AFRICA GOVERNANCE INVENTORY

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1 United Nations Department of Economic and Social Affairs United Nations Development Programme Regional Bureau for Africa AFRICA GOVERNANCE INVENTORY USER S GUIDE 1. INTRODUCTION HOW TO START The Data sub-form The Masks sub-form The Reports sub-form The Search sub-form HOW TO ENTER DATA Governance definition Data compilation Budget section Classification Executing, implementing and cooperating agencies Links Other information HOW TO USE THE MASKS...29

2 1. INTRODUCTION The Africa Governance Inventory database is a flexible management tool that supports Governments, development partners and civil societies in improving coordination, programming and management of internal and external resources in governance, as well as in sharing governance experiences at the regional level. The goal of the database is the storage and rapid retrieval of data concerning governance activities in selected countries of sub-saharan Africa. The program used to consult the database is easy to install and user s friendly. The database has been designed in Microsoft Access 97 (version 8.0). In order to operate correctly, Microsoft Access 97 must be installed in your PC before starting to work with the database. The database consists of two interrelated files: data.mdb and EQI.mdb. data.mdb is the file where all data is stored and saved. If deleted or damaged, the data entries will be lost. Therefore, it is strongly recommended to save copies of this file on floppy disks. EQI.mdb is the database engine, which allows users to input, modify, read, and print data. No data is stored in this file, and if deleted it can be easily replaced. These two files are intertwined and the database will function properly only in presence of both. The database has been structured in this way to allow users to exchange data by sending only the relatively small file data.mdb through the electronic mail. 2. HOW TO START Before you can run the Africa Governance Inventory, the two files EQI.mdb and data.mdb need to be stored in your C drive in a folder named UNDESA (C:\UNDESA) 1. To open the database, run Microsoft Access 97 and open the file C:\UNDESA\EQI.mdb. Select the Start button from the task bar Programs Microsoft Access File Open C:\UNDESA\EQI.mdb The following Start-up Menu will appear on the screen. 1 You can create a new folder by using Windows Explorer. Go to Start Programme and click on Windows Explorer. Then select File New and click on Folder. Type UNDESA and press Enter. 3

3 Select the Start button to run the AGI database. The following Main Form will appear on your screen. This Main Form is divided into four sub-forms: 1) Data; 2) Masks; 3) Reports and 4) Search. To switch between sub-forms click on the buttons. 2.1 The Data sub-form The database opens automatically on the Data sub-form (shown above), which is divided into two parts. The upper half is dedicated to general information pertaining to each governance activity 2, such as its title, type, number, status, and duration. It also contains buttons to browse through the information entered in the database. The lower half of the Data sub-form contains five sections: a) Budget; b) Classification; c) Executing, Implementing and Cooperating Agencies; c) Links; and d) Other information. To switch between these sections select the appropriate buttons. The database opens automatically on the Budget section. All data related to the budget and funding of each activity - such as UNDP Funding, Funding Agencies, Government contribution, Total budget, etc. - is entered through this section of the database. By selecting the button Classification, a new section will appear on the lower half of the screen. 2 For the purpose of these guidelines, the definition governance activities includes programmes, projects, and components of non-governance programmes that can be isolated in terms of governance objectives, time frame, budget, funding agencies, etc. 4

4 Through this section, the total budget recorded in the Budget section is allocated in percentages to different areas of governance. A classification list helps users to select the different areas and make their choices. By selecting the button Executing, Implementing, and Cooperating Agencies, the following section will appear on the screen (lower half). Fixed and auto-generating lists, as well as text spaces, help users to enter the appropriate information. 5

5 By selecting the Links button, the section where will projects and programmes are linked together appears on the screen lower part. Finally, by selecting the button Other information, the section related to objectives, beneficiaries and expected outputs will appear on the screen. 6

6 2.2 The Masks sub-form Users can consult the masks in the database by selecting one of the eight choices available on the left side of the screen. Masks are on-screen reports that, in addition to be easily consulted by users on their monitor can be previewed and printed as normal reports. 2.3 The Reports sub-form The Reports sub-form allows users to select reports among the ones available in the database. Each report can be printed or previewed for consultation on the screen. 7

7 2.4 The Search sub-form The database search engine is accessible through this sub-form, which allows to use up to three parameters at the same time. Results can be either consulted on screen or previewed and printed. 8

