Making Development Co‑operation More Effective Progress Report 2026

8. Learning from countries as they move from commitments to practice

Abstract

This chapter presents accounts from 22 countries of the reflection, dialogue and action processes undertaken as part of the fourth monitoring round. It describes how governments and development stakeholders organised dialogue processes, the effectiveness challenges identified, the measures proposed to address them and the mechanisms envisaged to follow up on their implementation.

This chapter presents a country-by-country summary of the reflection, dialogue and action processes undertaken as part of the fourth monitoring round for the 22 countries that had undertaken these activities by March 2026.1 Each country summary outlines: (1) how the dialogue process was organised; (2) the key effectiveness challenges specific to the country; (3) the action-oriented outcomes and commitments proposed by governments and development stakeholders to address the challenges; and (4) an indication of the follow-up mechanism to track implementation progress on the commitments made. A resource box at the end of each country summary provides links to key documents emerging from the process.

While Part I of the report is grounded in the quantitative results of the Global Partnership monitoring exercise, this chapter builds on a range of sources to synthesise and present the activities undertaken by countries. The sources of information for each of the four country subsections are described below:

1. Process. The information on how the reflection, dialogue and action phase took place is drawn from exchanges with government counterparts on how the dialogues were conducted. Additional insights are drawn from UN entities involved in direct support at country and headquarters level to partner country governments. While partner country governments led the processes, UNDP together with Resident Co-ordinators and their Offices played a pivotal role in guiding and supporting countries through this final phase of the exercise (see Box 7.1 in Chapter 7). Participation in the action dialogues varied across countries. While efforts were made by national co-ordinators to engage a broad range of stakeholders involved in development co-operation in the country – including bilateral and multilateral development partners, CSOs, private sector and other key development actors – the extent, composition and level of participation differed across dialogues depending on country context and institutional arrangements.

2. Key effectiveness challenges. Where possible, these reflect issues raised by participants during the reflection, dialogue and action processes. Where dialogue outcomes did not clearly identify specific challenges, the section instead summarises key findings from the country’s monitoring results. In both cases, some quantitative results are included to provide context for the subsequent sub-section on commitments.

3. Action-oriented outcomes and commitments. These are drawn from the countries’ outcome document. The intent and purpose of these outcome documents vary widely across countries. As a result, in some cases the outcome document represents more of an aspirational political declaration, while in others it is a very specific, measurable, time-bound action plan for implementation at technical level. While this report seeks to remain faithful to the intent of each country’s commitments, a degree of standardisation has been applied to present them in a consistent and comparable manner. Where possible, the content of these sections has been validated with the government focal point (i.e. the National Co-ordinator). While efforts were made to standardise the structure and presentation of each country section, the multi-stakeholder nature of the action dialogues and the composition of the resulting outcome documents differed significantly across countries. Consequently, country processes described in this chapter reflect these differences, including variations in the length of the respective entry, the number and specificity of the action-oriented commitments, the stakeholder groups proposing actions, and the level of detail provided on implementation and follow-up arrangements. Where additional detail or specificity would enhance clarity, efforts were made to clarify information with government counterparts; however, further details were not always available.

4. Follow-up mechanism. Information on the follow-up mechanism is pulled from two sources: countries’ outcome documents and UNDP engagement with partner country governments. Countries defined to varying degrees arrangements to follow up the implementation of agreed commitments. While some outcome documents feature actions (jointly endorsed by partner country governments, development partners and key stakeholders), including defined timelines and specific mechanisms for monitoring progress, others outline broader reform trajectories but lack clearly specified responsibilities or timeframes (see Section 7.3 in Chapter 7 for details). Where specific follow-up arrangements are defined, this information has been included here.

8.1. Bangladesh

The Government of Bangladesh, under the leadership of the Economic Relations Division (ERD) of the Ministry of Finance, conducted the reflection, dialogue and action phase of the 4th Global Partnership monitoring exercise by convening a multi-stakeholder action dialogue on effective development co-operation on 29 March 2026 in Dhaka, informed by Bangladesh’s monitoring findings (see box below). The dialogue brought together representatives from government institutions, bilateral and multilateral development partners, civil society organisations (CSOs), the private sector, trade unions and think tanks to reflect on their monitoring findings and identify practical actions to strengthen development co-operation effectiveness at country level. The dialogue concluded with a set of action-oriented recommendations aimed at strengthening accountability, transparency, inclusiveness and development results.

Effectiveness challenges in Bangladesh point to opportunities to further strengthen mutual accountability, the use of country systems, and inclusive engagement across development co-operation processes. While the quality of national development planning and parliamentary oversight is very high, the monitoring findings indicate scope to further increase development partners’ use of national public financial management systems, which have declined to 28% from 73% in 2018. Similarly, while Bangladesh has a highly comprehensive information management system (score of 0.96 out of 1), and very high levels of reporting to the system by development partners (score of 1 out of 1), the use of country-owned results frameworks and government monitoring systems could be further strengthened, with 59% of project indicators drawn from national frameworks and 47% can be monitored using government data and statistics. The findings also indicate an opportunity to establish a mutual accountability mechanism with jointly agreed country-level targets, inclusive assessments and public dissemination of results. See the results brief listed in the box below for more details.

The action-oriented proposals emerging from the reflection, dialogue and action process set out in Bangladesh’s outcome document are summarised below:

The Government of Bangladesh proposes to:

• Undertake, within the next 12 months, a joint diagnostic together with development partners to identify bottlenecks in public financial management, procurement, audit and broader public administration systems, before developing an action plan to address these areas of attention.

• Operationalise the relaunched aid information management system through regular partner reporting, stronger interoperability with national systems, enhanced public transparency and periodic co-ordination meetings.

• Re-establish a high-level annual development co-operation review with jointly agreed targets, inclusive assessments and public mutual accountability reporting, while developing a National Policy on Development Cooperation within 12 months.

• Strengthen the national results and data architecture by improving country results frameworks, monitoring and evaluation systems, statistical capacities, gender-responsive budgeting and inclusive engagement with civil society, the private sector and other stakeholders.

Development partners propose to:

• Increase the use of country systems, national results frameworks and government data through progressive phased approaches, system strengthening and jointly agreed targets.

• Support the strengthening of public financial management, procurement, monitoring systems, national statistics, disaggregated data and broader institutional capacities, including through participating in the proposed joint diagnostic and action plan to address bottlenecks.

• Strengthen transparency, accountability and co-ordination by reporting regularly to the aid information management system, supporting its interoperability with other platforms, and contributing to structured dialogue and annual development co-operation reviews.

• Promote more programmatic and portfolio-based financing approaches aligned with national plans, country priorities and inclusive development processes.

• Continue supporting the Ministry of Finance through the ERD and key stakeholders in following up the commitments presented in Bangladesh’s action dialogue outcome document and related policies and strategies, including by supporting the development of the National Policy on Development Cooperation.

Civil society organisations, private sector, and academia propose to:

• Strengthen inclusive engagement across the full development co-operation cycle, including planning, implementation, monitoring, review and learning processes.

• Promote citizen-centred accountability through stronger monitoring, budget tracking, consultation mechanisms and broader participation of marginalised and vulnerable groups.

• Advance localisation and inclusive local governance by strengthening local institutions, community participation and engagement with underrepresented populations.

• Support more transparent, data-informed and accountable development co-operation processes, including engagement in information management systems, consultations, dialogue platforms, dissemination activities and technical exchanges.

• Promote simpler and more accessible partnership and financing arrangements, while ensuring stronger attention to decent work, labour standards, agriculture, labour-intensive sectors and the needs of smallholders and low-income workers.

Follow-up on the commitments agreed during the dialogue will be institutionalised through the ERD of the Ministry of Finance, led by the Development Effectiveness Wing, and anchored in existing development co-operation co-ordination mechanisms and policy processes. ERD will convene periodic technical follow-up meetings with development partners and stakeholders to review progress on agreed actions. Progress will feed into annual development co-operation reviews and mutual accountability reporting, while also supporting broader awareness and peer learning on Global Partnership principles.

Key resources: Bangladesh

• Country results brief for 2023-26 monitoring round

• Outcome document

• To access Bangladesh’s monitoring findings, visit: https://www.effectivecooperation.org/resources/bangladesh-monitoring-results-2023-2026

8.2. Bhutan

The Royal Government of Bhutan conducted the reflection, dialogue and action phase of the 4th Global Partnership monitoring exercise through a multi-stakeholder action dialogue held on 27 March 2026 in Thimphu. Organised by the Department of Macro-Fiscal and Development Finance (DMDF) under the leadership of the Ministry of Finance, the dialogue brought together government institutions, bilateral and multilateral development partners, civil society organisations, the private sector and other stakeholders to reflect on Bhutan’s monitoring findings and identify practical actions to strengthen development co-operation effectiveness. Discussions were organised around strategic reflections on development co-operation effectiveness and the prioritisation of practical actions to improve co-ordination, transparency, use of country systems and mutual accountability, guided by national priorities presented under Bhutan’s 13th Five-Year Plan (2024-2029).

Effectiveness challenges in Bhutan include opportunities to further strengthen co-ordination, transparency and the use of country systems. While Bhutan demonstrates high-quality national development planning (score of 0.8 out of 1), development partners’ use of public financial management systems has declined to 57% from 84% in 2018. Nevertheless, development partners continue to align their support with country-owned results frameworks to a high extent (81%): 77% of project indicators are drawn from national frameworks and 76% can be monitored using government data and statistics. Stakeholders also highlighted opportunities to strengthen transparency and co-ordination mechanisms, including through the establishment of an operational information management system, greater availability of public information related to development co-operation (score of 0.25 out of 1), and the implementation of a formal mutual accountability mechanism. Participants further noted the need to reduce fragmentation in engagement and reporting practices and strengthen more systematic co-ordination mechanisms aligned with the 13th Five-Year Plan.

The action-oriented proposals emerging from the reflection, dialogue and action process set out in Bhutan’s outcome document are summarised below:

The Government of Bhutan proposes to:

• Develop a centralised national dashboard and a common reporting framework to strengthen transparency, co-ordination and visibility of development activities.

• Simplify and harmonise reporting arrangements to reduce the burden of multiple donor-specific requirements and improve alignment with national systems and processes.

• Strengthen the use of country systems by ensuring that budgetary support is aligned with national planning and monitoring and evaluation frameworks, in accordance with the Public Finance Act.

• Jointly recalibrate existing national development systems with development partners to ensure continued relevance to Bhutan’s evolving development context.

• Promote structured accountability and co-ordination mechanisms, including annual joint reviews and thematic discussions aligned with the implementation of the 13th Five-Year Plan.

Development partners propose to:

• Increase the use of Bhutan’s country systems for planning, implementation, procurement and reporting, while reducing reliance on parallel systems and donor-specific requirements.

• Support strengthening of national systems and institutional capacities, including public financial management, governance, fiscal risk management and alignment with international standards.

• Strengthen mutual accountability, transparency and information-sharing through the development of centralised co-ordination and reporting platforms, including a national development dashboard.

• Promote stronger harmonisation, co-ordination and joint approaches among development partners to reduce fragmentation and improve alignment with the 13th Five-Year Plan.

• Expand inclusive development co-ordination mechanisms involving civil society and the private sector, while adapting co-operation approaches to Bhutan’s evolving development context.

Civil society organisations, the private sector and other stakeholders propose to:

• Strengthen inclusive and systematic participation of civil society organisations and private sector actors in development co-ordination, planning and implementation processes.

• Support more transparent, harmonised and data-driven development co-operation through improved information-sharing, co-ordination platforms and accountability mechanisms.

• Promote stronger collaboration among development stakeholders to reduce fragmentation, improve coherence and align development efforts with the 13th Five-Year Plan.

