Development Co-operation Report 2010 by Organization for Economic Cooperation and Development

By Organization for Economic Cooperation and Development

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Some peer reviews have noted staff cuts can be risky during the transition to programmatic approaches. Instead, additional 40 DEVELOPMENT CO-OPERATION REPORT 2010 © OECD 2010 _it E d it e io s RISING TO THE CHALLENGE: MANAGING AID IN 2009 nl y O d ea se O R D Br o EC Changing how agencies work n w investment will often be necessary for building appropriate staff capacity and skills. The Netherlands and the United Kingdom have invested in staff training in public financial management 3 and in managing sector-wide approaches; 4 Sweden offers training in programme-based approaches.

New ways of working with donors increasingly joining together in country-led activities means that it may be neither possible nor appropriate to attribute particular results to specific donors. This complicates the communication task still further. An increasingly large number of donors, including Ireland, Norway, Sweden and the United Kingdom, are starting to explain to the public how their specific activities have contributed to general improvements in a partner country. This approach allows donors to engage jointly in and report on programmatic approaches and to use shared indicators, often those agreed with partner countries.

E. aid is integrated into spending agencies’ strategic plans – but not “on audit”. This means that donors still require special additional audits to be carried out on the use of their funds. While such additional measures may be appropriate short-term safeguards in some situations, they risk bypassing partner country systems and undermining national lines of accountability. Donors can also ensure their aid passes through a country’s legislative system. When aid is included in the revenue and appropriations approved by parliament, donors are said to be providing aid “on parliament”.

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