8 3. HOW TO ENTER DATA 3.1 Governance definition The Africa Governance Inventory records information on on-going and pipeline governance programmes and projects, as well as on components of nongovernance programmes 3 that fall within the governance domain and are funded by the Government, bilateral agencies, multilateral organizations and other donors, such as international and national NGOs and the private sector. To capture the different perceptions of governance in Africa, the project embraced the same governance definition adopted by the international community and the United Nations system. It broadly defines governance as the exercise of political, economic and administrative authority to manage a nation s affairs, and.. the complex mechanisms, processes, relationships and institutions through which citizens and groups articulate their interests, exercise their rights and obligations and mediate their differences 4. Governance includes the State, but transcends it by taking in the private sector and civil society. All three are critical for sustaining human development. The state creates a conducive environment. The private sector generates jobs and income. And civil society facilitates political and social interaction mobilizing groups to participate in economic, social and political activities. Because each has weaknesses and strengths, a major objective of our support for good governance is to promote constructive interaction among all three. Governance transcends the State State Private Sector Civil society Governance embraces the relationship between State, Civil Society and Private Sector 3 Components of programmes and projects dealing with governance issues which belong to programmes and projects whose main activities fall outside the governance domain. 4 United Nations Development Programme, Reconceptualising Governance, New York, January

9 On the other hand, in a highly decentralized state where local authorities play a crucial role in the decision-making process and in providing services to the society, governance can be approached from the following perspective. Governance and decentralization State Private Sector Local Authorities Civil Society Governance embraces the relationship between State, Local Authorities, Civil Society and Private Sector In this scenario, local authorities, in addition to bring the State closer to its citizens, ensure an enabling environment for the participation and development of civil society, as well as for local economic growth and private sector development. From these general concepts, this project developed a practical governance definition through a pragmatic search of a common African denominator for governance activities. In this sense, the project reviewed and analyzed all national governance programmes presented at the first Africa Governance Forum 5 and the findings and inputs provided by experts in several international meetings 6 to capture the essence of governance in the Region. The result is presented in the following graph and table, which show the identified governance framework partitioned in ten areas (Civil Society Empowerment, Communication Press and Media, Decentralization, etc), and each area subdivided into a list of initiatives identified as governance activities frequently observed in the Region. 5 United Nations Development Programme, Inventory of African Governance Programmes, New York, In particular, the XIII and XIV Meeting of Experts on Public Administration and Finance; and the Conference on Strengthening the Institutions of Governance (Addis Ababa, 2 6 March 1998) organized by the Division for Public Economics and Public Administration of UNDESA and the Economic Commission for Africa; and The International Conference on Governance for Sustainable Growth and Equity (New York, July 1997) organized by the United Nations Development Programme. 10

10 Peace and stability Communication, press and media Civil society empowerment Decentralization Socio-economic management Leadership building Public administration AREAS Rule of law and human rights Electoral system Parliamentary system Civil society empowerment Review and reform of the legislative environment for national and international NGOs (including professional associations and unions); Support to the application of the legislation on NGO, including the rules concerning transparency and accountability for the management and administration of NGOs and associations; Support to NGOs coordination mechanisms; Capacity building for national NGOs staff; Civic education; Promotion of civil society awareness on transparency and accountability; Community policing; Capacity building for public advocates. Communication, press and media Media and education; Dissemination of information on transparency and accountability; Regulation of media ethics; Review and reform of media legislation and regulations; Establishment of rural, local-language newspapers and radio stations; Training and technical support to journalists, media practitioners and organizations; Strengthening human resources capacities in media management; Assistance to the Ministry of Communication/ Information and to other communication authorities; Promotion of free flows of information; Establishment or strengthening of independent media boards; Management of government information resources, including human resources development, institution building, standardization; Government information services to the public, e.g. government information house. 11

11 Decentralization Formulation of legislation on decentralization, including budgetary and fiscal legislation; Capacity building for central government for decentralization; International cooperation among municipalities; Capacity building for local councilors; Identification of human resources requirements for staff of decentralized authorities; Human resource capacity building for local governments; Promotion of coordination among local authorities; Awareness raising among citizens of their new rights and duties vis-à-vis the local authorities (dissemination of information and of relevant documentation). Electoral system Reform of the legislation on the formation and financing of political parties; Capacity building for national electoral commissions or boards; Strengthening national, regional and municipal electoral processes; Promotion of awareness among all political actors and the electorate of the values of democratic culture. Leadership building for targeted groups Youth leadership programs; Women s leadership programs; Leadership programs for disadvantaged groups of the population. Parliamentary system Reform of the Constitution to encourage competitive politics; Strengthening parliamentary efficiency through the rationalization of internal organization and procedures (parliamentary structures and commissions, investigative capacity, financial independence, etc.); Capacity building for MPs and parliamentary administration; Provision of support for parliamentary activities (establishment of a library, formulation of policy-oriented research, etc..); Promotion of contacts with constituencies and civil s ociety at large; Reinforcing networking with other Parliaments. Peace and stability Support to Commissions for National Reconciliation (Truth Commission, etc.); Demobilization and re-integration of ex-combatants, particularly of child soldiers; Support to the re-insertion of refugees and internally displaced persons (IDPs); Reform of the security institutions and sensibilisation of citizens organizations in order to promote mutual confidence; Support to peace organizations, including support to mediators and support in accessing relevant international organizations active in peace-building; Capacity building for conflict prevention, resolution and management; Post-conflict peace-building. 12