• Advance more flexible, innovative and partnership-based approaches to development co-operation that respond to Bhutan’s evolving development context and support the principle of “leaving no one behind”.

Follow-up on the commitments agreed during the dialogue will focus on establishing a structured accountability mechanism and developing a centralised national dashboard to strengthen transparency, co-ordination and monitoring of development activities. Development partners proposed annual joint meetings to review how different stakeholders collectively contribute to implementing the 13th Five-Year Plan. The proposed dashboard system would provide a common national reporting framework.

Key resources: Bhutan

• Country results brief for 2023-26 monitoring round

• Outcome document

• To access Bhutan’s monitoring findings, visit: https://www.effectivecooperation.org/resources/bhutan-monitoring-results-2023-2026

8.3. Burkina Faso

The Government of Burkina Faso, under the leadership of the Ministry of Economy and Finance, undertook a series of technical-level consultations in Ouagadougou, informed by Burkina Faso’s monitoring findings (see box below). The Directorate General for Co-operation of Burkina Faso’s Ministry of Economy and Finance (Ministère de l’Économie et des Finances) convened a government-led technical consultation from May 20th to 25th, 2024. These dialogues were attended by 32 stakeholders, including technical representatives from 27 development partners, 1 civil society organisation (CSO), 3 private sector organisations, and 1 trade union. Action-oriented commitments and recommendations agreed by the government and development stakeholders are presented in Burkina Faso’s outcome document: Rapport Pays de l’exercice 2023 de suivi du Partenariat Mondial Pour Une Co-opération Efficace au Service du Développement (Country Report for the 2023 GPEDC Monitoring Round) – see the box below for details.

Effectiveness challenges identified in Burkina Faso highlight several areas impacting the development landscape. There is scope to further strengthen development partners’ use of national public financial management (PFM) systems, which currently account for 32% of funding disbursed to the public sector, down from 56% in 2018. Concurrently, the integration of external resources within national budget oversight mechanisms has decreased, with 36% of development co-operation flows recorded in the national budget compared to 49% in 2018, suggesting opportunities to further increase the integration within national budgetary processes. While medium-term predictability has improved, 37% of development partners still do not provide three-year forward spending plans, limiting comprehensive multi-year planning. Furthermore, there is a recognised need to cultivate a more enabling environment for inclusive and meaningful participation of CSOs in development processes. See the results brief listed in the box below for more details.

The action-oriented commitments and recommendations emerging from the reflection, dialogue and action process are set out in Burkina Faso’s outcome document (details in the box), and summarised below:

The Government of Burkina Faso proposes to: 

• Improve the Global Partnership monitoring process by co-ordinating the designation of two focal points per government structure, establishing a monitoring and evaluation system for consultation and dialogue in 2025, and training focal points and actors within the national statistical system on the Global Partnership monitoring and tools.

• Launch a communication campaign on the Global Partnership (2024-2026) and organise awareness campaigns on the role of civil society and the private sector in development co-operation.

• Raise awareness among development stakeholders about the design and implementation of public policies by organising government seminars, panels and exchange meetings on development co-operation objectives.

• Strengthen institutional leadership by adopting and disseminating a document on the division of labour and drafting a concept note for an exploratory study on development co-operation.

• Improve dialogue with development partners by ensuring marginalised and vulnerable groups are included in consultation frameworks.

• Improve access to opportunities for civil society and the private sector by organising targeted information sessions on development partner programmes and private financing windows.

• Raise awareness among stakeholders regarding procedures and mechanisms for resolving disputes related to private sector engagement in development co-operation.

Development partners propose to:

• Integrate the principles of effective development co-operation into national strategies by involving various population groups in their preparation and taking national priorities into account.

• Align interventions with national priorities by focusing country strategy orientations on the National Development Policy and by increasing the use of national public financial management systems.

• Improve the predictability of development co-operation by preparing country strategies in close collaboration with the government and other development stakeholders.

• Enhance communication on opportunities available to civil society organisations and the private sector by supporting the organisation of information sessions on potential areas of collaboration with development partners and key stakeholders.

Civil society and the private sector propose to:

• Improve transparency in the management of resources by developing intervention strategies and regularly publishing programmes and activity reports (civil society, in collaboration with the government).

• Improve their participation in various government consultation frameworks. The National Executive Secretariat on the National Development Policy will prepare a report on private sector contributions to sectoral dialogue frameworks. The Chamber of Commerce and Industry and the Enterprise House will identify the conditions necessary to enhance private sector engagement (private sector, in collaboration with the National Executive Secretariat for the National Development Policy, the Chamber of Commerce and Industry, and the Enterprise House).

Follow-up of the monitoring exercise will take place through a monitoring framework that tracks the implementation of the recommendations arising from the exercise. Several actions are led or supported by the Directorate-General for Development Co-operation (DGCO-OP), indicating its central role in advancing the implementation of the recommendations. The framework lists each recommendation and identifies the institutions responsible for implementing it, covering actions addressed to the government, development partners, civil society organisations and the private sector. Responsibilities are assigned to specific bodies – for example government co-ordination units, statistical authorities, development partner co-ordination structures (“Troika”) and private-sector organisations – thereby clarifying who is expected to take forward each measure and allowing progress on the recommendations to be tracked over time. No reporting timelines for actions were provided.

Key resources: Burkina Faso

• Country results brief for 2023-26 monitoring round

• Outcome document (in French)

• To access Burkina Faso’s monitoring findings, visit: https://www.effectiveco-operation.org/Burkina-Faso-Monitoring-Results-2023-2026

8.4. Cambodia

The Government of Cambodia, under the leadership of the Council for the Development of Cambodia (CDC), conducted the reflection, dialogue and action phase by undertaking three key milestone events in Phnom Phen, informed by Cambodia’s monitoring findings (see box below): a reflection meeting, followed by a series of stakeholder-specific consultations, finishing with a high-level action dialogue. First, CDC hosted an initial reflection meeting on the monitoring results on 27 May 2025, attended by 92 representatives from government organisations, bilateral and multilateral development partners, UN agencies and CSOs. Subsequently, CDC invited the submission of commitments through a survey in response to the challenges identified through the monitoring exercise. In total, 5 government agencies, 20 development partners and the Co-operation Committee for Cambodia (i.e. civil society focal point), provided inputs. Next, building on these submissions, CDC convened a series of stakeholder-specific consultations between 29 January and 2 February 2026, attended by technical and political level participants, to discuss a draft outcome document based on the submissions. As a final step, CDC hosted a multistakeholder action dialogue on development effectiveness on 5 March 2026 attended by 85 participants from government, UN entities, development partners and civil society. The initial reflection meeting and the action dialogue were both co-chaired by H.E. Mr Chhieng Yanara, Senior Minister in Charge of Special Missions, Second Vice-Chairman of the Council for the Development of Cambodia, and the UN Resident Co-ordinator.

Effectiveness challenges in Cambodia span a range of issues, including gaps in mutual accountability. While a development co-operation policy framework is in place, inclusive joint assessments of progress and the systematic public dissemination of results are not yet fully institutionalised. Furthermore, development partners’ use of country-owned results frameworks and planning tools for developing their interventions remains moderate (0.60 out of 1), with 53% of project indicators drawn from country-owned frameworks. The extent of use of national public financial management (PFM) systems has fallen to 58% from 62% in 2018, suggesting an opportunity for development partners to increase the use of country systems. Financial predictability also presents hurdles; although medium-term predictability has improved from 65% to 71%, annual predictability has declined notably, from 70% to 47% of scheduled funding disbursed. Broad stakeholder engagement in development planning and accountability remains limited, reflecting perceptions of a constrained enabling environment for civil society and a lack of structured, inclusive participation for women, youth and marginalised groups. See the results brief listed in the box below for more details.

The action-oriented commitments and recommendations emerging from the reflection, dialogue and action process set out in Cambodia’s outcome document are summarised below:

The Royal Government of Cambodia proposes to:

• Strengthen leadership in development co-operation to align with the Pentagonal Strategy - Phase I, the National Strategic Development Plan (NSDP), and Cambodia’s Sustainable Development Goals (CSDGs) through government-led co-ordination.

• Promote multi-faceted participation by engaging all development actors in national strategy processes; encouraging all actors, especially those serving marginalised groups, to join partnership forums; promoting participation of marginalised and vulnerable groups in decision making; creating an enabling environment for CSOs; and enhancing consultation mechanisms.

• Improve PFM reform by strengthening country systems, promoting gender-responsive budgeting and encouraging all actors to monitor progress for accountability.

• Enhance data systems for transparency and targeting, leveraging the Cambodia ODA Database, improving digital dashboards and using data disaggregated by gender, age, disability, ethnicity and location to better serve those left behind.

• Strengthen information management of development co-operation by promoting online registration and reporting, and ensuring public dissemination of strategic plans and reports.

• Maintain capacity strengthening efforts to ensure the long-term sustainability and benefits of all development initiatives.

Development partners propose to:

• Support broad, inclusive stakeholder engagement by involving domestic stakeholders (private sector, trade unions, subnational governments, youth-led organisations, marginalised groups, academia), government counterparts and CSOs in planning, dialogue and monitoring through national co-ordination platforms.

• Align with and strengthen national systems by using country PFM systems and government data, and providing capacity building for PFM and data systems, including assistance in reporting, auditing, procurement, data collection, monitoring and evaluation, expenditure planning, project readiness analysis, and portfolio performance review.

• Provide transparent, timely and predictable funding by sharing multi-year planning, aligning disbursement schedules with the government budget cycle, and proactively communicating implementation changes in advance, while consistently updating the Cambodia ODA Database.

• Integrate key principles into all programme stages by incorporating human rights impact indicators, collaborating on gender budgeting and accountability, and embedding leave no one behind (LNOB) principles in strategies and monitoring.

• Expand the use of disaggregated data (gender, age, disability, ethnicity, location) to improve targeting, support decentralised local planning and make progress visible for marginalised groups.

• Promote mutual accountability and transparency by establishing mechanisms such as joint assessments and evaluations, and setting clear targets and timelines for follow-up actions, while also disseminating reports and creating accessible feedback channels for all stakeholders.

Follow-up on the implementation of these commitments will be led by the Royal Government of Cambodia in collaboration with development partners and other development actors. Progress will be monitored on a two-year basis through existing co-ordination mechanisms, the specifics of which will be defined by the Royal Government as guided in the Development Co-operation and Partnership Strategy 2024-2028.

Key resources: Cambodia

• Country results brief for 2023-26 monitoring round

• Outcome document

• To access Cambodia’s monitoring findings, visit: https://www.effectiveco-operation.org/Cambodia-Monitoring-Results-2023-2026

8.5. Colombia

The Government of Colombia, under the leadership of the Presidential Agency for International Co-operation of Colombia (APC-Colombia), convened a Multi-Stakeholder Dialogue on Effective Development Co-operation on 10 March 2026 in Bogotá. The dialogue brought together representatives from public entities at national and local levels, bilateral and multilateral development partners, civil society organisations (CSOs) and academia. The event featured two complementary elements: (1) A presentation on the main results from the Global Partnership 4th monitoring round (see box below) followed by a reflection panel with representatives from APC-Colombia, UN Women and the National Network for Local Development Agencies of Colombia (ADELCO network, a civil society organisation) that discussed positive aspects such as advances in gender budgeting and the need to increase civil society representation in effectiveness debates. (2) A participatory workshop to discuss potential actions to address the findings of the monitoring exercise, structured around three thematic axes: civil society participation in development, joint evaluation of co-operation, and transparency and information for development management.

