Burkina Faso’s 2nd National Survey for More Effective Development Co-operation

As part of its efforts to implement Busan principles, the Government of Burkina Faso committed to undertake annual surveys to measure the progress in aid effectiveness, identify its bottlenecks and provide recommendations for more effective development co-operation.

After a first national survey in 2013, the second survey was officially launched in September 2014 at a national workshop with the participation of representatives from the public sector, providers of development cooperation, private sector and civil society organizations.

Seventeen providers took part at this second survey which covered ODA flows and Arab funds’ flows for the fiscal year 2013. The General Directorate for Development Cooperation (GDDC) of the Ministry of Economics and Finance facilitated data collection and analysis in partnership with providers of development cooperation. Responses to the questionnaire were collected from September to October 2014 and allowed tracking of 6 indicators from the monitoring framework of the Global Partnership for Effective Development Co-operation.

Data collected was analysed by a multidisciplinary team formed by representatives of the GDDC and other government directorates and ministries, the Governance Strengthening Programme and the UNDP office in Burkina Faso. A first draft of the report was presented to stakeholders – including representatives of the private sector and civil society organizations- at a national validation workshop. The final report produced by the government incorporates observations and recommendations from the workshop.

The results of the study show a decrease on indicators 5a and 5b which measure predictability of aid. This indicates that on average, the proportion of development co-operation disbursed within the fiscal year for which it was scheduled and the proportion of development co-operation covered by forward spending plans have both decreased between 2012 and 2013. For indicator 6, which measures the proportion of development co-operation to the government sector reported on government’s budget, there has been an average increase. This result indicates greater efforts of providers to connect development co-operation programmes with country policies and processes. An improvement was also seen for indicator 9b, which measures the usage of country systems, in comparison with results of 2013 survey. This suggests an increasing use of development countries’ public financial management and procurement systems when providing development co-operation to the government sector. Indicators 7, which is about having inclusive mutual assessment reviews in place, and 8, on having systems conducive to gender equality and women’s empowerment, have both remained constant between 2012 and 2013.

Burkina Faso has been working on the recommendations made at the validation workshop and lessons learned from the monitoring process in order to:

– set up an Aid Management Platform to allow annual systematic monitoring;

– increase involvement of providers in follow-up surveys to international commitments;

– put in place a mechanism to track implementation of the recommendations.

This review process at national level allows Burkina Faso – and its providers of development co-operation- to measure progress on implementing Busan principles on a regular basis and to discuss findings in order to increase effectiveness of development co-operation at country level.

Country Stories

Please find here country stories on examples of multi-stakeholder effective development co-operation provided by a call for country stories from the Global Partnership’s UNDP-OECD Joint Support Team between October 2014 and January 2015.


  • Partnering to empower female entrepreneurs in Bangladesh: In recent years, women-owned businesses have driven women’s economic empowerment in Bangladesh. A partnership between the Center for International Private Enterprise (CIPE) and Bangladesh Women’s Chamber of Commerce and Industry (the Chamber) has provided lessons on how to better support female entrepreneurs and drive economic growth for the entire country.


  • A collective “NO” to child sex tourism in north-east Brazil: The number of tourists visiting the north-east state of Rio Grande do Norte jumped from 850,000 in 1997 to more than 2 million in 2007. To reduce commercial sexual exploitation there, civil society organisation PLAN Brazil and partners in the tourist industry, civil society and government have worked together to say a collective “no” to child sex tourism. The 3-year project, which concluded in late 2014, aimed to help reduce commercial and tourism-related sexual exploitation of girls and boys in north-east Brazil in various ways.


  • Partnership Fuels Growth in Cambodia: This Southeast Asian country is using development co-operation principles to increase impact from the $100 per capita the country receives in development assistance each year. This approach is showing impressive results. The country has been able to ensure free health coverage for nearly 3 million low-income people and has helped 1.5 million children and adults secure access to basic education. Innovative and results-focused partnerships between the Cambodian government, donors and NGOs are improving service delivery and maximizing the impact of development support.