12 Public administration Administrative reform programmes (including revision of internal rules and regulations) Reform of the civil service; Policy coordination and formulation of public policies and strategies; Support to Ministries and local administration; Capacity building for civil servants; Strengthening public participation and accountability Capacity building on anti-corruption mechanisms for civil servants Formulation of government policy and strategy in the use of Information Technology (IT) Formulation of laws and regulations in stimulating and managing the use of IT in government Formulation of strategic or master plan of IT use for good governance Development of various government information systems and government internet, intranet and extranet Rule of law and human rights Constitutional reforms to consolidate the independence of the judiciary; Support for Constitutional Courts, other high-level institutions of the judiciary and the socio-economic councils; Codification and harmonization of legal texts (both for formal and customary laws); Harmonization of national with regional and international legal systems; Capacity building for magistrates and for customary judges; Capacity building for all judicial staff at national and local level; Support to the judicial process; Ethic awareness training for magistrates; Review and reform of the anti-corruption legislation; Support to national and local anti-corruption authorities; Support to the establishment of special independent authority to fight corruption; Basic legal awareness programs among citizens, including production and dissemination of relevant legal documents to the public; Establishment and support for the Ombudsman s office; Enhancement of investigative capacity among criminal investigation staff; Incorporation of human rights messages into the curriculum for police and prison administration; Introduction of human rights education in curriculum of primary education; Strengthening the capacities in human rights monitoring, including among NGOs. Socio-economic management Support for economic and social policy-making processes; Strengthening the capacity for data collection and analysis; Support to the promotion of partnership with the private sector; Public finances and taxation; Support to ODA management and coordination; Promotion of wider access to credit; Promotion of an enabling environment for the private sector; Reform and simplification of administrative procedures for establishment and operation of small business; Organization of a regular flow of information through the circulation of IEC documents on the tax and simplified accounting management regulations. This list of governance activities has been and is a crucial element in the design and implementation of the Africa Governance Inventory database because: (a) at national level, the list guides the database users in the identification of governance activities and helps them overcome doubts related to the inclusion/exclusion of relevant activities. In particular, this governance list is used during the data compilation phase of the database and it is circulated to the information providers as a 13

13 reference tool. According to this governance list, for example, humanitarian initiatives, infrastructures programmes and/or provision of equipments (unless they are instrumental to running the governance programme and projects), as well as traditional education projects, general health programmes, agriculture programmes, etc. are not considered part of the governance domain. On the other hand, interventions in all sectors, including health, agriculture, education, etc., oriented towards policy development, strategy formulation, and the restructuring of administrative systems, are considered governance activities. Practical examples include programmes devoted to the support of public sector reforms, the support to Ministries and their administratives organizations, etc. Also, this list facilitates the identification of governance components built within programmes falling outside the governance domain. These components should be recorded in the database as nongovernance programme components (see next section, sub-para Type). (b) the database is structured around a classification list developed from this governance list. One of the objectives of the Africa Governance Inventory is to allocate internal and external resources funding governance initiatives among the ten governance areas. This is a crucial exercise because it allows sectoral and sub-sectoral analyses, as well as facilitates resources monitoring and programming. To do so, the budget of each activity recorded in the database is allocated in percentage by the users to the different areas through a classification list that was extrapolated from the governance list. For example, the decentralization area seen in the governance list above, Decentralization Formulation of legislation on decentralization, including budgetary and fiscal legislation; Capacity building for central government for decentralization; International cooperation among municipalities; Capacity building for local councilors; Identification of human resources requirements for staff of decentralized authorities; Human resource capacity building for local governments; Promotion of coordination among local authorities; Awareness raising among citizens of their new rights and duties vis-à-vis the local authorities (dissemination of information and of relevant documentation). in the classification list became, Decentralization Formulation of policy, legislation, regulation, etc. Capacity building Cooperation and coordination among local authorities Dissemination of information and documentation The complete classification list is shown in the next page. 14

