The JSR Experience and Scaling Up in East and Central Africa

Paul Guthiga,

ReSAKSS-ECA

Background on MA & JSR

§ CAADP adopted in 2003; agriculture-led integrated

framework for development

o Set targets for spending, productivity, growth, tradeetc.

o Developed processes for mutual engagement and

evidence-based review and learning

§ Following a slow start after the signing of the first

country compact in Rwanda (in 2007), significant

momentum has been achieved

§ By 2009, the CAADP agenda was generating increasing

commitments from African governments and

development partners.

§ The challenge of translating pledges and commitments

into tangible actions triggered the formulation of

CAADP- Mutual Accountability Framework

§ Its primary objective is to provide ongoing incentives to

CAADP partners to effectively deliver on their

commitments  

What is Mutual Accountability?

§ A process by which two or more parties hold one another accountable for the commitments they have voluntarily made to one another

§ It is a core principle of CAADP

§ MAF for CAADP was developed by NCPA in 2011 to guide MA processes at continental, regional and country levels

Principles of Mutual Accountability § A shared vision or agenda among the cooperating

parties

§ Common objectives and strategies aimed at achieving the vision

§ Jointly agreed performance indicators based on mutually agreed performance criteria

§ Genuine dialogue and debate process based on consent, common values and trust

What is a Joint Sector Review? § JSR is one way of operationalizing the MAF at country

level

§ The JSR process creates a platform to: o Assess the performance of the agriculture sector o Assist   governments to assess effectiveness of sector

policies and strategies o Assess how well state and non state actors have

implemented pledges and commitments o Guide decisions to continue with or make adjustments in

implementation of NAIP or other agreement

Principles of JSR § National ownership and leadership § Relevance to National Agriculture Investment Plan

(NAIP) or Cooperation Agreement § Inclusive participation § Commitment to results by all participants § Impartiality and evidence-based § Enhances national planning § Sensitivity to gender § Learning experience

Purpose and benefits of JSR § Main purpose is to determine and evaluate observed

results of sector performance and compare with: o Intended results; or o Targets in NAIP or cooperation agreement

§ JSR allows diverse stakeholders to get insights into and influence overall policies and priorities of the sector

§ Serves as a management and policy support tool for; o Inclusive stakeholder planning, programming, budget

preparation and execution, monitoring and evaluation, and overall development of the sector

What to monitor? Five main areas 1.  Development results

o Income growth, poverty and hunger reduction, food and nutrition security etc.

2.  Overall agricultural sector growth targets o  With specific subsector and commodity targets

3.  Financial and non-financial resources; o Required to effectively implement the NAIP or cooperation

agreement

4.  Policies, programs, institutions, and implementation processes

5.  Linkages/pathways to achieve the development results; o Enabling environment and assumptions etc

Content, scope, data and methods of a JSR

§ Depends on agreement; o CAADP compact, NAIP, GAFSP agreements, New Alliance

Cooperation framework, etc.

§ Five main areas to review as in the previous slide

§ Need detailed data on different variables, measured at different levels and over several years

§ Multiple methods guided by mutually-agreed actions, targets and milestones

Outputs required for the JSR (1) 1.  Public Expenditure Review

o Government commitments, expenditures and alignment

2.  Donor Expenditure Review o Commitments, disbursements, and alignment

3.  Civil Society Scorecard o Commitments and alignment

4.  Private Sector Scorecard o Commitments and investments

Outputs required for the JSR (2)

5. Policy Implementation Report o For both state and non-state actors

6. Agriculture Sector Performance Review 7. Impact Scorecard

o Progress and impact on poverty and hunger reduction, food and nutrition security

Building Blocks of a Joint Sector Review 1.  Set up a JSR steering committee (preferably chaired by

Ministry in charge of Agriculture) 2.  Establish JSR secretariat 3.  Develop terms of reference for the JSR 4.  Mobilize resources (human and financial) 5.  Constitute review team 6.  Undertake technical studies 7.  Organize review and dialogue 8.  Draw implementation and follow-up plan for the

recommendations from the JSR

Assessment of JSR Processes in Uganda, DRC, Burundi & Kenya

AUC-led Process § Agreement between Uganda, Kenya, Burundi and DRC

and seven others to pilot the JSR assessment

§ Process led by Ministries of Agriculture

§  IFPRI/ReSAKSS provided technical support by through JSR focal persons in the countries