  • Partnering with business for peace and development in Colombia: The Colombia Business in Development Facility Hub (the Hub), a partnership between business, government and international development co-operation agencies, is working to promote inclusive enterprise, focusing on income generation projects to prevent or mitigate armed conflict in order to achieve lasting and sustainable peace. The Hub matches demands, resources and capabilities from different actors to use co-operation resources and other development finances more efficiently.

Dominican Republic

  • South-South co-operation nourishing progress in the Dominican Republic: The government of the Dominican Republic is helping reduce infant mortality through running a breast milk bank in the country’s largest hospital, in partnership with Brazil’s development co-operation agency and the Fiocruz Foundation. The “Human Milk Bank” has been working in the Nuestra Señora de Altagracia Maternity Hospital since 2011, and has reduced infant mortality by 21 percent in the hospital. The project is an example of effective South South Co-operation and development partnership.


  • Quality co-operation helps transform Ethiopian agriculture: Ethiopia is in the midst of important agricultural shifts that are changing the way smallholder farmers do business. A new organization – the Agricultural Transformation Agency – is bringing in modern planting practices, improving marketing techniques, and revolutionizing the strength in numbers of Ethiopia’s 12.8 million smallholder farmers. The Agency also supports coordination efforts led by the Ministry of Agriculture, by liaising with donor Governments interested in working in specific regions or businesses seeking to invest in sections of the agricultural system.
  • Progress in Ethiopia: Better donor predictability and aid transparency on national budget: Using country data collected during the development co-operation monitoring process in 2013, this brief shows that more donors in Ethiopia are committing to honoring aid commitments in the short- and medium-term and dispersing scheduled support in agreed-upon time frames. One of the Busan principles, predictability in development co-operation is crucial to allowing governments to plan and best use support.
  • Growing development with partnership in agriculture: The New Alliance for Food Security and Nutrition, a public private partnership in ten African countries, has created more than 37,000 jobs while also providing three million smallholder farmers with access to services, sourcing, production contracts or training.


  • Earthquake can’t shake Haiti’s aid monitoring: Haiti’s online aid database is back on track to show “who does what in Haiti” following interruptions caused by the natural disaster. The External Assistance Management Module (Module de Gestion de l’Aide Externe) is now recording information from more than 250 donors, Civil Society Organizations, development partners and non-state actors. It aims to help everyone see data on funding, in-kind contributions, and projects/programmes funded by the international community.


  • Collaborating to build Honduran families homes: An international NGO, Mennonite Social Action Committee (CASM) has worked with Tearfund and other partners over the last decade to advocate for and create an action plan for the relocation of these communities to better housing. It was discovered that the resettlement process requires not only active participation of civil society organisations, local government, the church and community leaders. Central government, international organisations and the private sector must also play a role.


  • Extending Education for the Children of Seasonal Migrants in India: The seasonal hostel initiative in Odisha brings three critical stakeholders together: the Odisha State Government, local communities, and civil society, to meet a community need by running 241 seasonal hostels spread across four districts in the state. The effort is funded by foundations in co-operation with the American India Foundation.


  • Triangular co-operation helps provide solid earthquake protection: Japan, Mexico and El Salvador all have earthquakes as a common geographical challenge. Now they also share a common tool to address this challenge – “Taishin,” the Japanese word for “quake resistant.” These three countries have shared experience and knowledge to improve their resilience to earthquakes.


  • Partnering to make in-roads for Kenya’s development: Kenya’s new Public Private Partnership Unit (PPP Unit) reports that around $2-3 billion in extra funding is needed per year to address all of the country’s infrastructure requirements over the next five to eight years. The Kenyan Government is engaging the private sector to bring additional capital to fill this funding gap and to improve public services.


