. Establish reasonable accountability standards without evaluating everything. In progress. The medium-term evaluation work plan covers a representative sample of the Fund CD but relies mostly on external evaluators with varying degrees of familiarity with Fund outputs and CD processes. Introduce a CD evaluation work plan with a rolling three-year horizon, revised annually. Implemented. Decide what and how to evaluate based on potential value of the information, cost, and achievement of accountability standards. In progress. Use the information from
continuing to make progress in framing CD through comprehensive strategies tailored to each member’s needs, capacity, and conditions, focusing on implementation and outcomes. Stronger coordination between CD and the Fund’s other core functions will better connect CD with countries’ risks and vulnerabilities and ensure surveillance and lending integrate lessons from CD more effectively. Second, the efficiency of CD needs to be increased by improving CD processes and systems. This will enhance transparency and strengthen the basis for strategic decision making. Five
. This process also seeks to ensure strong integration between the Fund’s three core functions. Under the 2017 reforms, these regional strategies are to be complemented by country-level strategy notes (CSNs) for heavy CD users, including fragile states. The inclusion of training in this process beginning this year will help exploit further synergies between TA and training. To encourage coordination throughout the CD process, explicit area department agreement is required on the timing and scope of all CD missions. CD funding model . In 2008, the Board endorsed
CD strategy. Country authorities play a leading role throughout the CD process, with due consideration to institutional and capacity constraints. Such a country-centered approach requires area departments to be in the leading role on the Fund’s overall country engagement, including establishing country strategies and priorities for CD, taking into account the country’s own strategy and absorptive capacity, and working in collaboration with CD departments. In this context, area departments, including resident representatives and RCDC directors/coordinators, play a
delivering CD activities that lead to concrete changes and results on the ground. Monitoring and Evaluation • Maintaining focus on the results-oriented approach . The common evaluation framework and Results Based Management (RBM) for all CD activities are only just coming into use now (see Annex III ). It will take time for them to become entrenched in the Fund’s work practices. The review will assess the institutional arrangements necessary to ensure that the Fund’s RBM process and evaluations are successfully embedded in the Fund’s CD processes, including
of double-digit real growth, the envelope for external funded spending has been held flat on a real basis. The strategy reflected a number of considerations: the need to modernize and harmonize CD processes and systems in light of the rapid growth; the benefits of a constraint to reinforce prioritization; considerations related to the balance among Fund outputs and between Fund-financed and externally financed CD; the need to control associated costs to IMF01, and the implicit financing risks associated with external financing. In the interim period, significant