Effectiveness challenges in Colombia relate to joint assessments, civil society engagement, information transparency and multi-stakeholder participation. Colombia does not perform regular joint assessments of progress despite having established country-level development co-operation targets for each development actor, pointing to opportunities to further strengthen mutual accountability mechanisms. CSOs perceive their enabling environment to be basic, contrasting with development partners and government representatives, who view it as moderate, highlighting an area with opportunities for continued improvement. CSOs report that access to financing from development partners is limited to their own programmatic priorities. Colombia has an operational information management system for tracking development co-operation, although the comprehensiveness of the system remains intermediate (score of 0.6 out of 1). While development partners report to this system to a very high degree (score of 0.96 out of 1), and 92% report at the required frequency, stakeholders identified opportunities to further strengthen the strategic use of the information collected for co-ordination, transparency and decision-making processes. Additionally, the public availability of development co-operation information scores high (0.75 out of 1), providing a strong foundation on which to continue strengthening transparency and accessibility of information. With regards to multi-stakeholder participation, the national development strategy was approved by parliament and involved participatory dialogue with national CSOs, trade unions, the private sector, co-operating partners and subnational governments. See the results brief listed in the box below for more details.

The action-oriented commitments and recommendations emerging from the reflection, dialogue and action process, following discussions and exchanges between government (national and local level), development partners (bilateral and multilateral), CSOs and academia, are set out in Colombia’s outcome document (see box) and summarised below:

The Government of Colombia proposes to:

• Identify opportunities for joint assessments with other development partners, including identifying Global South countries with experience in joint assessments for capacity building, and reviewing opportunities to strengthen "mutuality" in evaluation spaces.

• Identify, with co-operating partners and entities of the National System of International Co-operation of Colombia (SNCIC), tools to strengthen CSO capacities to guide international technical co-operation towards organisations facing greater information or financing gaps.

• Establish a calendar for disseminating statistical content on official international co-operation information in Colombia, to keep data up to date and promote transparency.

• Develop a dissemination space on international co-operation in Colombia that is understandable and accessible beyond specialised technical circles.

• Continue to promote multi-stakeholder spaces in decision making and analysis on international co-operation.

• Prioritise the disaggregation of statistical data by territory, gender, ethnicity and age as a condition for co-operation to reach those most in need, using SDG indicators, censuses and context-specific approaches.

Development partners propose to:

• Harmonise measurement and evaluation systems with OECD DAC peers to avoid data duplication.

• Include a budget for external evaluations within the financial structure of projects from their formulation, as a standard requirement.

• Promote greater co-ordination among aid workers in the same territories and working on addressing similar challenges to avoid duplication and achieve greater social impact.

• Ensure joint project design from the outset, involving all stakeholders, and cross-reference data and sources to avoid duplication of efforts.

• Strengthen institutional co-ordination within the SNCIC, shifting from isolated projects to a multilevel information system that promotes a common methodological language.

Civil society and academia propose to:

• Engage in strengthened co-ordination between civil society, national institutions and development partners.

• Contribute to addressing statistical information gaps affecting the visibility of marginalised populations, including Afro-descendant and Indigenous communities.

• Work with the government and development partners to improve the accessibility of co-operation information, including on priorities, funding sources and calls for proposals.

• Promote continuity in development co-operation programmes, projects and initiatives ensuring progress and sustainability beyond political cycles.

• When participating in monitoring, evaluation and transparency frameworks, differentiate between results-level and impact-level evaluations through standardised indicator frameworks.

• Promote rights-based approaches that strengthen civil society as an active key actor in development co-operation.

To monitor the effectiveness of official development assistance (ODA) and track commitments, Colombia will leverage existing national and international co-operation spaces. These include the SNCIC and its co-ordination roundtables with national and territorial actors, as well as roundtables with bilateral and multilateral co-operating partners to foster regular dialogue and strengthen mutuality. Internally within APC-Colombia, progress on the implementation of these commitments will be monitored by the Interdirectorate Group of Statistical Policy, the Observatory of International Co-operation and the Knowledge Management Group. These commitments and their monitoring mechanisms will be followed up within APC-Colombia's institutional scope.

Key resources: Colombia

• Country results brief for 2023-26 monitoring round (Spanish only)

• Outcome document

• To access Colombia’s monitoring findings, visit: https://www.effectivecooperation.org/resources/colombia-monitoring-results-2023-2026

8.6. Democratic Republic of the Congo (DRC)

The Democratic Republic of the Congo (DRC) undertook the reflection, dialogue and action phase through a government-led, multi-stakeholder process. A technical action dialogue in the form of a workshop was held in Kinshasa from 22 to 24 September 2025, bringing together government institutions, development partners, civil society, the private sector and academia to review the monitoring results and identify priority actions. The workshop was followed by a high-level political dialogue held on 12 March 2026, endorsing a set of collective commitments to strengthen the effectiveness of development co-operation.

Effectiveness challenges in DRC include opportunities to further strengthen the public availability and transparency of development co-operation information (score of 0.5 out of 1). The monitoring results show that development partners’ use of country-owned results frameworks and planning tools remains moderate (0.57 out of 1), with 78% of project objectives aligned with national frameworks, but only 48% of project indicators are drawn from country-owned results frameworks, and only 46% can be monitored using government data and statistics. In addition, the findings suggest that there is room for increasing the use of public financial management systems by development partners, which, while improving from 2% in 2018 to 27% in the current monitoring round, remains low. Mutual accountability mechanisms could be strengthened, with the aim to increase coordination between the government and development stakeholders. See the results brief listed in the box below for more details.

The dialogue resulted in a broad set of commitments, jointly agreed across stakeholders and not attributed to specific actor groups:

Strengthen governance and co-ordination of development co-operation

• Accelerate the adoption and operationalisation of the Aid Co-ordination and Steering Committee (CCOAD) to improve governance and alignment with national priorities.

• Operationalise the national development co-operation policy and strengthen existing co-ordination mechanisms, including thematic and sectoral groups and development partner co-ordination groups.

• Ensure transparent tracking of commitments and aid flows, including through the effective use of the Aid Information Management Platform (PGAI).

• Strengthen national and local capacities, including governance, ownership, transparency and the use of country systems.

• Ensure inclusive participation of all stakeholders in planning, implementation and monitoring processes.

• Strengthen intersectoral co-ordination through improved governance, integrated monitoring systems and harmonised partnership frameworks aligned with national priorities.

Improve the effectiveness and impact of development investments

• Promote a pact to transform investments to deliver concrete and measurable results.

• Reduce fragmentation of interventions and improve co-ordination to maximise impact.

• Translate political and strategic commitments into operational sector plans and multi-year investment plans aligned with the National Strategic Development Plan (PNSD, Plan National Stratégique de Développement).

• Establish more predictable, flexible and aligned financing mechanisms.

• Promote a stronger data culture within public institutions.

Improve the business climate and promote private sector development

• Continue reforms to improve the business environment, including strengthening the financial system.

• Promote access to finance for the private sector, including for small and medium-sized enterprises.

• Encourage entrepreneurship among youth and women.

• Promote agricultural investment, co-operatives and local value chains.

• Support job creation, including through digital and green economy opportunities.

Other

• Support structural economic development initiatives.

• Promote environmental and energy transition.

• Leverage digitalisation and innovation.

• Support stability and interventions in the eastern regions.

• Strengthen public administration and education.

Follow-up is expected to be anchored in strengthened national co-ordination mechanisms, improved data systems and continued multi-stakeholder dialogue to support implementation. The above commitments reflect a comprehensive and cross-sectoral reform agenda. They were formulated jointly by the government of DRC, development partners and stakeholders participating in the action dialogue.

Key resources: Democratic Republic of the Congo

• Country results brief for 2023-26 monitoring round

• Outcome document (in French only)

• To access DRC’s monitoring findings, visit: https://effectivecooperation.org/DRC-Monitoring-Results-2024

8.7. Dominican Republic

The Government of the Dominican Republic, under the leadership of the Vice Ministry of International Co-operation of the Ministry of the Presidency (MINPRE), conducted the reflection, dialogue and action phase by undertaking two key milestone events in Santo Domingo, informed by the Dominican Republic’s monitoring findings (see box below): (1) A technical multi-stakeholder workshop was held on 24 November 2025. It brought together 81 representatives from within the government, development partners, the private sector, trade unions, CSOs and academia. Participants identified key challenges and generated close to 70 proposals for action-oriented commitments aimed at strengthening the effectiveness of development co-operation at country level. (2) A high-level roundtable on international co-operation was convened on 28 November 2025. The roundtable gathered senior government officials and development partners to review and validate the proposals emerging from the technical workshop, reinforcing their political commitment and endorsing follow-up actions. Both were hosted by the Vice Ministry of International Co-operation of the Ministry of the Presidency.

Notable effectiveness challenges identified include low levels of parliamentary oversight and a sharp decline in the integration of development co-operation flows into the national budget – dropping to 29% from 65% in 2018, pointing to opportunities to further strengthen transparency, accountability and integration within national systems. Furthermore, there is no comprehensive mutual accountability mechanism to jointly track progress towards effectiveness targets, suggesting scope to establish country-level targets for government and development partners, as well as regular joint assessments. Nevertheless, the overall use of national public financial management (PFM) systems has improved from 32% to 51%, and there have been significant improvements in medium-term visibility (from 12% to 87% of partners now providing forward-spending plans). However, the annual predictability of disbursements has declined from 92% in 2018 to 83% in the 4^th monitoring round, complicating alignment with national budget cycles. Additionally, disaggregated data to identify vulnerable populations are only available to a medium extent (score of 0.6 out of 1), and not systematically across key dimensions (gender, age, geographic location, socio-economic, health and migration status), limiting the capacity to define and monitor development objectives, targets and indicators for the vulnerable and marginalised. See the results brief listed in the box below for more details.

The action-oriented commitments and recommendations emerging from the reflection, dialogue and action process are as follows:

The Government of the Dominican Republic proposes to: 

• Lead the integration of financial dimensions into national development plans by linking planning instruments to the Integrated National Financing Framework.2

• Institutionalise a national evaluation agenda and joint evaluation mechanisms with defined roles, methodologies and public dissemination of findings.

• Strengthen the national statistical system and the production of disaggregated data through inter-institutional co-ordination and a national framework of indicators.

• Integrate all co-operation flows and actors into the National System of International Development Co-operation (SINACID) through an updated regulatory framework that clarifies institutional functions and incorporates all flows and non-governmental stakeholders.

• Record all co-operation resources in the national budget and strengthen financial traceability through inter-institutional protocols.

• Ensure the effective participation of civil society, the private sector, academia, territorial actors and vulnerable populations across planning, implementation and evaluation phases.

• Guarantee the publication of information, audits, and evaluations, ensuring public access to findings and follow-up actions.

• Consolidate permanent multi-stakeholder dialogue spaces and integrate progress reporting into existing national forums.

Development partners propose to:

• Strengthen the alignment of objectives, indicators and monitoring systems with national frameworks.

• Align country strategies with national and territorial priorities to ensure greater responsiveness to regional development needs.

• Increase the use of national statistical, budgetary, procurement and auditing systems through progressive adoption and targeted capacity support.

• Improve the predictability and budget registration of disbursements by aligning reporting with national planning instruments.

• Promote untied aid by reducing origin requirements and relaxing procurement and implementation restrictions.

• Participate actively in the national evaluation agenda and multi-stakeholder joint evaluation mechanisms.

Civil society, the private sector, academic and trade unions propose to:

• Actively engage in planning, monitoring, evaluation, and accountability processes, with civil society participating in SINACID governance, and the private sector and trade unions focusing on defining territorial and productive priorities.

• Contribute to social oversight and community grievance mechanisms to reinforce accountability at the territorial level (civil society), facilitated by the private sector and trade unions in areas of intervention.

• Increase the visibility and traceability of project results among vulnerable populations (civil society) and commit to transparency and traceability in co-operation projects (private sector and trade unions).