14 Areas Decentralization Rule of law and human rights Electoral system Parliamentary system Leadership building Socio-economic management Public administration Civil society empowerment Communication, press and media Peace and stability Components Formulation of policy, legislation, regulation, etc. Capacity building Cooperation and coordination among local authorities Dissemination of information and documentation Reform of the legislation, including constitutional reforms Capacity building and institutional support Provision of support to the judicial process Basic awareness of legal issues and human rights among citizens and civil society organizations (CSOs) Human Rights legislation Support of Human Rights organizations Equal Status and Human Rights for women Human Rights protection to special groups Reform of the legislation on the formation and financing of political parties Capacity building of national electoral commissions or boards Strengthening electoral processes Promotion of awareness Institutional strengthening of Parliament Capacity building of MPs and parliamentary administration Networking with other Parliaments Training of CSO leaders Leadership programs for youth Women s leadership programs Leadership programs for disadvantaged groups Economic and social policy-making processes ODA management and coordination Promotion of the private sector development Public finances and taxation Administrative and civil service reforms Formulation and coordination of public policies and strategies Support to Ministries and their regional administration Capacity building of civil servants Strengthening public participation and accountability Information technology Legislative environment for national civil society organizations and international non governmental organizations (NGOs) Coordination mechanisms of civil society organizations Capacity building for civil society empowerment Promotion of civil society awareness Media and education Promotion and dissemination of free flows of information Review and reform of media legislation and regulations Capacity building of communication entities Commissions for National Reconciliation Demobilization and re-integration Reform of security institutions Peace organizations Capacity building for conflict prevention, resolution and management Post-conflict peace-building 15

15 (c) the governance list ensures a certain degree of consistency throughout the Region, which is later reflected in the regional database. Although the governance definition adopted during the database development does not limit users to one conditional governance definition, and is so broad that allows users to include their vision of governance, the list keeps users from different subregions on the same tracks and confines their research into a common governance universe. 3.2 Data compilation Following the identification of the governance activity to be recorded into the database, all information related to such activity are entered in the data bank through the Data sub-form and its five sections. It is suggested to start entering data from the first field: Title. The Add New Project button should be used to add new programmes or projects. All data entered into the database is saved automatically. Title Insert the official title of the activity as stated in its original documents. If the title has changed over the years (for example, due to a revision), but its official number remained unchanged, the latest title should be taken into account. For governance components of non-governance programmes, the title to be recorded is the title of the non-governance programme (see Type). 16

16 Type Choose one of the three options available in the questionnaire Programme Project Non-governance programme component (NGPC) by either clicking with the mouse on your choice or using the Tab and Arrow keys and the Enter key. A project is a specific development undertaking of one or more funding entities. It is a time-bound intervention that consists of a set of planned, interrelated activities aimed at achieving defined objectives. A programme is a time-bound intervention similar to a project but which purposely fall purposely within the scope of the national programme framework. It can cut across sectors, themes or geographical areas, use a multi-disciplinary approach, involve more institutions, and may be supported by several different funding sources. Programmes are generally built on different components and allow for flexible revisions over time. The option Non-governance programme component must be used when in a programme dealing mostly with issues not related to governance (non-governance programme), one or more governance components are identified (components of a non-governance programme) 7. The selection of this option requires users to estimate the governance components budget, which is entered in the lower part of this sub-form. Status Choose one of the four options available in the questionnaire Ongoing Postponed Pipeline Completed by either clicking with the mouse on your choice or using the Tab and Arrow keys and the Enter key. The Ongoing option is used to identify activities in their implementing phase, as well as the ones operatively inactive but financially open. For example, a project whose document has been signed by all parties but whose operations have still to be launched, or a project whose operations have been terminated but whose financial reporting and/or evaluation is still underway. If an ongoing activity contains a pipeline component, this will be indicated in the funding section in the lower half of the sub-form. The option Postponed is used to identify an ongoing activity whose inception has been postponed. The Pipeline option is used to identify a planned activity for which support is being considered by one or more funding entities. 7 See the previous section Governance definition for more details. 17

