		Partner countries are making progress in budget planning, but challenges remain in budget execution and reporting
		Partner countries are undertaking gender-responsive budgeting, but gaps remain in translating their commitment to gender equality into adequate resources and monitoring systems
		References
		Notes
	3 Partner country governments can enable more meaningful engagement to maximise a whole-of-society approach
		Section 3.1. How effectively do partner country governments engage national stakeholders in development planning and mutual accountability activities?
		To strengthen country ownership, governments must do more to ensure meaningful and inclusive participation in planning and tracking of development efforts
		Section 3.2. How are partner country governments faring in creating an enabling environment for civil society?
		Constraints on civil society have increased, negatively affecting its ability to participate in and contribute to national development processes
		Governments often consult civil society organisations, but these consultations could be more effective, inclusive and transparent
		Legal and regulatory frameworks provide limited protection for civil society organisations in practice
		CSOs recognise the need for better CSO co-ordination, but also call for more equitable partnerships
		Section 3.3. How effective are partner country governments in strengthening public-private dialogue?
		Meaningful public-private dialogue, results-oriented and based on mutual trust, has the potential to accelerate achievement of development goals
		Public and private actors are willing to participate in dialogue, but have limited capacity to engage effectively
		Partner country governments can improve public-private dialogue by engaging the full range of private sector actors, including in setting the agenda for dialogue
		When the foundations for high-quality public-private dialogue are in place, dialogue is geared towards results and leads to joint action
		References
	4 Mutual accountability mechanisms are adapting to an evolving development landscape
		Partner countries are rethinking how to best ensure mutual accountability amid shifts in the development co-operation landscape
		References
			Part II How development partners are promoting effective, country-led partnerships
Part II How development partners are promoting effective, country-led partnerships
	5 Walking the talk: Development partners are not fully facilitating country leadership over development efforts
		Where development partners are aligned at the level of country strategy, they also tend to be aligned at project level
		Alignment to partner country objectives, results indicators, statistics and monitoring systems is declining
		Annual predictability has improved slightly, but aggregates hide important variations
		Forward visibility of development co-operation is decreasing, hindering parliamentary oversight in partner countries as well as national government ability to plan and budget for development efforts
		Increased use of procurement systems is largely driving the marginal progress made by development partners in using country public financial management systems
		A development partner’s relationship with a partner country is a stronger determinant of its use of country PFM systems than the partner country’s characteristics
		Further action is needed to go beyond formally untying ODA to better untie in practice
		References
	6 Development partners are taking steps to reinforce a whole-of-society approach to development
		Development partners are not yet fully leveraging the contributions of diverse stakeholders in a systematic way that reflects a whole-of-society approach
		Development partners have an important role in supporting the enabling environment in which civil society organisations operate
		References
		Notes
	7 Development partners are strengthening transparency of development co-operation information as an important step to enhance accountability
		More development partners are making information on development co-operation publicly available
		Information on development co-operation is more comprehensive, but development partners struggle to provide timely reporting and forward-looking information
		Progress in strengthening the transparency of development co-operation is inconsistent
		The majority of development partners consider country-level mutual accountability assessments to be effective
		References
			Part III Reflections of Global Partnership stakeholders
Part III Reflections of Global Partnership stakeholders
	8 Looking forward: Initial reflections of Global Partnership stakeholders
		Strengthened ownership and alignment are needed to accelerate development progress
		Facilitating the active engagement of the full range of stakeholders requires concerted effort
		There is a need to move from evidence to action, using monitoring results to further SDG progress
		Global Partnership monitoring must continue to adapt to the challenges of the 2030 Agenda
Annex A. Indicators’ coverage
Annex B. 2018 Monitoring Round