Seoul Statement on Results of the Three Regional Communities of Practice

Following to your comments and AfCoP members' inputs, the three Communities of Practice -- Africa, Asia-Pacifica, and Latin America & the Carribean -- on Managing for Development Results (CoPs-MfDR) have released the Seoul Statement on Results, which is reproduced below and attached with its annex here. This statement was finalized from September 22-23, in Seoul, Republic of Korea, at the Joint Forum of the Regional CoPs-MfDR, titled "Delivering Results Through an Effective Public Sector".

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We, a coalition of partner countries which are part of the African, Asia-Pacific, and Latin America and Caribbean regional Communities of Practice on Managing for Development Results (CoPs-MfDR) , recognizing that Managing for Development Results remains to be fully implemented in countries for enhanced development effectiveness and requires strong political leadership, have

• reached consensus on this statement through public consultations with the involvement of 44 representatives and results practitioners from 29 partner countries and 36 observers from a wide range of multilateral organizations, bilateral development partners, civil society organizations, academia, and the private sector at the joint forum of the regional CoPs-MfDR in Seoul, Republic of Korea, on 22-23 September 2011,
• recently developed an extensive evidence base consisting of, (i) a framework for results-based public sector management; (ii) case study books with over 35 partner country experiences from three regions prepared in collaboration with the African Development Bank, the Asian Development Bank, the Inter-American Development Bank, and the World Bank; (iii) identified challenges to MfDR (annex 1); and (iv) a comprehensive discussion note on the results agenda,
• and reaffirmed commitments to reinforcing future collaboration in participating in joint CoP workshops and annual meetings, developing knowledge products, and investigating other opportunities for South-South Cooperation to make countries more results-oriented.

Concluded that:

• Results-based public sector management is a key driver toward development effectiveness, as it underpins an effective public sector and reinforces country ownership and accountability for results. It is more than just a set of technical tools, but a holistic approach and a change management process that makes results as the center of focus in development management.
• Delivering results and developing capacities for integrated results-based public sector management (PSM) requires comprehensive, mutually reinforcing, and concrete commitments:
  o Partner countries and development partners working together in supporting country PSM systems for informed decision making;
  o CoPs-MfDR nurturing change agents in partner countries;
  o Development partners reinforcing their results-based aid management.

These mutual commitments should be solidified at the highest political level.

A. Making country PSM systems more results-oriented

• Partner countries’ owned initiatives to mainstream results-based approaches in managing their public sector should be supported. In delivering specific assistance, development partners should recognize that integrating a results orientation into the entire public sector management cycle (planning, budgeting, implementation, monitoring, and evaluation) is fundamental to development effectiveness as opposed to considering specific functions in isolation. 
• We note that development assistance requires a common but differentiated approach. It is important to tailor to specific country needs and avoid “one size fits all” models. Key elements of MfDR should also include: (i) building on existing country systems with a solid understanding of the interrelated systems and sub-systems of PSM (including human resources management, statistical, and auditing systems); (ii) incorporating internationally recognized good practice; (iii) taking long-term approaches; (iv) using existing cooperation mechanisms; (v) focusing on incentives; (vi) ensuring a catalytic role; (vii) strengthening processes to define results and assign responsibilities for delivering specific results to relevant authorities; (viii) institutionalizing the training process; (ix) increasingly using country systems to strengthen institutions; (x) recognize the importance of involving sub-national governments consistent with national level objectives, and (xi) involving closely the regional CoPs-MfDR and MfDR experts identified by the CoPs, where appropriate.

B. Nurture change agents for results through CoPs-MfDR

• To strengthen the capacity for demand driven initiatives, we urge partner countries and development partners to further support CoPs’ efforts in nurturing change agents in partner countries. Change agents include parliamentarians, media, civil societies and public servants. Country leaders in MfDR are instrumental in promoting results-based management approaches and introducing them in the public administration. The CoPs-MfDR will be made more robust at the regional level to boost opportunities for sharing expertise, networking, training, disseminating knowledge products and developing specific approaches for capacity development.
• Upon request of the partner country, CoPs-MfDR should assist in the preparation of partner country initiatives (see A). CoPs-MfDR will selectively support initiatives to establish thematic or national CoPs at the regional level to support results-based PSM. Thematic CoPs will bring together practitioners in key areas (e.g. budgeting, planning, monitoring and evaluation) to reinforce their results orientation and results-based linkages with other PSM components. National CoPs will strengthen institutional capacity at the national level by engaging with public sector institutions and development stakeholders through advocating and sharing good practices on more results-oriented national processes. CoP-networks should be reinforced at the national, regional and global level. National CoPs may be working together with regional economic communities to ensure a regional approach to MfDR.

C. Reinforce results-based aid management in development partner agencies

• We call on bilateral and multilateral development partners committed to increasing aid effectiveness and development effectiveness and mainstreaming results orientation in PSM to further improve their own results-based aid management. 
• We urge the multilateral development banks (MDBs), through the MDB Working Group on MfDR, to continue to learn from each other’s experiences and good practices to strengthen their results orientation. Lessons should also be shared with the wider development community through the Common Performance Assessment System (COMPAS) publications, principles for development partner reporting, and other forums.