17 The option Completed is normally used for updating purposes to indicate the completion of activities previously registered in the database. Number Enter the official number assigned to the activity by the Government or the funding entities in their documents. For governance components of non-governance programmes, the number to be entered is the number of the non-governance programme. Starting date Insert the starting date of the activity, which is usually indicated in the supporting documents. In the database, the date is expressed in month/year (for example: 02/1999 for February 1999). If possible, the estimated starting date should be included in case of a pipeline activity. Months of duration Insert the total duration of the activity in months. Any revision made during the implementation of the activity that have either extended or shortened it must be included Budget section UNDP funding Insert UNDP contribution in US$ according to the sources of core funds used for the activity. TRAC stands for Target for Resource Assignment from the Core (IPF, replaced by TRAC, stands for Indicative Planning Figures, a source of funds available until 1996), SPPD stands for Support for Policy and Programme Development and STS stands for Support for Technical Services. These three sources of funds represent the UNDP main regular resources (core resources) to finance development programmes. Note that when a contribution is entered in the UNDP funding space, a new column, named Type, will appear in the Funding Agencies space. This column describes the relationship among the donors contributing to this activity and UNDP (see example 3 in the next paragraph) Funding Agency Choose the name/s of the funding agency/ies from the existing list by clicking on the arrow-down button and by selecting the agency with the Arrows and Enter keys. Insert the agency total contribution in US$ for each selection. Press the Enter key after inserting each amount to return to the funding agency list. Please note that the listings TDB = To Be Determined should be used when the Funding Agency contributing to the budget has not been identified yet because the activity is in the pipeline. ND= Not Determined should be used when the budget was identified but the Funding Agency contributing to it was not identified. NGOs = Non-governmental organizations can be used to indicate a contribution from a national or international non-governmental organization. Priv.Sect. = Private Sector should be used to identify contributions from the private sector as well as from individuals, foundations, etc. 18

18 ADB Austria BC Belgium CAF Canada CHINA CIDA CS DANIDA Denmark DEX DfID EU FAO FDA FES Finland France Germany GTZ Iceland IFAD ILO IMF Ireland Italy ITU Japan JICA LUXEMBOURG ND NEW ZELAND NEX NGOs NORAD Norway OCHA OECD OHCHR Portugal PRIV.SECT. SIDA Spain Sweden Switzerland TBD The Netherlands UK UN UNCDF UNCHS UNCTAD UNDDSMS UNDESA List of organizations African Development Bank Austria British Council Belgium Conrad Adenauer Foundation Canada China Canadian International Development Agency Commonwealth Secretariat Danish International Development Agency Denmark Direct Execution Department for International Development European Union Food and Agricultural Organization French Development Agency Friedrich Ebert Foundation Finland France Germany GTZ Iceland International Fund for Agricultural Development International Labour Organization International Monetary Fund Ireland Italy International Telecommunication Union Japan Japanese International Cooperation Agency Luxembourg Not determined New Zeland National Execution Non-governmental organizations Norwegian Agency for International Development Norway Office for the Coordination of Humanitarian Affairs Organisation for Economic Cooperation and Development Office of the High Commissioner for Human Rights Portugal Private sector Swedish International Development Cooperation Agency Spain Sweden Switzerland To be determined The Netherlands United Kingdom United Nations Secretariat United Nations Capital Development Fund United Nations Centre for Human Settlements United Nations Conference on Trade and Development United Nations Department for Development Support and Management Services United Nations Department of Economic and Social Affairs 19

19 UNDP UNEP UNESCO UNFPA UNICEF UNIDO UNIFEM UNOPS USA USAID WB WFP WHO United Nations Development Programme United Nations Environment Programme United Nations Educational, Scientific and Cultural Organization United Nations Population Fund United Nations Children's Fund United Nations Industrial Development Organization United Nations Development Fund for Women United Nations Office for Project Services United States of America United States Agency for International Development World Bank World Food Programme World Health Organization In this example, the pipeline programme A is going to be financed by two funding agencies identified from the list as the World Bank (WB) and Canada, each with a contribution of 1,000,000 US$. UNICEF is being chosen from the list as the third participating agency. The total budget is being automatically calculated by the database at every entry. Note that by choosing the pipeline option in the Status column, users indicate that the whole programme is in the pipeline. Another example presents the ongoing programme B financed by the African Development Bank (ADB) with a contribution of 1 million US$ and by Canada with an expected additional contribution of 1 million US$, which is still pipeline. Note that by choosing the ongoing option in the Status column, users have still the possibility to identify a pipeline portion of the budget. This exemplification should be applied to activities that have secured partial funding and are expecting additional contributions. 20

