TOOLS RELATED TO MfDR
Africa Development Indicators Online
Africa Development Indicators provides the most comprehensive
collection of data on Africa available. It contains data for overs
1,200 statistical indicators, and time series from 1965 for 53
countries. Data include social, economic, financial, natural
resources, infrastructure, governance, partnership, and
environmental indicators. Results can be scaled, mapped, and
charted. It is certainly the most useful tool yet for researching
development data on Africa.The World Bank offers a FREE trail of
its databases form June 1st through August 1st, 2009. To Login at
this
address, you need to enter:
- username (email address): freetrial@worldbank.org
- password: Electronic
- Public Expenditure and Financial Accountability Initiative
(PEFA)
Financed by the World Bank and partner organizations
The PEFA Framework measures and monitors public financial
management. Introduced in 2001, the PEFA model was developed over a
4-year period with the input of donors and country governments.
The tool aims to increase transparency and improve a country’s
financial management capabilities. The PEFA Framework examines the
credibility, comprehensiveness, transparency and policy-basis of a
country’s budget; the predictability and control in budget
execution, accounting, reporting and recording; as well as external
audit functions.
PEFA uses a set of thirty-one widely accepted indicators drawn from
international standards, including the HIPC expenditure tracking
benchmarks and the IMF Fiscal Transparency Code. The set comprises
twenty-eight indicators on country system performance and three on
donor performance. The Framework monitors a country’s PMF progress
over time: the tool benchmarks current public financial management,
targets reforms, and then documents changes over several years.
A PEFA assessment is carried out by a core team (generally led by
the World Bank) that works closely with government officials and
other stakeholders. Starting with the country’s development
strategy and reform plan, the team collects data from government
officials and donors and packages analytic work into an assessment
report.
General consensus agrees that PEFA reports have helped governments
to make quick financial management wins at low costs.
http://www.pefa.org/about_pefamn.php
http://www1.worldbank.org/publicsector/pe/StrengthenedApproach/
- IADB: PRODEV
The PRODEV program of the IADB developed an Index of MfDR at
country level, name PRODEV Evaluation Tool (PET) The main
difference with others tools is that PET focus on country level an
in a integrated manner ,instead others tool are focus in agency or
organization or cover only in a partial way the MfDR concept. The
PET is base in five pillars: strategic planning, budgeting for
results, finance management (that includes auditing and
procurement), project and programs management, and monitoring and
Evaluation. These five pillars are desegregate in 16 components, 37
indicators and 141 variables.
The PRODEV process is led by the IaDB staff in consultation with
government officials. The diagnostic work covers the results
management activities of MDBs and donors. Following the assessment,
the IADB may provide technical assistance to build capacities in
priority areas identified by the tool.
http://www.iadb.org/prodev
- Organisation Capacity Assessment - Asian Development Bank
(AsDB)
AsDB has developed a guide that can be used to conduct assessments
of a country’s MfDR capacity. Assessments review organizations from
both a Systems/Technical and an Organizational level by posing
questions related to five areas: (i) commitment, norms and values
for results management; (ii) clarity of expected results; (iii)
making results happen by linking objectives and planning; (iv)
determining contributions to results through monitoring and
evaluation; (v) making results matter by providing feedback to
decision makers. As of yet, no country-level data has been
collected.
http://www.adb.org/MfDR/RM/2007-12-capacity.asp
- Capacity Assessment Framework - UNDP
The CAF model focuses on the functional capacity of organisations
rather than directly on MfDR; it is not a risk or system
assessment. Although not focused on MfDR many related issues are
covered. Demand for the CAF comes from organisation and/or
governments that want to strengthen their own capacity.
The model has been applied in 8 countries, using different lead
questions and resulting in different application intensities: in
Sierra Leone, the assessment took one week, whereas in Afghanistan,
assessment took an entire year. Progress in terms of changes
appears readily in Afghanistan, where twelve ministries were
involved.
http://www.capacity.undp.org/index.cfm?module=Library&page=Document&DocumentID=6022
- Getting Better At Managing for Outcomes – New Zealand
Developed in 2004 for New Zealand’s Sector Ministries, the Managing
for Outcomes tool seeks to improve an Agency's ability to identify
and deliver interventions that best contribute to government
objectives. The tool is intended to strengthen agency leadership
and further inter-agency collaboration toward shared goals. This
assessment broadly examines the necessity, feasibility and likely
success of increased collaboration, and asks agencies to prioritize
actions to focus on a few vital outcomes.
http://www.ssc.govt.nz/display/document.asp?docid=4127
- Management Accountability Framework – Canada Treasury
Board
The MAF is structured around ten key management elements,
(governance, public service values, policy and programs, people,
citizen focused service, risk management, stewardship,
accountability, results, and learning), focusing largely on
leadership and vision. The tool highlights which management issues
require attention.
English:
www.tbs-sct.gc.ca/maf-crg/index_e.asp
French:
www.tbs-sct.gc.ca/maf-crg/index_f.asp
- Institutional Assessment and Capacity Development – European
Commission
Developed in 2005, this assessment provides a conceptual framework
for addressing capacity development issues. It is intended to
inform sector program and budget decisions. The assessment examines
systems, products, services, internal and external influences and
power arrangements. It focuses on leadership and on specific
capabilities. The assessment can lead to the design of
multi-dimensional approaches to support reforms.
http://ec.europa.eu/europeaid/multimedia/publications/documents/tools/europeaid_institutional_assessment_capacity_devlpmt_2006_en.pdf 