• Promote multi-stakeholder alliances for project co-execution, assuming defined roles within development value chains (private sector and trade unions) and partnering to enhance sustainability (academia).

• Align interventions with national priorities while promoting inclusion and sustainability (private sector and trade unions).

• Provide evidence and technical inputs to support the methodological development of the national evaluation agenda and indicator frameworks (academia).

• Integrate the Sustainable Development Goals into academic programmes, research and innovation (academia).

While the action-oriented outcome document does not specify milestones or timelines for following up on the agreed commitments, it outlines possible avenues for advancing them (see document in box below). Follow-up is expected to take place primarily through existing national policy and co-ordination processes, including the review of the National Development Strategy 2030, the development of an Integrated National Financing Framework and the implementation of the government’s priority goals and their monitoring system. Government co-ordination platforms – such as the extended Council of Ministers and related working groups – as well as processes to strengthen public financial transparency, procurement systems and responsible business conduct are identified as additional entry points to promote implementation. Likewise, the Ministry of the Presidency has developed a roadmap to follow up on the action lines included in the outcome document. This process seeks to identify the measures to be implemented in the short and medium term, as well as to hold meetings with key stakeholders in priority areas for development co-operation effectiveness, such as national planning and public financial management systems, among others.

Key resources: Dominican Republic

• Country results brief for 2023-26 monitoring round (only in Spanish)

• Outcome document

• To access the Dominican Republic’s monitoring findings, visit: https://www.effectivecooperation.org/resources/dominican-republic-monitoring-results-2023-2026

8.8. The Gambia

The Government of The Gambia, under the leadership of the Ministry of Finance and Economic Affairs (MoFEA), conducted the reflection, dialogue and action phase on development effectiveness through an in-person multi-stakeholder action dialogue held on 26 February 2026 in Bakau. The dialogue brought together representatives from government institutions, bilateral and multilateral development partners, civil society organisations and other stakeholders to reflect on the monitoring findings, identify priority areas for improvement, and agree on action-oriented commitments to strengthen the effectiveness, co-ordination, transparency and accountability of development co-operation. The process resulted in an outcome document prepared by MoFEA’s Directorate of Aid Co-ordination, setting out the commitments and follow-up arrangements agreed through the dialogue (see box below).

Notable effectiveness challenges identified in the Gambia point to opportunities to further strengthen co-ordination, accountability and the use of country systems in support of nationally led development results. While 62% of development co-operation is recorded on budget, up from 45% in 2018, and parliamentary oversight is assessed as high, the monitoring findings indicate scope to consolidate more systematic accountability arrangements, as no mutual accountability mechanism is yet in place. Similarly, although development partners’ use of public financial management systems has increased from 20% in 2018 to 78% in 2026, annual predictability remains more constrained, with 63% of scheduled funding disbursed within the fiscal year. The results also suggest room for improving national data and co-ordination systems by the possibility of establishing an information management system for tracking development co-operation. These areas are closely reflected in the outcome document’s emphasis on stronger co-ordination mechanisms, an operational aid information management system, reinforced mutual accountability, and deeper use of national systems for execution, monitoring and reporting. See the results brief listed in the box below for more details.

The following proposals summarise the action-oriented commitments and recommendations emerging from the reflection, dialogue and action process set out in The Gambia’s outcome document (link in box below).

The Government of The Gambia proposes to:

• Promote active participation of government entities in designing development proposals to ensure local participation and ownership.

• Ensure development co-operation programmes align with national planning frameworks, using official objectives, indicators, targets, and instruments.

• Strengthen the use of national systems for execution and financial reporting of all types of development co-operation flows.

• Work with development partners to fully adapt to and align with the recently developed and approved public investment management guidelines.

• Establish a Joint Government-Development Partners Co-ordination Group, including CSOs, private sector and academia.

• Develop an information management system (IMS) to track co-operation flows and enable consistent partner reporting.

• Introduce a mutual accountability mechanism for joint assessments and public reporting.

• Increase transparency by encouraging all partners to publish country strategies online.

• Build technical capacity to improve aid management, policy formulation and implementation.

• Facilitate knowledge transfer through training, peer learning and exchange programmes.

Development partners propose to:

• Provide multi-year (three-year) spending plans aligned with national budget cycles.

• Submit timely financial and results data to national systems.

• Support the development and operationalisation of integrated digital reporting platforms.

• Participate in joint monitoring, evaluation and Global Partnership review processes.

Civil society organisations propose to:

• Establish a national CSO co-ordination platform for development co-operation engagement.

• Harmonise CSO reporting frameworks and strengthen compliance mechanisms.

• Participate in joint monitoring, evaluation and policy dialogue processes.

Implementation of the agreed commitments will be co-ordinated through a structured multi-stakeholder mechanism led by the Ministry of Finance and Economic Affairs (MoFEA) of The Gambia, through the Joint Government-Development Partners Co-ordination Platform. The outcome document foresees bi-annual multi-stakeholder dialogue sessions to review progress, alongside annual progress reporting. It also provides for the establishment of technical working groups to support implementation in key areas, including implementation of the Gambia’s aid policy framework, monitoring and evaluation, data systems and co-ordination. Progress tracking and accountability will be supported through an annual development co-operation report and through the integration of commitments into the results framework of the National Development Plan and relevant national monitoring systems.

Key resources: The Gambia

• Country results brief for 2023-26 monitoring round

• Outcome document

• To access the Gambia’s monitoring findings, visit: https://www.effectivecooperation.org/resources/gambia-monitoring-results-2023-2026

8.9. Honduras

The Government of Honduras, under the leadership of the Ministry of Foreign Affairs and International Co-operation, conducted the reflection, dialogue and action phase at two events in Tegucigalpa, informed by Honduras’ monitoring findings (see box below): (1) Technical workshops were held online between 27 and 29 August 2025. Bilateral and multilateral development partners and the Network of Directors and Liaisons for International Co-operation (i.e. REDECIH in Spanish) attended with the aim to provide information on the monitoring findings as well as logistical and technical preparations ahead of the action dialogue. (2) A multi-stakeholder action dialogue on 23 September 2025 convened 43 representatives, including 18 government officials, 12 multilateral development partners, 5 bilateral partners, 5 CSOs, and 3 members of academia. The dialogue resulted in shared agreement on a set of recommendations, action-oriented commitments and conclusions, reflecting the perspectives of diverse development actors. These aimed to promote more coherent, transparent, inclusive and results-oriented co-operation aligned with national priorities. Both events were hosted by the Directorate for Multilateral Co-operation of the Ministry of Foreign Affairs and International Co-operation.

Effectiveness challenges of note identified in Honduras point to improvements needed in transparency and accountability. Data are missing to assess whether development co-operation flows are recorded on the national budget, which limits parliamentary oversight and fiscal transparency. Furthermore, mutual accountability could be strengthened: although a formal policy framework and agreed country-level effectiveness targets exist, regular joint assessments, inclusive stakeholder participation, and systematic public dissemination of results are lacking. Similarly, despite high partner alignment with national objectives (91%) and indicators (77%), the overall quality of national development planning is weak due to limited costing information, disconnected linkages to medium-term fiscal frameworks, and insufficient public reporting on progress. Operationally, development partners' use of national public financial management (PFM) systems has remained constant, at 62% in 2018 and 63% in 2023-26. And while medium-term visibility is much higher than the global average, with 98% of partners providing forward-spending plans, annual disbursement predictability remains unchanged at 64%, impeding the effective integration of forward spending into national expenditure frameworks. See the results brief listed in the box below for more details.

The action-oriented commitments and recommendations emerging from the reflection, dialogue and action process set out in Honduras’s outcome document are summarised below:

The Government of Honduras proposes to:  

• Strengthen the existing Co-operation Management Platform as the official registry for international development co-operation programmes and projects.

• Strengthen the Honduran Sustainable Development Co-operation Effectiveness Roundtable as the central dialogue and co-ordination platform for managing, monitoring and evaluating international co-operation flows.

• Promote national ownership, strengthened local capacities, clear results frameworks and effective monitoring systems.

• Develop strategic alliances among academic, social and private sector actors, and adopt an institutional gender equality policy that includes systematic gender-disaggregated data collection and inclusion mechanisms.

• Foster transparent public-private partnerships and partnerships with civil society organisations that respect local contexts.

• Publish periodic, clear and accessible information on the progress, financing and results of development agreements, programmes and projects.

• Create joint monitoring committees with strategic partners and implement robust, up-to-date monitoring and evaluation systems for co-operation initiatives.

• Promote a culture of quality, innovation and entrepreneurship through formal and informal education and capacity development.

• Provide specialised sectoral information to strengthen strategic planning and transparency.

• Adopt solid national public financial management systems to promote efficiency, transparency and citizen confidence.

Bilateral development partners propose to:

• Implement gender-sensitive budgets that incorporate an equality approach across project planning, implementation and evaluation.

• Establish a formal co-ordination and dialogue space between heads of mission and the Ministry of Foreign Affairs and International Co-operation to exchange good practices and new initiatives.

• Improve the management and availability of public information on development co-operation to support evidence-based decision making.

Multilateral development partners propose to:

• Align interventions with official country objectives, indicators, targets and national planning frameworks – including the Government Plan and territorial priorities – while deepening regional inclusion and local government participation.

• Strengthen the use of the Co-operation Management Platform to reinforce coherence in project design, enhance local ownership and support national monitoring capacity.

• Strengthen formal co-ordination mechanisms among the government, civil society, academia, the private sector and international partners to reduce fragmentation.

• Increase budget transparency and accountability by providing technical assistance to record development co-operation flows on the national budget and share information with parliament.

• Reinforce joint monitoring, evaluation and information management systems to promote evidence-based policymaking.

• Support capacity strengthening and strategic partnerships, including applied research, local crime prevention initiatives and strengthened collaboration with non-state actors.

Civil society, the private sector, and trade unions propose to:

• Strengthen partnerships, inter-institutional co-ordination and open dialogue to support more strategic and transformative co-operation (civil society).

• Promote flexible financing modalities adapted to local realities and support training in financial management, accountability and results monitoring (civil society).

• Expand dialogue spaces with the government and development partners, reinforcing participation in the design, implementation and evaluation of public policies (civil society).

• Establish a participatory oversight mechanism with citizen and trade union participation, linked to sectoral co-ordination platforms (private sector and trade unions).

• Facilitate sectoral co-ordination platforms involving the government, civil society and development partners (private sector and trade unions).

• Conduct annual participatory evaluations of development co-operation and ensure that accessible reports are publicly disseminated (private sector and trade unions).

Follow-up on the agreed commitments will be led by the Ministry of Foreign Affairs and International Co-operation. Oversight is anchored in the Honduran Sustainable Development Co-operation Effectiveness Roundtable (MECEH), with progress tracked systematically using the Co-operation Management Platform as the official registry. To ensure sustained accountability, a National Effectiveness Forum is convened periodically, typically every two to three years following Global Partnership monitoring cycles, to review implementation and discuss progress with development stakeholders.

Key resources: Honduras

• Country results brief for 2023-26 monitoring round (in Spanish)

• Outcome document

• To access Honduras’s monitoring findings, visit: https://www.effectivecooperation.org/resources/honduras-monitoring-results-2023-2026

8.10. Indonesia

The Government of Indonesia, under the leadership of the Ministry of National Development Planning (BAPPENAS), conducted the final stage of the monitoring exercise on reflection, dialogue and action in two stages, informed by Indonesia’s monitoring findings: (1) A wide-reaching study commissioned by the government was carried out to: identify systemic challenges and implementation gaps in Indonesia’s development co-operation systems using the country’s monitoring results; map areas for improvement; and, formulate strategic, actionable recommendations to strengthen the effectiveness of development co-operation. (2) The results of the study were used as the substantive basis of a multistakeholder dialogue on Indonesia’s development effectiveness, held in Jakarta on 17 December 2025. The dialogue was attended by 82 representatives from ministries and government agencies, development partners, civil society organisations, the private sector, philanthropic organisations and academia. The dialogue informed the contents of a National Evaluation Report listing potential short, medium and long-term reforms for the country’s development policies and systems. Although the recommendations were discussed and endorsed by the various stakeholders’ representatives, they do not represent a political commitment or a consensus-based action plan. Rather, they are intended as a technical foundation to inform future policy dialogue on development co-operation reforms.