20 A third example involves UNDP funding and presents an ongoing programme financed by UNDP with a core contribution (TRAC) of 1 million US$. In this case, as soon as the UNDP contribution is entered, the database automatically creates the column Type in the Funding Agencies space to allow users to describe the contribution offered by the other funding agency (DANIDA). common programme activities. The Type column in the Funding Agency space provides the following four options: 1. Trust Fund: when the contribution of the agency comes from a separate account established by UNDP and the agency (Canada) to finance 2. Cost-sharing (C/S): when the contribution comes from a third-party (Canada) to supplement UNDP regular resources for a specific activity. Cost-sharing is fully integrated into the UNDP budget and reported on as part of project or programme budget 3. Parallel: when the contribution comes to finance a common programme but the resources are administered separately from UNDP funds. Resources are not entered in UNDP accounts but are managed by the respective donors themselves. In this case, each party is responsible for the resources it contributes and for carrying out their respective components of the programme. 4. : when the contribution comes from a different arrangement than the ones presented above. Government contribution Indicate the Government contribution to the activity in US$. This can be a cash counterpart contribution or an estimate of the in-kind contribution. % of delivery Indicate the delivery status of the activity according to the available information. This figure indicates what percentage of the total funds allocated for the activities has been spent so far Classification After recording the funding arrangements of the governance activity in the Budget section (above), users are requested to classify each governance activity by using the classification list in the Classification section. To go to this section, select the Classification button in the main form. 21

21 As discussed in para 3.1, the database is structured around a classification list developed from the governance list. One of the objectives of the Africa Governance Inventory is to allocate internal and external resources funding specific governance activities among the ten governance areas and their components. This is a crucial exercise because it allows sectoral and sub-sectoral analyses, as well as facilitates resources monitoring and programming. To do so, please follow these steps for each recorded activity: 16) From the following list, identify the governance areas and related components that are applicable to the recorded governance activity by looking at its main objectives, activities and outputs. For example, a programme on Capacity Building for Local Governance, whose activities include the strengthening of the Ministry of Regional and Local Authorities and the Ministry of Public Services, the reform of the civil service at local level, the training of staff and the promotion of networking among local authorities, may involve the following classification areas and components: Decentralization Capacity building for decentralization Decentralization Cooperation and coordination among local authorities Public Administration Support to Ministries and their regional administration Public Administration Administrative and civil service reforms CLASSIFICATION LIST Area Decentralization Rule of law and human rights Electoral system Parliamentary system Component Formulation of policy, legislation, regulation, etc. Capacity building Cooperation and coordination among local authorities Dissemination of information and documentation Reform of the legislation, including constitutional reforms Capacity building and institutional support Provision of support to the judicial process Basic awareness of legal issues and human rights among citizens and civil society organizations (CSOs) Human Rights legislation Support of Human Rights organizations Equal Status and Human Rights for women Human Rights protection to special groups Reform of the legislation on the formation and financing of political parties Capacity building of national electoral commissions or boards Strengthening electoral processes Promotion of awareness Institutional strengthening of Parliament Capacity building of MPs and parliamentary administration Networking with other Parliaments 22

22 Leadership building Socio-economic managem ent Public administration Civil society empowerment Communication, press and media Peace and stability Training of CSO leaders Leadership programs for youth Women s leadership programs Leadership programs for disadvantaged groups Economic and social policy-making processes ODA management and coordination Promotion of the private sector development Public finances and taxation Administrative and civil service reforms Formulation and coordination of public policies and strategies Support to Ministries and their regional administration Capacity building of civil servants Strengthening public participation and accountability Information technology Legislative environment for national civil society organizations and international non governmental organizations (NGOs) Coordination mechanisms of civil society organizations Capacity building for civil society empowerment Promotion of civil society awareness Media and education Promotion and dissemination of free flows of information Review and reform of media legislation and regulations Capacity building of communication entities Commissions for National Reconciliation Demobilization and re-integration Reform of security institutions Peace organizations Capacity building for conflict prevention, resolution and management Post-conflict peace-building 17) Estimate what percentage of the total budget is financing each of the selected components (including the administrative costs of implementing these components). For example, for the above Capacity Building for Local Government programme the following allocation is being estimated: 60% = Decentralization Capacity building for decentralization 10% = Decentralization Cooperation and coordination among local authorities 18% = Public Administration Support to Ministries and their regional administration 12% = Public Administration Administrative and civil service reforms 18) Select the areas and components chosen in step 1 and 2 from the Classification list by clicking on the arrow-down button with the mouse and on the appropriate component/s from the available list. Use the arrow-down button to scroll down the list. After selecting each component press the Enter key. The database will require you to assign a percentage of the budget to the components after each selection. Please note that the database requires a 100% total to proceed. 23