§ Africa-lead II provided facilitation support for the workshops

§ Country level experts engaged

Approach § Examined previous review and consultative processes in

these countries - the stakeholders involved and their roles

§ Reviews of earlier review reports

§ Supplemented with information collected from stakeholders: key informant interviews; a data collection template; consultative and validation workshops;

§ Identified gaps in the review processes, possible improvements that could be made and developed stakeholder-specific action plans

Findings: Case of Uganda (1) JSR building block

Finding Remarks/Recommendation

JSR Steering Committee

ü  The ASWG, chaired by PS, MAAIF is the JASAR SC.

ü  MAAIF, some Ministries, Donors and UNFFE are included.

ü  CSOs and Private Sector are currently not incorporated contrary to DSIP and CAADP Compact commitment.

o  MAAIF should invite umbrella bodies for CSOs and Private Sector to nominate their representatives to take up their positions on the ASWG.

JSR Secretariat ü  The current practice is similar to best practice.

ü  A JASAR Secretariat with a coordination mandate is already established in the MAAIF APD. It works through a TWG

o  MAAIF should incorporate umbrella bodies for CSOs, Private Sector, Farmers’ Organizations and Local Governments to nominate representatives to the TWG so that planning for JASAR is inclusive.

Findings: Case of Uganda (2) JSR building block

Finding Remarks/Recommendation

ToR for the JSR ü  APD drafts ToR for JASAR and facilitator which the ASWG approves.

ü  JASAR ToRs are comprehensive but in practice the review is dominated by MAAIF output performance.

o  JASAR ToR are comprehensive but in practice the review is dominated by MAAIF output performance.

Resource mobilization

ü  JASAR is funded by both MAAIF and donors.

ü  MAAIF funding has been inadequate, donor funding is often tied to specific budget items.

ü  The human resource is adequate.

o  MAAIF should mainstream JASAR in the MTEF (Adopt National M&E guidelines on funding).

Findings: Case of Uganda (3) JSR building block

Finding Remarks/Recommendation

Constitution of the review team

ü  CSOs and private sector are currently on the periphery of JASAR process

ü  Consultations showed that current JASAR workshops do not represent interests of farmers and lower LGs because there are no mechanisms to capture their views

o  MAAIF should involve NSAs and the private sector in the JASAR planning

o  MAAIF should organize 2 to 3 regional workshops that culminate in a national level review

Technical studies

ü  The JASAR focuses on output performance of the Ministry against its annual plans and budgets.

ü  JSR SC does not undertake any other JSR related studies

o  There are many good studies in the sector

o  JASAR agenda should be structured to accommodate these studies.

Findings: Case of Uganda (4) JSR building block

Finding Remarks/Recommendation

Preparation of JSR report

ü  The MAAIF performance report is prepared by ministry staff and is based on ministry data and reports

o  JASAR needs to be restructured to include both MAAIF performance and that of other sector actors

Review meeting ü  The current practice is similar to the best practice except that the JASAR report and recommended actions focus on MAAIF.

ü  Agreed actions are always many, some of which are not strategic but routine sector activities.

o  A decentralized and inclusive review should be undertaken at sub-national level.

o  The facilitator should guide the JASAR meeting to focus on fewer but strategic and feasible recommendations.

Findings: Case of Uganda (5) JSR building block

Finding Remarks/Recommendation

Draw up action plan based on JSR recommendations

ü  MAAIF has not regularly reported on the progress of implementing these actions to the Top Policy Management and ASWG nor explicitly indicated in their Ministerial Policy Statement how they will/have been be incorporated into the sector work plan and budget

o  MAAIF should indicate within the annual Ministerial Policy Statement or in a separate document how these actions have been integrated.

o  The ASWG should include monitoring JASAR Action Plan in its annual calendar of activities

ReSAKSS Support in Strengthening JSR

§ Supporting the establishment of Country SAKSS

o Enhance data collection, management and analysis

o Knowledge management and sharing

o Capacity enhancement

§ Analytical support for technical studies

§ Sharing JSR tools and experiences with other countries

§ Support the assessment of the JSR process in various

countries

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