Effectiveness challenges identified in Indonesia include systemic gaps in transparency and mutual accountability, compounded by the absence of an operational information management system (IMS) that precludes structured reporting of development flows and limits parliamentary oversight. Mutual accountability could be strengthened with country-level effectiveness targets, joint progress assessments, inclusive stakeholder participation and systematic public dissemination of results. Development partners’ alignment with national priorities is high, with 96% of development partner project objectives aligned with national results frameworks. However, only 45% of indicators can be monitored using data from government systems, which fragments monitoring practices and undermines the consolidation of a unified results system. Development partners use national public financial management (PFM) systems for just 46% of public sector funding – with reliance on procurement systems critically low at 14% – sustaining parallel structures that bypass national budget processes. In addition, while annual disbursements are highly predictable (94%), there were no data reported on forward-spending plans, leaving multi-year visibility unknown. Finally, broader inclusivity challenges persist: CSOs report having only basic policy influence and fragmented co-ordination platforms, despite being engaged in the preparation of the national development strategy, and its priorities and results. This fragmentation extends to private sector engagement (PSE) in development co-operation. Although the government has a PSE policy that outlines the rationale for working with the private sector, defines priority sectors and regions, and outlines roles and responsibilities, government-led dialogues often exclude civil society and philanthropic actors, thereby limiting coherent, whole-of-society ownership of development processes. See the results brief listed in the box below for more details.

As a result of the reflection, dialogue and action process described above, the Government of Indonesia and development stakeholders endorsed the following reform directions as a technical foundation for future policy dialogue. The following are drawn from a national evaluation report which is an internal document and not publicly available online. For more information on the dialogue process and reform directions, see Indonesia’s outcome document (link available in the box below).

The Government of Indonesia proposes to:

• Establish a formal multi-stakeholder platform for development co-operation and institutionalise predictable, inclusive civil society engagement guidelines.

• Establish a national development co-operation regulation defining roles for the planning, budgeting, procurement, reporting, and monitoring of externally financed projects.

• Develop and anchor within a regulatory framework a national Development Financing Information Management System (IMS) to consolidate data on development co-operation commitments, disbursements, results, and private sector contributions.

• Ensure the interoperability of the IMS with existing government systems (i.e. KRISNA, OMSPAN) and integrate development co-operation into the national fiscal and planning architecture.

• Improve parliamentary and public access to consolidated development co-operation data to strengthen oversight and institutionalise regular mutual accountability reviews.

• Introduce phased pathways and joint fiduciary assessments to gradually increase reliance on national public financial management and procurement systems.

• Embed leaving no one behind (LNOB) requirements into project appraisal and mandate the use of national disaggregated data systems for project design, monitoring and evaluation.

• Strengthen national and subnational capacities to operationalise LNOB commitments and institutionalise structured engagement mechanisms with vulnerable groups.

• Expand private sector engagement mechanisms beyond large business associations to include micro, small and medium enterprises and co-operatives.

• Provide local governments with structured access to development partner plans and opportunities to co-design decentralised programmes.

Development partners propose to:

• Increase the use of national public financial management and procurement systems gradually through phased pathways and joint fiduciary risk mitigation plans.

• Harmonise reporting requirements and use the national information management system as a single reporting channel aligned with the national planning and budgeting cycle.

• Align project indicators with Indonesia’s national disaggregated data categories to systematically support LNOB principles.

Civil society, the private sector, trade unions and academia propose to:

• Participate meaningfully in mutual accountability reviews, sectoral co-ordination forums and policy dialogues (civil society, academia, and the private sector).

• Transparently report contributions to development and adopt inclusive, disability-inclusive, gender-responsive and pro-poor business practices (private sector).

The dialogue outcomes will directly inform the refinement of the National Evaluation Report on Development Effectiveness, which will serve as a national reference for policy reform and Indonesia’s contribution to future Global Partnership and global development effectiveness discussions. The report is intended as a living document that will guide follow-up actions, institutional reforms and future monitoring cycles.

Key resources: Indonesia

• Country results brief for 2023-26 monitoring round

• Outcome document

• To access Indonesia’s monitoring findings, visit: https://www.effectivecooperation.org/Indonesia-Monitoring-Results-2024

8.11. Lao PDR

The Government of Lao PDR, under the leadership of the Ministry of Planning and Investment, conducted the phase of reflection, dialogue and action by undertaking a roundtable process in Vientiane, informed by Lao PDR’s monitoring findings (see box below). On 19 November 2025, the Ministry of Foreign Affairs hosted the 14th High-Level Round Table Meeting. At the meeting, the Third Vientiane Declaration on Partnership for Effective Development Co-operation (2026-2035) was adopted. The declaration was signed by the Minister of Foreign Affairs, and the UN Resident Co-ordinator on behalf of development partners. The meeting was held at a pivotal moment as Lao PDR concluded its 9th National Socio-Economic Development Plan and prepared for the 10th Plan (2026-2030). The dialogue framed development effectiveness around graduation from least developed country (LDC) status, the transition from an aid-centric model to an integrated financing approach, and the need to strengthen transparency, predictability, mutual accountability and inclusive partnerships through a renewed round table process (RTP) and more action-oriented sector working groups.

Effectiveness challenges identified include limited parliamentary oversight, compounded by a sharp decline in the recording of development co-operation flows on the national budget (1% in the 2023-2026 round, from 24% in 2018). Furthermore, mutual accountability could be strengthened with country-level effectiveness targets, regular joint assessments, inclusive stakeholder participation and systematic public dissemination of results. Development partner alignment with national priorities is moderate; while 88% of project objectives align with national frameworks, the overall use of country-owned results frameworks has decreased to 57% (down from 65% in 2018). Moreover, less than half (41%) of project indicators are drawn from national frameworks, and 43% can be monitored using data from government systems. In addition, development partners’ use of national public financial management (PFM) systems stands at 47% of public sector funding. Although annual predictability has improved from 70% to 82%, no development partners provided forward-spending plans (down from 12% in 2018), which obscures medium-term visibility. Finally, cross-cutting systemic gaps persist in inclusivity and evidence-based planning, evidenced by limited structured engagement with civil society, the private sector and subnational actors in defining national strategies, priorities and results. Similarly, data availability for identifying vulnerable and marginalised groups is very low. See the results brief listed in the box below for more details.

The action-oriented commitments and recommendations emerging from the reflection, dialogue and action process are set out in Lao PDR’s outcome document (the Third Vientiane Declaration on Partnership for Effective Development Co-operation; see box below). They are summarised as follows:

The Government of Lao PDR proposes to: 

• Review and reset the Round Table Process (2026-2035) by implementing a formal roll-out strategy for a new operating model, modifying meeting formats and advancing the Vientiane Declaration Country Action Plan.

• Strengthen country systems and institutional capacity by streamlining administrative procedures for official development assistance and improving public financial management, audit and procurement systems.

• Modernise transparency and accountability systems by upgrading the aid management platform to capture all forms of development finance, reviving the ODA Management Information System, digitalising procurement and ensuring regular publication of financial reports.

• Institutionalise systematic, inclusive and joint reviews of development co-operation results involving diverse stakeholders and assessing progress against commitments.

• Strengthen evidence-based planning by enhancing the national statistical system, improving disaggregated data to support LNOB principles, and leveraging digital monitoring systems.

• Advance an Integrated National Financing Framework aligned with the 10th National Socio-Economic Development Plan (2026-2030) to diversify financing sources and link strategies directly to national development objectives.

• Enhance parliamentary oversight by regularly providing development co-operation information to parliament and increasing the proportion of funding recorded on the national budget.

• Strengthen capacity development for sustainability, prioritising climate resilience, digital transformation, sustainable infrastructure management, and knowledge management systems within public institutions.

Development partners committed to:

• Support Lao PDR’s smooth and sustainable graduation from LDC status by 2026, promoting macroeconomic stability, debt sustainability and safeguarded social sector investments.

• Enhance predictability and harmonisation by providing predictable multi-year commitments aligned with national planning cycles and strengthened medium-term financing frameworks.

• Increase the use and strengthening of country systems, particularly in public financial management, procurement, monitoring and evaluation, and digital reporting platforms.

• Support the revitalisation of the RTP by strengthening sector working groups to drive policy reform, co-ordinate across sectors, and mobilise resources.

• Leverage official development assistance as a catalyst for larger financing volumes through blended finance models and private sector participation, supported by streamlined administrative procedures.

• Advance joint-programming to reduce fragmentation, focusing on harmonising efforts in climate change response, disaster risk reduction, and environmental protection.

Follow-up on the Vientiane Declaration is expected to take place through the RTP, the Government of Lao PDR’s national platform for dialogue and co-ordination on development co-operation involving government, development partners and other stakeholders. The document foresees establishing a monitoring and evaluation framework within the RTP to track financial inputs and development outcomes and enable evidence-based policy discussions. It further states that regular assessments of progress against commitments will ensure accountability and enable timely adjustments when needed. Responsibility for follow-up is attributed broadly to the Government of Lao PDR through the RTP structures, while no specific timelines or reporting intervals are specified.

Key resources: Lao PDR

• Country results brief for 2023-26 monitoring round

• Outcome document

• To access Lao PDR’s monitoring findings, visit: https://www.effectivecooperation.org/Laos-Monitoring-Results-2024

8.12. Lesotho

As part of the reflection, dialogue and action phase, the Ministry of Finance and Development Planning convened a multi-stakeholder action dialogue in Maseru on 30 March 2026. The dialogue brought together government, bilateral and multilateral development partners, civil society and private sector stakeholders to reflect on monitoring findings and agree on joint actions. It provided an inclusive platform to assess progress, identify persistent challenges and agree on practical, action-oriented commitments to strengthen country ownership, alignment, transparency and inclusive partnerships.

Effectiveness challenges drawn from Lesotho’s Country Results Brief (see box below) and discussions held during the multi-stakeholder dialogue point to opportunities to further strengthen the use of country systems, transparency and mutual accountability. Mutual accountability could be strengthened, as no mechanism is yet in place, and the absence of a centralised aid information management system limits co-ordination, oversight and public transparency of development co-operation flows. Similarly, development partners' use of national public financial management and procurement systems could be further increased, currently standing at 44%, and the predictability of development co-operation is an area for improvement, with annual disbursement predictability at 45% of scheduled funding disbursed within the fiscal year and only 57% of development partners providing forward-spending plans. Despite relatively strong alignment with national priorities, with 91% of project objectives and 65% of indicators drawn from country-owned frameworks, the availability, quality and timeliness of national statistical data, particularly at subnational level, could be strengthened to better support evidence-based planning and the use of national monitoring and reporting systems. On a positive note, a significant proportion of development co-operation is recorded on the national budget (88%), and parliamentary oversight is assessed as high. See the results brief listed in the box below for more details.

The action-oriented commitments and recommendations emerging from the reflection, dialogue and action process set out in Lesotho’s outcome document are summarised below (see the box below for the link to the outcome document):

The Government of Lesotho proposes to:

• Strengthen structured and regular dialogue platforms involving government and development partners to enhance co-ordination, mutual accountability and joint decision making.