23 A governance activity can address multiple governance areas and components. Although it would be possible to list at the same time all areas and components in the classification list, it is strongly suggested to describe each activity by using a limited number of them Executing, implementing and cooperating agencies Executing agencies The international executing agency/ies can be selected from the following list of organizations by clicking on the arrow-down button as shown below. The term execution refers to the management of a specific programme or project, which includes accountability for the effective use of its financial resources. Note that the list of agencies includes NEX (as National Execution) which is used to indicate that the activity is executed by a national entity, and DEX (as Direct Execution) which is used to indicate a UNDP management arrangement whereby this organization assumes responsibility for the execution of a project. The percentage refers to the portion of the budget executed by each agency. 24

24 ADB Austria BC Belgium CAF Canada CHINA CIDA CS DANIDA Denmark DEX DfID EU FAO FDA FES Finland France Germany GTZ Iceland IFAD ILO IMF Ireland Italy ITU Japan JICA LUXEMBOURG ND NEW ZELAND NEX NGOs NORAD Norway OCHA OECD OHCHR Portugal PRIV.SECT. SIDA Spain Sweden Switzerland TBD The Netherlands UK UN UNCDF UNCHS UNCTAD UNDDSMS UNDESA UNDP List of organizations African Development Bank Austria British Council Belgium Conrad Adenauer Foundation Canada China Canadian International Development Agency Commonwealth Secretariat Danish International Development Agency Denmark Direct Execution Department for International Development European Union Food and Agricultural Organization French Development Agency Friedrich Ebert Foundation Finland France Germany GTZ Iceland International Fund for Agricultural Development International Labour Organization International Monetary Fund Ireland Italy International Telecommunication Union Japan Japanese International Cooperation Agency Luxembourg Not determined New Zeland National Execution Non-governmental organizations Norwegian Agency for International Development Norway Office for the Coordination of Humanitarian Affairs Organisation for Economic Cooperation and Development Office of the High Commissioner for Human Rights Portugal Private sector Swedish International Development Cooperation Agency Spain Sweden Switzerland To be determined The Netherlands United Kingdom United Nations Secretariat United Nations Capital Development Fund United Nations Centre for Human Settlements United Nations Conference on Trade and Development United Nations Department for Development Support and Management Services United Nations Department of Economic and Social Affairs United Nations Development Programme 25

25 UNEP UNESCO UNFPA UNICEF UNIDO UNIFEM UNOPS USA USAID WB WFP WHO United Nations Environment Programme United Nations Educational, Scientific and Cultural Organization United Nations Population Fund United Nations Children's Fund United Nations Industrial Development Organization United Nations Development Fund for Women United Nations Office for Project Services United States of America United States Agency for International Development World Bank World Food Programme World Health Organization National executing agencies As mentioned in the above paragraph, when the governance activity is nationally executed the NEX option is selected under the Executing Agency space. The name(s) of the national agencies executing the recorded activity should be entered in the appropriate space as shown below. This consists of an auto-generating list that remembers the names typed in in order to create a country list of national agencies. In this case, the name of the national executing agency Ministry of Finance will be available in the list for future selections. Implementing agencies Enter the official names of all the implementing agencies related to the governance activity. Often the name of the executing agency and the implementing agency coincides. Cooperating agencies List the official names of all the cooperating agencies involved in the governance activity. A cooperating agency is responsible for the implementation of a specific portion of the activity through a subcontract or an inter-agency letter of agreement as in the case of United Nations agencies. 26

26 3.2.4 Links Links to other related governance programmes Highlight the links among recorded activities by using the arrow-down button and by selecting the activities from the existing list. Links should be used bring the attention of the users on interrelated activities, such as successive phases of the same project, thematic activities closely linked, etc Other information Objectives Insert a summary of the objectives of the activity as stated in the supporting documents. Objectives are the purpose or goals representing the desired results that a programme or project seeks to achieve. Main activities Summarize the main activities as listed in the supporting documents. These are the actions in the context of a programmed initiative that are necessary to achieve the expected results or the production of a given output. Expected outputs Summarize the expected outputs as envisaged in the supporting documents. These are the tangible products, including services, of a programme or project that are necessary to achieve its objectives. 27

27 Comments List any comment that may be of value to the reader to further understand the context and outcomes of the governance activity. Direct beneficiaries Indicate the direct beneficiaries of the governance activity. These are the institutions or individuals who receive support aimed at strengthening their capacity to undertake development initiatives. In micro-level interventions, the direct beneficiaries and the target group may be the same. Indirect beneficiaries Indicate the indirect beneficiaries of the governance activity. These are the institutions or groups of individuals that benefit from the outcomes of the activity in an indirect way. Note that if you need to delete a category, a classification code, or an agency, you may do so by pressing the arrow on the left side of the category, classification code, or agency and then press the Del key on your keyboard. To see the result of data entry for the specific activity, select the Preview button on the main form 28