  • Transparency and Co-ordination in Action in Malawi: Kenya’s new Public Private Partnership Unit (PPP Unit) reports that around $2-3 billion in extra funding is needed per year to address all of the country’s infrastructure requirements over the next five to eight years. The Kenyan Government is engaging the private sector to bring additional capital to fill this funding gap and to improve public services.


  • Business as a partner for shared prosperity in Myanmar: The Busan Partnership Agreement recognises the central role of the private sector in advancing innovation, creating wealth, income and jobs, mobilising domestic resources and in turn contributing to poverty reduction. Myanmar’s Special Economic Zones represent areas where public and private sectors can work together to employ people in selected parts of the country, including the country’s poorest regions.


  • Partnering for better Aid Data in Nepal: A partnership including Nepal’s Ministry of Finance, USAID, as well as American and Nepali universities is building better and more useful data for development. The AidData Center for Development Policy represents a five year multi-stakeholder partnership running from 2012 to 2017 that aims to provide information to boost innovations for peace and development governance, public financial management, transparency and accountability in Nepal.


  • Partnering to cover healthcare for Nigeria’s poorest: Kwara, one of the country’s poorest states, has remained largely off international donors’ radars and access to healthcare is extremely limited. Such factors motivated the Kwara State Government and local insurer Hygeia to enlist the support of Dutch partners to address this remote region’s immense healthcare challenges. The Kwara State Health Insurance Programme is a public-private partnership (PPP) launched in 2007 and is now providing affordable and quality care for low-income people.


  • Helping Small and Medium Businesses Thrive in Senegal: The Centre for International Private Enterprise (CIPE) has partnered with the l’Union Nationale des Commerçants et Industriels du Senegal or the National Union of Small and Medium Businesses in Senegal (the Union) since 2011 to empower small and medium-sized enterprises to engage in public-private dialogue and to better serve the needs of Union members.

Sierra Leone

  • Partnership Driving Ebola Emergency Response in Sierra Leone: Since the first case of Ebola in May 2014, Sierra Leone has dealt with an outbreak of the deadly virus that has affected every facet and member of society in the West African country with just over six million citizens. An estimated 3000 people have died from the highly transmissible disease.To combat the outbreak, the Ministry of Health and Sanitation set up a multi-stakeholder emergency taskforce with civil society and international organisations to monitor the situation and increase collaboration between development partners working to contain the spread of the virus.


  • Partners share the wheel in Uganda’s drive for development: Frederick Twesiime, senior economist at the Ugandan Ministry of Finance, Planning and Economic Development, reported that Southern partners such as China and Korea are now participating in the Ugandan Government’s development co-operation initiatives.

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UNDP Analytical Work on Effective Development Co-operation

Please find here analytical work produced by UNDP’s Effective Development Co-operation team (Development Impact Group, Bureau for Policy and Programme Support) on thematic issues related to EDC.

UNDP Issue Brief on Development Cooperation in Middle Income Countries

The present study, funded by Japan-UNDP Partnership Fund, intends to investigate how development cooperation interventions can drive enablers of change to make positive  contributions to development processes and outcomes in MICs. Analysis  focuses on four countries – Ghana, Jamaica, Kazakhstan and Vietnam –  which were selected based on a consideration of regional balance and  typological representation. To take stock of successful development  cooperation interventions, the study identified key enablers for positive change, including cross-cutting, public-sector and private-sector enablers, in consultation with UNDP experts.

Download: Full Synthesis Report (30mb) | Summary Issue Brief (1.5mb)

Acknowledgements: The study was undertaken with thanks to the Japan-UNDP Partnership  Fund’s contribution to the Global Partnership for Effective Development  Cooperation (Global Partnership). Special thanks to the Government of Japan for its support and advice.

Issue Brief: Towards Transparent and Accountable Development Cooperation (Full Report)

Issue Brief: The Role of Development Cooperation in the Middle-Income Countries (Full Report | Summary)

Discussion Paper: Strengthening Development Cooperation in Support of the 2030 Agenda for Sustainable Development (Full Report)


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