• Reinforce whole-of-government co-ordination by aligning all ministries’ plans, investments and co-operation efforts with national development frameworks, the SDGs and budget processes.

• Publish and operationalise the National Strategic Development Plan as the overarching framework guiding national planning and development co-operation.

• Develop and maintain an integrated information management system (IMS) to record, track and report development co-operation flows, improving co-ordination, oversight and planning.

• Improve the timely collection, validation and reporting of development co-operation data, supported by investments in data systems and strengthened national statistical capacities.

• Publish regular progress reports and strengthen transparency practices to enhance accountability and evidence-based decision making.

• Strengthen legal, institutional and policy frameworks to reinforce accountability, co-ordination and oversight of development co-operation.

• Promote increased use of national public financial management and procurement systems by development partners to strengthen country systems and ownership.

• Build institutional capacities across government in planning, procurement, monitoring and evaluation, project management, and results-based management to improve performance and effectiveness.

• Expand inclusive and structured stakeholder engagement, particularly with civil society, private sector and vulnerable groups, to strengthen ownership, sustainability and inclusiveness of development outcomes.

Development partners propose to:

• Support the strengthening of public financial management, procurement and national monitoring systems, alongside capacity building across government institutions, particularly at subnational level, in planning, monitoring and evaluation, data collection and programme implementation.

• Strengthen data systems, monitoring and evaluation by supporting data collection, assessments and evidence generation, including the use of disaggregated data on gender, disability and vulnerable groups, and conducting evaluations with actionable policy recommendations where needed.

• Enhance co-ordination and partnerships by co-financing and aligning programmes with other development partners, while promoting a whole-of-society approach.

• Support system-wide co-ordination and coherence, including strengthened engagement between government and development partners to reinforce policy alignment and accountability.

• Promote community engagement throughout the project cycle, ensuring communities act as active partners and co-implementers, and support integrated and ecosystem-based approaches to sustainable development and resilience.

• Contribute to enhancing national aid co-ordination structures by supporting their operationalisation, modernisation and adaptation to evolving development co-operation dynamics, reinforcing government leadership and country ownership.

• Improve transparency and information sharing by aligning with government data-sharing guidelines and supporting more coherent and accessible reporting systems.

Civil society and the private sector propose to:

• Strengthen participation in development co-operation dialogue platforms and national planning processes, including engagement with government, development partners and the private sector.

• Advocate for transparency and public access to development co-operation information, including monitoring results and progress reporting.

• Engage in monitoring, evaluation and social accountability processes to track implementation of development co-operation programmes and national development priorities.

• Support inclusive development planning processes, promoting gender equality, youth participation and the inclusion of vulnerable and marginalised groups.

• Participate in and contribute to the development and implementation of the Integrated National Financing Strategy, including domestic resource mobilisation and alignment with national priorities.

• Collaborate with government and development partners to address structural constraints to economic growth and the strengthening of private sector development.

Progress on commitments will be tracked through regular development co-operation dialogue platforms, sector technical working groups, and joint review meetings involving all stakeholders involved in development co-operation. The Department of Aid Co-ordination within the Ministry of Finance and Development Planning will lead co-ordination and monitoring, working with line ministries, development partners and stakeholders. Progress tracking will be supported through the operationalisation of the aid information management system, strengthened national monitoring and evaluation systems, and improved data collection and reporting processes, enhancing transparency and mutual accountability.

Key resources: Lesotho

• Country results brief for 2023-26 monitoring round

• Outcome document

• To access Lesotho’s monitoring findings, visit: https://www.effectivecooperation.org/resources/lesotho-monitoring-results-2023-2026

8.13. Mozambique

The Government of Mozambique, under the leadership of the Ministry of Planning and Development, held a high-level multi-stakeholder dialogue in Maputo, Mozambique on 16th March 2026. It was attended by representatives from the government, development partners, CSOs, trade unions, the private sector and academia. Action-oriented commitments and recommendations agreed by the government and development stakeholders are presented in Mozambique’s outcome document – see the box below for details.

Effectiveness challenges identified in Mozambique include a decline in the use of national PFM systems for procurement processes (from 36% of development partners in 2018 to 24% in 2023-2026). While 90% of the outcome objectives of new development co-operation projects align with those defined in national results frameworks, only 43% of all indicators can be monitored using data from government systems and statistics. Unpredictable financing hinders long-term planning, as only 17% of development partners provide spending plans for a three-year forward period, a statistic that has shown no progress since 2018. Stakeholder engagement can be strengthened, as parliament is often excluded from consultations on the national strategy and inclusion by development partners of the national government, local private sector and CSOs in preparing their private sector engagement in development co-operation policies is low. See the results brief listed in the box below for more details.

The action-oriented commitments and recommendations emerging from the reflection, dialogue and action process set out in Mozambique’s outcome document are as follows:

The Government of Mozambique proposes to:

• Conduct integrated planning sessions with the private sector, civil society and partners to harmonise indicators used in new projects and programme plans with those in country-result frameworks from 53% to 70% by 2030, with two joint meetings yearly.

• Establish protocols for the timely sharing of information on multiannual financial commitments, in order to align the planning and monitoring cycles between partners and the government: Harmonise planning schedules between partners and sectors to achieve 100% alignment with government planning cycles by 2027.

• Create 12 operational Monitoring and Evaluation SDG committees (1 national, 11 provincial) by 2030, including an online visualisation platform and SDG communication.

• Define progressive targets and indicators that encourage partners to use national PFM, audit and procurement systems, with the aim to increase the share of development partners using PFM systems from 67% to 87% by 2030 through joint integration plans. Specifically, for PFM systems used for public procurement, increase the share of development partners' procedures that are harmonised with those of the public sector from 24% to 34% by 2030.

• Promote the alignment of co-operation projects with Mozambique's sectoral and territorial strategies. A Technical Co-ordination Committee will be set up to analyse projects, verify their consistency with sectoral and territorial plans, and monitor their implementation.

• Create and strengthen a multi-stakeholder forum involving the government, civil society, the private sector and partners as a space for continuous monitoring and ensuring transparent and participatory evaluation of the performance of all stakeholders.

Development partners propose to:

• Participate in integrated planning sessions and harmonise indicators, aligning 70% of their project indicators with country-owned frameworks by 2030 for new projects and programmes.

• Ensure 100% alignment of their planning schedule with the government's cycle by 2027.

• Support establishment and operation of SDG monitoring committees and online platforms by 2030.

• Increase the proportion of development partners who engage the private sector in policy dialogues from 60% to 100%, and the proportion of development partners who engage the private sector in the preparation of policies and strategies from 15% to 60%, by 2030.

• Develop and execute a joint integration plan to increase use of Mozambique's PFM systems from 67% to 87% by 2030 and procurement procedures from 24% to 34% by 2030.

• Increase the number of indicators that can be monitored using data from Mozambique’s government monitoring systems and statistics in the first semester of 2027 from 43% to 65%.

The private sector, civil society and academia propose to:

• Increase the proportion of development partners that engage the private sector during the design of PSE strategies, from 15% to 60% by 2030.

• Incorporate the participation of the private sector in formal memoranda and agreements during the planning processes of co-operation partners (private sector).

• Participate in the Technical Committee for Joint Monitoring and Evaluation of the SDGs to create online platforms for visualising country results and communicating SDG data by 2030 (CSOs, trade unions, academia).

Two committees are planned to be established to ensure follow-up of these measures: (1) a Technical Co-ordination Committee (CCT) to harmonise and validate data, led by the National Directorate of Monitoring and Evaluation and including public, private, civil society and academic representatives; and (2) a National Effectiveness Committee to provide political direction and validate strategic interventions, headed by the Minister of Planning and Development. The CCT will meet quarterly to oversee the use of national systems like e-SISTAFE (for PFM systems) and to issue monthly technical notes, while the Effectiveness Committee will hold bi-annual reviews of progress. These committees will rely on an SDG monitoring infrastructure to track progress and produce regular bulletins and biannual reports to ensure transparent communication.

Key resources: Mozambique

• Country results brief for 2023-26 monitoring round

• Outcome document

• To access Mozambique’s monitoring findings, visit: https://www.effectivecooperation.org/topic/mozambique-monitoring-results-2023-2026

8.14. Nepal

The Government of Nepal, under the leadership of the International Economic Co-operation and Co-ordination Division of the Ministry of Finance, conducted the reflection, dialogue and action phase by hosting a multi-stakeholder action dialogue in Kathmandu, informed by Nepal’s monitoring findings (see box below). Held on 21 November 2024, the dialogue brought together representatives from the Government of Nepal, civil society organisations, the private sector, trade unions, academia and the majority of the 30 development partners that reported data to the monitoring exercise. Participants reviewed key monitoring findings, exchanged perspectives on progress and remaining gaps, and agreed on a set of action-oriented commitments to enhance the effectiveness, transparency and inclusiveness of development co-operation in Nepal.

Effectiveness challenges identified in Nepal encompass gaps in mutual accountability, systemic operational alignment, and stakeholder inclusivity. Despite having a policy framework for mutual accountability, accountability could be further strengthened with country-level effectiveness targets, joint accountability assessments, inclusive stakeholder participation and systematic public dissemination of results. While 95% of development partners’ new project objectives align with national results frameworks, practical reliance at indicator level remains incomplete; only 55% of project indicators are actually drawn from country-owned frameworks, and just 51% can be monitored using data from government systems. In addition, the use of national public financial management (PFM) systems has declined to 82% from 88% in 2018 – largely driven by reduced use of the national procurement system – while the proportion of development co-operation recorded on budget has slightly decreased from 92% to 89%. Furthermore, while annual disbursement predictability is high at 96% (up from 85% in 2018), there is a persistent lack of multi-year forward visibility, with fewer than one-fifth of development partners providing forward-spending plans. See the results brief listed in the box below for more details.

The action-oriented commitments and recommendations emerging from the reflection, dialogue and action process focus on government commitments and are summarised here:

The Government of Nepal proposes to:

• Adopt a new Development Finance Information Management System to reflect the evolving development finance landscape, enhance data integrity and strengthen transparency and reporting.

• Review the 2019 International Development Co-operation Policy to enhance alignment with national priorities and reinforce country ownership.

• Advance the implementation of Nepal’s Integrated National Financing Framework to support sustainable graduation from least developed country status in 2026.

• Draft legal instruments to operationalise innovative financing mechanisms within the Integrated National Financing Framework.

• Develop and implement project readiness strategies and update standard operating procedures for development co-operation.

• Implement recommendations from the 2024 Public Expenditure and Financial Accountability assessment to address identified weaknesses and reinforce fiscal governance.

While a dedicated follow-up mechanism was not defined at the time of the reflection, dialogue and action phase, implementation of the commitments is expected to be supported through existing co-ordination structures at country level, and continued engagement and dialogue among stakeholders.

Key resources: Nepal

• Country results brief for 2023-26 monitoring round

• To access Nepal’s monitoring findings, visit: https://www.effectivecooperation.org/Nepal-Monitoring-Results-2023%20-%202026

8.15. Nigeria

The Government of Nigeria, under the leadership of the Federal Ministry of Budget and Economic Planning, conducted the reflection, dialogue and action phase by hosting a multi-stakeholder action dialogue in Abuja, informed by Nigeria’s monitoring findings (see box below). On 29 August 2025, the ministry convened representatives from the Government of Nigeria (national and subnational officials), bilateral and multilateral development partners, CSOs (including women and youth groups), private sector and business associations, academia and research institutions, philanthropic organisations, media and community representatives. During the action dialogue, stakeholders reflected on the monitoring findings and agreed on a series of recommendations and action-oriented commitments, captured in Nigeria’s outcome document (see box below). 

