Annex I. Recommendations of the 2018 CD Strategy Review
Recommendations of the 2018 CD Strategy Review
Staff work in the coming period will consider concrete steps to advance the report’s recommendations. This work will build upon ongoing activities and incorporate behavioral insights highlighted in Box 3.
Clarify roles and responsibilities
Deepen strategic engagement with country authorities throughout the CD process.
Area Departments to be in the leading role on overall country engagement, including through CSNs for all heavy CD users (defined by a common metric).
Strengthen efforts to expand and learn from best practices in integrating CD and surveillance.
Explore further how to better integrate CD and surveillance in the context of the 2020 Comprehensive Surveillance Review, following on the findings of this review and experience from mainstreaming best practices.
Better prioritization and monitoring
Strengthen the focus and monitoring of priorities by narrowing the list of priorities and building on better information systems.
Take further steps to develop and operationalize a clear governance framework for RBM and the common evaluation framework.
Enhance country-tailored delivery focused on implementation
CD departments to build on existing departmental strategies to continue moving towards greater modernization, modularity, flexibility, and agility in CD delivery as well as to bring about medium-term shifts in expertise as CD priorities change over time.
Continue experimentation with new technologies to support more flexible delivery.
Follow up on the Management Implementation Plan for the 2018 IEO Report on the IMF and Fragile States.
Strengthen operational support for RCDCs.
More effective internal consultation and sharing of information
Implement ongoing initiatives to enhance knowledge management (KMU project) and improve internal access to data, analytical tools, and productivity tools (Digital Workspace).
Continue the practice of informal Board briefings on CD activities and find other opportunities to inform and engage the Executive Board more regularly on CD.
Improved external coordination and communication
Better leverage existing good practices on coordination in collaboration with other providers.
Pursue innovative CD communications approaches to raise awareness of the Fund’s CD work.
Improve the presentation of recommendations in TA reports to senior authorities and other nontechnical users. Engage local stakeholders on key TA recommendations as part of surveillance and outreach.
Publish more topical notes in specialized areas of interest to policymakers, bringing in cross-country learning.
Implement forthcoming recommendations of the working group on TA report publication.
Continue to increase the sustainability and fungibility of external financing.
Annex II. Select Past CD Strategic Work and Reviews
1. The 2018 CD Strategy Review builds on earlier work on CD and on staff and IEO reviews on related topics (Figure A2.1). Previous assessments reviewed various aspects of TA, training, and/or summarized lessons from various TA project evaluations. For instance, the 2005 IEO Report and 2014 Update, the 2008 Paper on Training as Part of Capacity Building, the 2008 Report on Enhancing the Impact of Fund Technical Assistance, the 2011 Report of the Task Force on the Fund’s Technical Assistance Strategy, and the 2013 CD Strategy Paper have all highlighted the importance of improving the CD framework including CD prioritization, delivery, funding, monitoring, and evaluation. Box 2 and Annex I of the 2013 Review summarize earlier key recommendations. The 2011 TA review emphasized the key attributes of Fund TA, which were presented as the “FINE model” discussed earlier, while the 2013 CD Strategy brought TA and training under one umbrella.
2. The review also draws on other recent strategic work of relevance to CD. It takes into account relevant staff and IEO reviews that have been recently completed on topics of relevance for CD, including the 2018 Interim Surveillance Review, which highlighted the need for better integration of CD with surveillance to help achieve surveillance goals; the 2018 Data and Statistics Strategy, which highlighted the key elements needed to enable the Fund and its members to better meet the evolving data needs for surveillance priorities in a digital world; the Review of the 1997 Guidance Note on Governance which highlighted the importance of anchoring the Fund’s CD work in the areas of governance and corruption within a longer-term framework; and the 2018 IEO Report on Fragile States, which provided specific recommendations to increase the impact of CD in fragile states, including through increasing on-the-ground support and employing realistic impact assessment tools.
This overview report was prepared by a team led by Charleen Gust and comprising Nathalie Carcenac, Oana Croitoru, Asmaa ElGanainy, Austin Hart, Yiruo Li, Barbra Licudine, Shijia Luo, and Mercy Pinargote Alarcon (all ICD). It is based on extensive background work by an interdepartmental team, as highlighted above.
Foundational research on these issues can be found in D. North, Institutions, Institutional Change and Economics Performance (Cambridge University Press), 1990. North notes that institutions are the rules of the game in a society or, more formally, the humanly devised constraints that shape human interaction. Institutions are both formal (rules) and informal (conventions and codes of behavior). Organizations are groups of individuals bound by some common purpose to achieve some objective. They include political bodies, economic bodies, social bodies, and educational bodies. In this paper, we use these two terms interchangeably to describe the level at which IMF CD operates.