Group items tagged

'The concept of mutual accountability refers to the establishment of working relations based on respect, fulfilling commitments, being transparent about development objectives, and accounting for decisions, actions and results. This paper focusses on how mutual accountability in development aid is understood and how it works in practice in Afghanistan, while also examining the challenges involved in achieving mutual accountability in aid relationships. The paper concludes that mutual accountability can make development aid more effective by, for instance, increasing public support for development policies, increasing a government's legitimacy, increasing donor accountability, and contributing to anticorruption measures. Accountability mechanisms ensure greater transparency and help to control expectations. With these mechanisms there is more clarity on what will be delivered and on what systems are in place for people to access information and enable them to voice complaints or concerns.'

'This journal article presents a framework for assessing the effectiveness of education aid in fragile states which is derived from three key aspects of aid effectiveness identified in the Principles for Good International Engagement in Fragile States - coordination, state building, and 'do no harm'.'

A Case Study of Aid Effectiveness in Kenya: Volatility and Fragmentation of Foreign Aid, with a Focus on Health

The UNU-WIDER project 'Fragility and Development' explored state fragility and its relationship to household vulnerability, noting that there is a lack of research on the economic dimensions of conflict, aid, and development in fragile states. This Research Brief provides a summary of the various contributions made by this project, including case studies on Iraq, Kosovo, Palestine, and Somalia. It also addresses a number of pertinent questions such as; when are states fragile? What are the costs that fragile states impose on their people and the international community? Should the sovereignty of fragile states be reconsidered? And how can aid flows to fragile states be made more effective?

Rethinking capacity building Capacity building projects are often seen as a means of providing NGOs with the tools they need to effectively deliver programmes or services, and of ensuring the ability of recipients to demonstrate accountability for the financial aid received. However, insights from over fifty years of experience suggest that conventional types of capacity building have often failed to bring about improvements in organisational effectiveness, performance, and accountability.

Learning for Change in ADB The rapidly changing-and, at times, excessively complex-nature of development work demands diverse competences from aid agencies such as the Asian Development Bank. The learning challenges these present require the ability to work more reflectively in a turbulent practice environment. Learning for Change in ADB broadly defines a learning organization as a collective undertaking, rooted in action, that builds and improves its own practice by consciously and continually devising and developing the means to draw learning from its own (and others') experience. It identifies the 10 challenges that ADB must overcome to develop as a learning organization and specifies practicable next steps to conquer each. It can help deliver the increased development effectiveness that Strategy 2020, ADB's long-term strategic framework for 2008-2020, seeks.

How to engage more effectively in fragile states is now a key concern in the international development community, and several new books outline different diagnoses and recommendations. Seth Kaplan presented his book: Fixing Fragile States: A New Paradigm for Development, at a recent ODI public event, with ODI's David Booth as the discussant. Kaplan brings a fresh, if not entirely new, perspective to the discussion on fragile states that has, to a large extent, been missing in international development debates. He offers a critique of the existing aid paradigm in fragile states, and proposes an alternative strategy to bring security and development to such settings.

There are growing signs that the global economic crisis has reached both poor countries and poor people in those countries. In February, for example, the World Bank's forecast for Africa's growth in 2009 was revised downward from 6.8 percent to 3.5 percent. Another World Bank document suggests that the crisis has pushed more than 50 million people below the $1.25 per day poverty line. This type of evidence has convinced many world leaders that a problem exists: U.N. Secretary General Ban Ki-Moon has called 2009 "a development emergency" and this past weekend the boards of the World Bank and the IMF both recognized that the global economic crisis had metastasized into a "human and development calamity." Full paper in PDF format; Number of pages: 10p