Effectiveness challenges of note identified in Nigeria relate to transparency and accountability. This includes the current absence of development co-operation flows recorded on the national budget, a gap that limits formal fiscal integration and oversight. Furthermore, mutual accountability could be strengthened with country-level effectiveness targets, joint assessments, inclusive stakeholder participation and systematic public dissemination of results. Similarly, medium-term predictability could be strengthened – with only 49% of development partners providing forward-spending plans – despite strong annual predictability of disbursements (100%). Operationally, the use of national public financial management (PFM) systems has seen positive progress, increasing from 28% in 2018 to 56%. Finally, broader systemic and inclusive gaps persist, evidenced by critically low availability of disaggregated data for identifying vulnerable populations, and perceptions that the civil society enabling environment requires stronger structured dialogue platforms. See the results brief listed in the box below for more details.

The action-oriented commitments and recommendations emerging from the reflection, dialogue and action process set out in Nigeria’s outcome document are summarised below (the link to the outcome document is in the box below):

The Government of Nigeria proposes to:

• Institutionalise a bi-annual multi-stakeholder development dialogue to engage the government, parliament, civil society, the private sector, academia and communities in co-creating development initiatives.

• Integrate development co-operation reporting into parliamentary budget sessions by 2026 to ensure stronger legislative oversight.

• Jointly agree on country-level performance targets for each development partner by December 2025 to improve alignment and accountability.

• Conduct a joint review of the civil society legal and regulatory framework by June 2026 and institutionalise annual policy roundtables to strengthen dialogue, trust and co-creation.

• Ensure all new projects use country-owned results frameworks for at least 80% of indicators by 2027.

• Maintain and upgrade the Nigeria Development Co-operation Dashboard to integrate national indicators, the Medium-Term Expenditure Framework, the Sustainable Development Goals, subnational priorities, and alignment with International Aid Transparency Initiative standards.

• Provide regular training to focal points across ministries and partner organisations on data reporting and dashboard use.

• Establish a national accountability framework for development co-operation by December 2025 and achieve 100% quarterly reporting compliance to the national information management system by 2027.

• Publish annual development co-operation reports using verified data covering both financial flows and results.

• Record all development co-operation flows on budget with quarterly breakdowns consistent with national requirements by the 2027 fiscal cycle.

• Update the national development strategy (2026-2030) with disaggregated targets for all vulnerable groups and establish inclusive consultative mechanisms for marginalised communities.

• Develop and implement a national leaving no one behind data strategy to increase disaggregated data coverage from 17% to 60% by 2028.

• Implement gender-responsive budgeting fully to meet Sustainable Development Goal 5.c.1 standards by 2027, publishing all gender-related budget allocations annually from 2026.

• Ensure all new development projects include gender-specific indicators and annual progress reports on women’s empowerment outcomes.

Development partners propose to:

• Jointly agree on country-level performance targets for each development partner by December 2025 to improve alignment and accountability.

• Increase the share of development co-operation using Nigeria’s public financial management systems to 75% by 2028.

• Secure three-year forward spending plans from at least 80% of partners by 2027 to ensure alignment with Nigeria’s medium-term expenditure framework.

• Maintain 100% annual disbursement predictability starting in 2026.

• Allocate at least 20% of partner-funded civil society initiatives to Nigerian-led organisations by 2027 to promote local ownership and sustainability.

Follow-up on the commitments will be led by the Federal Ministry of Budget and Economic Planning, supported by a rotating representative of development partners. Progress will be tracked annually through the Global Partnership monitoring framework and the Nigeria Development Co-operation Dashboard, complemented by annual public reports jointly issued by government and partners. A joint midterm review in 2026 will assess progress and adjust actions as needed.

Key resources: Nigeria

• Country results brief for 2023-26 monitoring round

• Outcome document

• To access Nigeria’s monitoring findings, visit: https://www.effectivecooperation.org/resources/nigeria-monitoring-results-2023-2026

8.16. Pakistan

The Ministry of Planning, Development and Special Initiatives convened a multi-stakeholder action dialogue on 16 February 2026 in Islamabad. The dialogue brought together government institutions, development partners, civil society, research institutions and private sector actors to reflect on the monitoring findings and translate them into policy actions. The dialogue was structured around two policy tracks: national development strategies; and leaving no one behind. Both thematic roundtables focused on strengthening alignment with national priorities, enhancing the use of country systems, improving co-ordination, and advancing inclusive development approaches.

Effectiveness challenges drawn from Pakistan’s Country Results Brief (see box below), together with discussions held during the multi-stakeholder dialogue, point to a number of interrelated areas where continued efforts could further strengthen development co-operation effectiveness. While strong national frameworks such as Pakistan’s National Economic Transformation Plan provide a clear strategic direction, co-ordination challenges persist across federal and provincial levels, contributing to fragmentation in planning and implementation processes. The monitoring findings also highlight scope to further increase the use of country systems, particularly national data (only 28% of development partners’ results indicators can be monitored using data from government statistics), and public financial management systems for procurement processes (only 26% of development partners use the national system for procurement). At the same time, limitations in data availability, interoperability and institutional capacity continue to affect evidence-based decision making and progress tracking, underscoring the importance of advancing integrated national data systems. Development co-operation effectiveness is also influenced by challenges related to predictability and timely information sharing, including the need for predictable funding (only 33% of development partners provide forward-spending plans) and stronger alignment with national priorities. Finally, further efforts are needed to operationalise inclusive whole-of-society approaches, including the use of disaggregated data and stronger engagement with marginalised groups, to ensure that development co-operation contributes effectively to leaving no one behind. See the results brief listed in the box below for more details.

The action-oriented commitments and recommendations emerging from the reflection, dialogue and action process set out in Pakistan’s outcome document (see box below) are summarised here:

The Government of Pakistan proposes to:

• Ensure consistent data sharing at all levels of government as a core element of Pakistan’s National Economic Transformation Plan.

• Approve the Population and Development Strategy Framework to increase country ownership and alignment with national priorities.

• Implement the National Strategy for Development of Statistics, to enhance evidence-based data, progress tracking, and informed decision making.

• Ensure policy alignment across federal ministries guided by Pakistan’s National Economic Transformation Plan.

Development partners propose to:

• Align bilateral assistance with the 5Es Framework3 of Pakistan’s National Economic Transformation Plan and SDG priorities.

• Share funding plans with the government well in advance of programme design.

• Support government-led co-ordination mechanisms and joint-review systems for accountability.

• Align country programmes and projects with Pakistan’s national development goals, especially vis-à-vis the National Economic Transformation Plan.

• Increase the use of national data systems, and provide technical assistance to federal and provincial ministries to support the establishment of national data systems and co-ordination mechanisms.

Civil society, the private sector, trade unions and academia propose to:

• Contribute to evidence-based programme planning using national data.

• Advocate for inclusion of marginalised groups in national planning.

• Engage in national dialogue on skills development, employment and equitable economic growth.

• Support disaggregated data collection for improved targeting of interventions.

Follow-up on commitments will be anchored in strengthened institutional mechanisms and regular multi-stakeholder review processes. The Ministry of Planning, Development & Special Initiatives will lead the follow-up on the recommendations and commitments. It is intended that the ministry convenes regular Development Effectiveness Reviews bringing together government, development partners, civil society, private sector and trade unions to assess progress. The Inter-ministerial co-ordination mechanism, bringing together line ministries and central government agencies, is identified as the primary vehicle through which implementation will be monitored, complemented by a multi-stakeholder process engaging relevant development actors in advancing the proposed action-oriented commitments. Additional institutional arrangements, including sector-specific co-ordination bodies, will further support accountability and sustained implementation.

Key resources: Pakistan

• Country results brief for 2023-26 monitoring round

• Outcome document

• To access Pakistan’s monitoring findings, visit: https://effectivecooperation.org/resources/pakistan-monitoring-results-2023-2026

8.17. Philippines

The Government of the Philippines, under the leadership of the Department of Economy, Planning and Development (DEPDev) (formerly the National Economic and Development Authority, NEDA), conducted the reflection, dialogue and action phase in three stages, informed by Philippines’ monitoring findings (see box below). (1) A series of stakeholder consultations were held over September and October 2025 with government agencies, development partners, CSOs, private sector actors and parliament. Participants reflected on the monitoring results and discussed key recommendations to enhance development co-operation practices. (2) The government compiled the inputs from the stakeholder consultations into an action plan, which was then shared with all stakeholders for revisions and comments. (3) To conclude the process, a high-level forum was held on 20 January 2026 with delegates from government agencies, the legislature, development partners, CSOs, trade unions and private sector groups. The government presented the Philippine Action Plan for Effective Development Co-operation that resulted from the above process, and it was collectively adopted by all representatives. The government hosted the process throughout.

Effectiveness challenges identified include an absence of development co-operation flows recorded on the national budget – a sharp decline from 49% in 2018 – which severely restricts formal legislative scrutiny of external resources despite high stakeholder engagement (including parliament) in the establishment of national development strategies, priorities and results. Compounding this, development partners’ overall use of national public financial management (PFM) systems has decreased from 79% in 2018 to 63%, reflecting declines across use of national budget execution procedures, financial reporting procedures, procurement systems and auditing procedures. While annual disbursement predictability is robust at 96%, medium-term predictability remains limited, with forward-spending plans provided by only 17% of partners (down from 22% in 2018). Operationally, despite exceptional quality of national development planning and a 99% alignment of development partner project objectives with country-owned results frameworks, practical reliance on the country results framework could be enhanced: 51% of development partners’ project indicators are drawn from national frameworks, and 35% can be monitored using data from government systems. The availability of disaggregated data to identify and monitor vulnerable populations remains limited, despite an official assessment undertaken by the government in 2023. Furthermore, CSOs report a deteriorating legal and regulatory environment alongside limited access to funding, while private sector engagement – though guided by a largely comprehensive policy – lacks defined priority regions and relies on only moderately inclusive partner country government-led dialogues, which restricts representation and co-ordination. See the results brief listed in the box below for more details.

The action-oriented commitments and recommendations emerging from the reflection, dialogue and action process set out in the Philippines’ outcome document are summarised below:

The Government of the Philippines proposes to:

• Advance work towards a unified Development Co-operation Framework by 2026 to articulate shared principles, priorities and outcomes for stakeholder engagement.

• Advance bilateral discussions between legislative and oversight agencies to strengthen public sector monitoring and evaluation by 2026.

• Improve the co-ordination and implementation of data disaggregation and analysis at regional and sectoral levels by 2028.

• Enhance information provided to Congress during annual budget preparation, starting in 2026 for the 2027 budget, to show alignment with national development outcomes.

• Strengthen the implementation of the Public Financial Management Reforms Roadmap (2024-2028), including harmonised public investment management and upgraded information systems.

• Institutionalise the multi-stakeholder Philippine Development Forum as a regular, inclusive mechanism for dialogue and periodic review of development co-operation, starting in 2026.

• Improve transparency and accountability in external financing by promoting fair procurement and reporting untied aid into existing monitoring systems.

• Increase the strategic, demand-driven use of technical assistance to build institutional capacity and strengthen implementation coherence.

• Strengthen gender-responsive planning, budgeting and monitoring by maximising the Gender Focal Point System and improving evaluation of gender spending.

• Promote the harmonisation and interoperability of government data systems to improve evidence-based planning for poor and marginalised groups.

• Strengthen and institutionalise civil society participation by harmonising engagement mechanisms, formalising their role in processes like Citizens’ Participatory Audits, and reducing regulatory burdens through an interoperable administrative data platform and enhanced digital access to budget information.

• Strengthen and streamline private sector engagement by institutionalising regular Regional Development Plan consultations, expanding multi-stakeholder platforms for early project identification, integrating private sector data into national monitoring systems, and simplifying administrative procedures to make participation more accessible and efficient.