28 4. HOW TO USE THE MASKS The sub-form Masks includes eight on-screen reports that can be consulted by users on their monitor or previewed and printed as normal reports. These masks show the findings of data compilation through eight fixed queries that can be consulted by clicking on each mask title on the left side of the screen. The selection available allows the following choices: 1) By type and status This mask summarizes the results related to all governance activities recorded in the database. It shows the country total budget allocated by type of intervention (programmes, projects and components of non-governance programme) and by status (pipeline, ongoing, postponed and completed) both in graphic and numeric terms. In this example, the majority of the recorded governance activities are on-going projects (23 out of 29), which represent 90% of the country total budget (about 141 million out of 157 millions). Only one governance activity is in the pipeline with a budget of about 12 millions. From the graphs provided by this mask, it is clear that the use of the programme approach has been minimal, which may indicates lack of coordination between the Government and donors, and/or weak capacity for policy and programme formulation. To preview masks users must select the Preview button. To print the preview, users must select from the toolbar - File, Print, Ok. 2) By categories This mask shows the distribution of all recorded initiatives among the ten governance areas identified in para. 3.1, both in percentages and numeric values. These results are based on the allocation of budgets to the governance areas through the classification list, as shown in Errors in the allocation of the budgets during the compilation phase - such as blank spaces in the list, total percentages less than 100, etc. could cause discrepancies in the grand totals. 29

29 In the following example, 9 governance areas are represented on the screen for a total of above 157 million US$, amount that coincides with the total in the first mask. Communication, press and media, one of the governance areas included in the classification list (3.2.2), does not appear in this mask because no budget was allocated to it during the data entry phase. This means that no initiatives directed to the area of communication, press and media were recorded in the database or were funded in the country. On the other hand, It is easy to notice that 59,7% of the resources committed to governance goes to decentralization (almost 94 millions), which indicates a strong commitment from the Government, donors and other development partners towards this area. 3) By source of funds This mask shows the contributions of all funding agencies into five groups: bilateral, multilateral, private sector and the Government. In this example, the Government, with 7.5 millions, shares with other partners the investment in governance initiatives taking place in the country. Bilateral and multilateral partners contribute almost equally to the financing of the 94% of the country total. Note that the print out of this mask is slightly different from its on-screen presentation. 4) By funding agency (by FA) This mask summarizes in decreasing order the contributions of development partners, expressed in numbers and percentages, to the governance domain. 30

30 In this example, the three leading donors contribute for 72% of the country total, with Denmark alone supporting a third of it. The list of funding agencies can include the selections To be determined and Not determined. The first represents the total pipeline contributions for which no funding entities were yet identified; the second indicates the total allocations for which it was not possible to identify the name of the funding entities. 5. Governance by FA (funding agencies) This mask offers the possibility to select one of the funding agencies recorded in the database in order to analyze its focus in terms of areas of investment. In this example, the funding entity selected is Denmark, which divides its contribution on the four following areas: civil society empowerment, decentralization, rule of law and human rights, and public administration. The mask clearly indicates that this agency highly concentrates its attention on few areas, with the decentralization sector absorbing the majority of its contribution, together with a significant investment in rule of law and human rights. Through this mask users will be able to compare the behavior of different donors, as well as to identify the sectors in which pipeline activities are expected to take place (by choosing the FA to be determined in the selection list). 31

31 6. Pipeline by FA (funding agency) The Inventory database records the commitments of funding agencies (vis-à-vis their disbursements) related to pipeline activities and on-going activities with pipeline components. It also records pipeline activities that have not found a contributor yet (to be determined). This mask reports on the status of these intended contributions by funding agencies. As discussed above (mask 1), the total pipeline budget amounts to just above 12 millions. This mask shows which are the agencies that have committed themselves in support of forthcoming activities. 7. Pipeline by categories (or areas) The database allocates the commitments of the funding agencies, both in pipeline activities and in on-going activities with pipeline components, to the different areas of governance through the classification list. This mask shows the results of this classification by highlighting the areas of concentration of the pipeline activities. In this example, only three areas are interested by the commitments of the three agencies seen above (mask 6) for a total of above 12 millions. These are civil society empowerment, decentralization and public administration. 32

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