OECD Development Co-operation Peer Reviews: Slovak Republic 2019

Conducting the peer review
Abbreviations and acronyms
The Slovak Republic’s aid at a glance
Context of the peer review of the Slovak Republic
	References
The DAC’s main findings and recommendations
	The Slovak Republic is an active global actor and is professionalising its development co-operation efforts
		The Slovak Republic leverages its membership of global groupings strategically and works with others to advance its key priorities
		The Slovak Republic has made strides in putting its development co-operation on a professional footing
	The Slovak Republic could build on its achievements
		The next mid-term strategy could serve as a unifying framework across government
		A clear and consistent approach to strategy and decision making is needed across all channels
		Staffing capacity could increase further
	The Slovak Republic needs to address some challenges
		The ODA budget and proportion of untied aid do not yet meet international commitments
		Programming and budgeting need to be aligned with the development effectiveness agenda
		The Slovak Republic’s oversight systems are not yet adequate
	Summary of Recommendations
Secretariat’s Report
	Chapter 1.  The Slovak Republic’s global efforts for sustainable development
		Efforts to support global sustainable development
			Multilateralism is a hallmark of the Slovak Republic’s foreign policy
			Peace and security are political priorities, though not all its actions are coherent
			The 2030 Agenda is being converted into a national development plan, but effective co-ordination will require sustained leadership and political support
		Policy coherence for development
			Early progress on policy coherence has run aground
			Global reports identify several priority policy coherence issues
		Global awareness
			The Slovak Republic understands global citizenship well, with a number of initiatives building global values across society
			Government and NGO efforts to increase public awareness and development education are not yet reflected in public opinion
		Notes
		References
	Chapter 2.  The Slovak Republic’s policy vision and framework
		Framework
			A cross-government vision is yet to emerge
			The Slovak Republic’s comparative advantage may need to evolve
		Principles and guidance
			A certain amount of new guidance is needed
			The Slovak Republic could be more strategic in fragile states
			Cross-cutting issues could be better integrated
		Basis for decision making
			The differences in partner country categories remain unclear
			Selecting partner countries could be a cross-government exercise
			More focused objectives can help decision making
		Notes
		References
	Chapter 3.  The Slovak Republic’s financing for development
		Overall ODA volume
			ODA is growing, but a plan is needed for boosting it
			Reporting conforms to OECD rules, but data are missing
		Bilateral ODA allocations
			Aid modalities will need to evolve with new geographic priorities
			Sectoral priorities are reflected in ODA allocations, but cross-cutting issues remain underfunded
			The multi-bi channel is heavily used
		Multilateral ODA allocations
			Contributions to the EU make up most of the Slovak Republic’s multilateral ODA
			Contributions to the UN and other multilateral banks are increasing
		Financing for development
			The Slovak Republic is considering how ODA might serve as a catalyst for private investment
		Notes
		References
	Chapter 4.  The Slovak Republic’s structure and systems
		Authority, mandate and co-ordination
			Mandates and structures for co-ordinating development co-operation are in place but not yet effective
			The MFEA has appropriate structures to deliver its own plans but lacks the tools and incentives to act as National Coordinator
			Co-ordination at country level is effective
		Systems
			SAIDC is evolving into a capable implementing body
			There are too many programme and project instruments and procedures given the small Slovak ODA budget
			Independent audit and oversight functions are not yet established
			Financial control measures are in place but do not extend to risk management
			The Slovak Republic’s relatively strong appetite for innovation would benefit from a sounder evidence base
		Capabilities throughout the system
			Human resources are a key constraint for expanding Slovak development co-operation
		References
	Chapter 5.  The Slovak Republic’s delivery modalities and partnerships
		Partnering
			Multilateral aid is a pragmatic choice
			The UNDP has been a long-term strategic partner for the Slovak Republic
			Slovak civil society is a key implementing partner
			The Slovak private sector has a particular role
			The Slovak Republic co-ordinates well with other donors
			The migration crisis is shaping a new regional approach
			Local partnerships are an opportunity for the Slovak Republic in fragile contexts
		Country-level engagement
			Strategic and longer-term partnerships can maximise impact
			The Slovak Republic needs to define its comparative advantage in countries outside Europe
		Notes
		References
	Chapter 6.  The Slovak Republic’s results, evaluation and learning
		Management for development results
			A results-based management system is not yet being applied
		Evaluation system
			Steps have been taken to strengthen MFEA’s evaluation function, but external scrutiny is not yet adequate
		Institutional learning
			Structured lesson learning and reflection would strengthen grant appraisal
			Lesson learning and information flow would benefit from a more structured approach
		Notes
		References
	Chapter 7.  The Slovak Republic’s humanitarian assistance
		Strategic framework
			A strategy for engaging in crises could guide new ambitions
			The Slovak Republic could standardise its new regional approach to crises
			The Slovak Republic has increased its budget for crisis response
		Effective programme design
			The Slovak Republic makes the best of the EU’s humanitarian system
			The civil protection mechanism is efficient, but item-based aid requires extra care
		Effective delivery, partnerships and instruments
			Support to multilateral organisations is prudent, but increasing
			A stronger partnership with NGOs can increase humanitarian cost efficiency
		Organisation fit for purpose
			The MFEA is well placed to take on whole-of-government humanitarian co-ordination
			Specific attention should be paid to the use of the armed forces in delivering humanitarian aid
		Results, learning and accountability
			Further engagement in fragile contexts will require specific training
			Political awareness could be deepened
		Notes
		References
Annex A.  OECD/DAC standard suite of tables
Annex B. Perspectives from Kenya and Moldova on Slovak development co-operation
	B.1 Towards a comprehensive Slovak development effort
		Slovak Republic – Kenya development co-operation
		Slovak Republic – Moldova development co-operation
	B.2 Slovak Republic’s policies, strategies and aid allocation
		Activities don’t fully align with Kenyan new national priorities
		Slovak support to Moldova is focussed and aligned with local priorities
	B.3 Organisation and management
		Embassies in Nairobi and Chisinau are core contact points for the Slovak government
		An overall programmatic approach is missing
	B.4 Partnerships, results and accountability
		The Slovak Republic works mainly with the EU in Kenya and with few other partners in Moldova
	Notes
	References
Annex C. Organisational charts