1. A Water Sector Partnership Some thoughts on a sector approach and sector dialogue Pippa Bird (DFID) Presentation to the DPG Water Retreat – 8 th September 2005

2. What’s coming up Objectives of a sector approach Components of a sector approach Means for DPs to engage in a sector approach Sector dialogue –Process –Structures –Assessment What all this might mean for Water DPs

3. Why a sector approach? To improve efficiency & effectiveness (improved outcomes, bang for your buck) To broaden ownership (accountability) To increase coherence (inputs-outputs- outcomes….resource allocation) To minimise transaction costs (progressive harmonisation: GoT procedures, all support to single policy & expenditure programme)

4. The components of a SWAp? The foundation for an agreed sector strategy Time bound, costed set of actions with a medium term horizon A variety of aid instruments GoT procedures (accounting, audit, procurement, planning) GoT led system & process for coordinating DPs National, sectoral, sector reviews Sector dialogue

5. What does the Health SWAp look like? The Private Sector BasketPRBSProjects MKUKUTA Review & analysis Strategic planning Annual Budgeting Consultation & approval Budget execution & monitoring PSR LGR PFMR LSR Health Sector Reform JAS FSD

6. Engaging with a SWAp DPs have different means to engage with a sector e.g. depending on funding and conditions: –PRBS: sector dialogue, core reforms, PAF (money may be de-linked from dialogue) –SBS/basket: sector dialogue, disbursement planning & monitoring (in-year triggers, earmarking), core reforms –Projects: sector dialogue, project planning and reporting, disbursement agreements, PIUs Conditionality, capacity building/TA, policy analysis and advice (in govt or ex-govt) – with any modality Through other stakeholders

7. Sector dialogue: a perpetual learning process A public process of discussion leading to: –Strengthened policy choices –Improved budgeting and resource utilisation –Enhanced performance Allows policy inputs from a range of stakeholders Helps re-inforce links to overarching policy objectives Brings monitoring data to public attention Ensures results are measured openly & tranparently against objectives Permits debate on performance Ensures performance is considered in future funding and policy decisions

8. Establishing/Improving Sector Dialogue Define the scope of dialogue Generate a shared vision Agree the rules of the game Clarify funding modalities Agree consultation processes - a multi-faceted, multi-stakeholder process linked to budget decision making & to the outcomes and impacts of service delivery - yet bounded by realistic expectations

9. Establishing/Improving Sector Dialogue Define the scope of dialogue Generate a shared vision Agree the rules of the game Clarify funding modalities Agree consultation processes - a system for information sharing? - a system for reporting & monitoring? - a system for consultation? - a system for (participatory) decision making?

10. Establishing/Improving Sector Dialogue Define the scope of dialogue Generate a shared vision Agree the rules of the game Clarify funding modalities Agree consultation processes - operating principles - code of conduct

11. Establishing/Improving Sector Dialogue Define the scope of dialogue Generate a shared vision Agree the rules of the game Clarify funding modalities Agree consultation processes - projects, SBS, PRBS - seeking synergies - reporting and monitoring requirements

12. Establishing/Improving Sector Dialogue Define the scope of dialogue Generate a shared vision Agree the rules of the game Clarify funding modalities Agree consultation processes - Who and how?

13. A perpetual learning process: structures for dialogue in health Review & analysis Strategic planning Annual Budgeting Consultation & approval Budget execution & monitoring Joint health sector review PER PMS Evaluations Technical Committee Basket Fund Committee Budget guidelines discussions Parliament NB: eg’s from education

14. Sector Reviews (MoF) Held every year ahead of the budget process & feed into annual MKUKUTA progress reporting Involve a wide range of stakeholders under the leadership of GoT Purpose is to review sector developments and assess performance against agreed benchmarks and targets Based on reliable information and data Cover a broad range of issues, from impacts and outcomes, to outputs and inputs. Follow on relevant audits and tracking studies should be part of the review

15. Assessing sector dialogue (Education Case Study) Clarity of roles and responsibilities Transparency Mutual accountability Contestability Openness to new ideas Efficiency and effectiveness

16. What might all this mean for Water DPs? Assessing existing support & agreeing optimal mix of funding modalities Establishing a code of conduct? Thinking through what structures & processes for dialogue we require to meet our minimum requirements Thinking through a transition process towards the ‘aspirational’ JAS objectives (including setting goals?) Organising our skills mix and ways of working to fit GoT’s sector dialogue process