Development partners propose to:

• Align and channel support towards government-identified priorities under the Public Financial Management Reforms Roadmap 2024-2028.

• Engage with the Philippine Development Forum and similar platforms to improve co-ordination, predictability, and policy dialogue regarding forward spending.

• Use technical assistance more strategically and in a demand-driven manner to strengthen institutional systems and service delivery.

• Support more transparent and competitive approaches in ODA-supported procurement and financing modalities.

Civil society and the private sector propose to:

• Strengthen participation in harmonised multi-stakeholder engagement mechanisms across development processes, ensuring systematic representation of marginalised groups (civil society).

• Participate in Citizens’ Participatory Audits and contribute community-generated information to inclusive monitoring and planning systems (civil society).

• Contribute to the development of an interoperable and less burdensome administrative information platform for information exchange (civil society).

• Participate systematically in Regional Development Plan consultations to align initiatives with local priorities and underserved areas (private sector).

• Engage early and consistently in multi-stakeholder platforms to improve project identification and alignment with national priorities (private sector).

• Support the coherent use of private sector data and results indicators in planning and monitoring systems (private sector).

• Contribute to efforts to simplify administrative and reporting procedures to improve access to partnership and funding opportunities (private sector).

To follow-up on the commitments and recommendations, the outcome document assigns responsible entities and indicative timelines for many actions (often 2026 or 2026-2028). The Philippine Action Plan for Effective Development Co-operation (link in box below) will serve as the country’s unified follow-through framework. Implementation of agreed commitments will be overseen by the Department of Economy, Planning, and Development (DEPDev), consistent with its mandate to co-ordinate development co-operation efforts. Progress will be tracked and co-ordinated through existing platforms such as the Philippine Development Forum, which will help ensure alignment of development partners with national priorities. In addition, the agreed time-bound actions will be integrated into national planning, programming, budgeting, monitoring and evaluation processes to support effective implementation and accountability.

Key resources: Philippines

• Country results brief for 2023-26 monitoring round

• Outcome document

• To access the Philippines’ monitoring findings, visit: https://www.effectivecooperation.org/Philippines-Monitoring-Results-2023-2026

8.18. Sierra Leone

The Government of Sierra Leone, under the leadership of the Ministry of Planning and Economic Development (MoPED), conducted the reflection, dialogue and action phase in Freetown by undertaking two key milestone events, informed by Sierra Leone’s monitoring findings (see box below). (1) A technical dialogue hosted by the ministry and chaired by the Director of the Public Investment Management Directorate was held on 25 June 2025. The dialogue brought together technical representatives from government institutions, development partners, CSOs and the private sector to review the monitoring findings and formulate recommendations to strengthen the effectiveness of development co-operation. (2) on 17 July 2025, the Deputy Development Secretary chaired a high-level action dialogue attended by senior political representatives of development partners working in the country. They reviewed and endorsed the recommendations from the technical dialogue with the aim of strengthening parliamentary oversight, data systems, accountability mechanisms, predictability and the use of country systems.

Effectiveness challenges of note identified in Sierra Leone include the current absence of a mutual accountability mechanism and limited parliamentary oversight over development co-operation flows, reflecting an opportunity to capture these in the national budget. In addition, while annual disbursement predictability is robust at 85% (up from 83% in 2018), medium-term visibility remains limited, with forward-spending plans provided by only 30% of development partners. In contrast, there has been a significant and positive increase in the use of national public financial management (PFM) systems, reaching 58% (up from 0% in 2018). Development partner alignment with national priorities is mixed. While 95% of development partner project objectives align with national frameworks, only 53% of indicators are drawn from them, and only 48% can be monitored using data from government systems. This systemic gap extends to disaggregated data, which is only available at certain levels and thus limits the country’s capacity to define and monitor development objectives, targets and indicators for the vulnerable and marginalised, despite a 2023 assessment conducted by the government. Finally, public transparency of development co-operation information remains moderate; although 84% of development partners report to the national information management system, only 56% of development partners make their country strategies publicly available online. See the results brief listed in the box below for more details.

The action-oriented commitments and recommendations emerging from the reflection, dialogue and action process set out in Sierra Leone’s action dialogue summary report (see box below) are summarised below:

The Government of Sierra Leone proposes to: 

• Strengthen national statistical systems and data infrastructure by mobilising resources for household surveys, Sustainable Development Goal monitoring, and the medium-term review of the National Development Plan, in co-ordination with Statistics Sierra Leone, the National Monitoring and Evaluation Agency, and the Ministry of Planning and Economic Development.

• Improve parliamentary oversight by enhancing technical capacity and ensuring a fully functional information management system.

• Develop and operationalise a mutual accountability framework that includes joint assessments of development co-operation.

• Strengthen national public financial management systems across procurement, budgeting and auditing, while encouraging their systematic use by development partners.

• Consider developing a national policy to formalise and guide private sector engagement in development co-operation.

• Work alongside development partners to improve the medium-term predictability of development co-operation flows.

Development partners propose to:

• Provide the government with timely and comprehensive data on development co-operation to support parliamentary oversight and budget integration.

• Support the strengthening of national statistical and public financial management systems, increasing reliance on them when implementing development interventions.

• Engage actively in the development of a mutual accountability and joint assessment framework.

• Improve the medium-term predictability of forward-spending plans.

Civil society and the private sector propose to:

• Advocate for inclusive dialogue and accountability, ensuring representation in the multi-stakeholder implementation committee tasked with overseeing the high-level dialogue commitments (civil society).

• Participate actively in development governance through formal representation and by providing input on key national priorities (private sector).

• Mobilise innovative financing to reduce reliance on foreign aid (private sector).

• Support the creation of a national policy that formalises private sector engagement in development co-operation (private sector).

Follow‑up of the commitments will be led by a multi‑stakeholder committee co-ordinated by the Ministry of Planning and Economic Development (MoPED), with representatives from government, CSOs, the private sector and key development partners. The committee will develop a roadmap for implementation, and discussions will continue in technical and high‑level dialogue forums, tracking progress through data from the revised national data and aid‑information systems.

Key resources: Sierra Leone

• Country results brief for 2023-26 monitoring round

• Reflection Dialogue Summary Report

• To access Sierra Leone’s monitoring findings: https://www.effectivecooperation.org/Sierra-Leone-Results-2025

8.19. Somalia

Somalia held a multi-stakeholder action dialogue on 29 March 2026 in Mogadishu, convened by the Ministry of Planning, Investment and Economic Development (MoPIED). The dialogue brought together representatives from government institutions, development partners, civil society, trade unions and the private sector to validate monitoring findings and agree on action-oriented commitments. Discussions were anchored in Somalia’s 2023-26 monitoring results (see box below) and aligned with national priorities under the National Transformation Plan (NTP), with a strong emphasis on strengthening co-ordination, transparency, inclusiveness and results-based development co-operation.

Effectiveness challenges drawn from Somalia’s Country Results Brief (see box below), complemented by discussions during the multi-stakeholder dialogue, point to a set of interrelated areas where continued efforts could further strengthen development co-operation effectiveness. While Somalia demonstrates strong performance in making information related to development co-operation publicly available (score of 0.75 out of 1) and a high score (0.8 out of 1) on the quality of national development planning, challenges remain. Opportunities discussed included addressing fragmentation across co-ordination mechanisms and the limited harmonisation of reporting and monitoring frameworks, in order to improve coherence and joint accountability. Persistent capacity constraints across technical, financial and institutional dimensions could also be strengthened for the effective use of country results frameworks (score of 0.5 out of 1). At the same time, gaps in data disaggregation (score of 0.6 out of 1), particularly for women, internally displaced persons, and rural communities, highlight the need to further operationalise inclusive development approaches to data collection. These challenges are compounded by funding constraints, reliance on external assistance, and evolving co-ordination arrangements, pointing to opportunities for strengthening integrated data systems, country ownership and institutional leadership, accompanied by multi-stakeholder partnerships to enhance the effectiveness of development co-operation at country level. See the results brief listed in the box below for more details.

The following summarises the action-oriented commitments and recommendations emerging from the reflection, dialogue and action process set out in Somalia’s outcome document (link in box below):

The Government of Somalia proposes to:

• Introduce, discuss and advance a joint or mutual accountability framework.

• Commit to implementing joint planning and joint review processes, while ensuring inclusive consultation mechanisms for development co-operation.

• Institutionalise inclusive dialogue platforms engaging civil society organisations, trade unions, the private sector and marginalised groups.

• Strengthen evidence-based development co-operation by investing in government data systems and encouraging development partners to work together in harmonising donor indicators with national frameworks.

• Align and operationalise the National Transformation Plan (2025-2029) as the central framework guiding development co-operation, while ensuring close government oversight of its implementation to advance sustainable development.

Development partners propose to:

• Co-convene with the government Development Co-operation Forums and Somali Donor Group meetings to enhance ownership and implementation of effectiveness principles.

• Commit to joint planning and joint reviews at both portfolio and multi-partner levels, with the government at the helm.

• Contribute to making development co-operation more predictable and transparent through improved reporting and data sharing.

• Actively engage in Development Co-operation Forums on a regular basis to strengthen dialogue and co-ordination.

• Scale up alignment and ownership across all development partners.

Civil society, the private sector and trade unions propose to:

• Establish and strengthen multi-stakeholder co-ordination platforms, coalitions and partnerships to enhance collaboration, co-creation and shared responsibility.

• Promote an enabling civic space by strengthening legal and policy frameworks, ensuring active participation, and increasing access to funding and resources.

• Advance transparency and accountability through open data, public reporting, citizen-led monitoring and support to independent oversight and anti-corruption measures.

• Build trust and alignment by strengthening engagement with government and partners, aligning actions with national development priorities, and enhancing negotiation and partnership capacities.

• Promote inclusive and sustainable development by strengthening multi-stakeholder partnerships, and supporting decent work, job creation, social protection and inclusive growth.

• Enhance active engagement of civil society, private sector and labour actors in development planning and implementation, ensuring alignment of initiatives with national priorities.

Follow-up on commitments will be anchored in strengthened national co-ordination and accountability platforms. The government, through the Ministry of Planning, Investment and Economic Development, will lead efforts to institutionalise inclusive dialogue mechanisms and ensure that development co-operation remains aligned with the National Transformation Plan. Progress will be supported through strengthened data systems, enhanced reporting through national platforms and continued engagement in effectiveness forums and multi-stakeholder co-ordination mechanisms, with a view to reinforcing transparency, alignment and collective accountability.

Key resources: Somalia

• Country results brief for 2023-26 monitoring round

• Outcome document

• To access Somalia’s monitoring findings: https://www.effectivecooperation.org/resources/somalia-monitoring-results-2023-2026

8.20. Uganda

The Government of Uganda, under the leadership of the Office of the Prime Minister (OPM), conducted the final phase of the monitoring exercise on reflection, dialogue and action by undertaking a series of meetings in Kampala, informed by the country’s monitoring findings (see box below). (1) A presentation and discussion of results was held at high level on 5 February 2025 during the National Partnership Forum between the Government of Uganda and development partners on the monitoring results. Stakeholders agreed at this meeting to finalise and adopt the Joint Accountability and Results Framework (JARF) as the central mechanism to operationalise effective development co-operation principles, strengthen monitoring and reporting, and guide collective action under Uganda’s 4^th National Development Plan. (2) A series of stakeholder-specific consultations with CSOs, private sector actors and government entities was held on 18 and 19 November 2025. These provided structured spaces for each group to identify bottlenecks for development effectiveness and propose concrete, stakeholder‑specific commitments. Through these dialogues, participants helped refine the design, relevance and feasibility of the Joint Accountability and Results Framework as Uganda’s new national mechanism for annual, evidence‑based accountability. Both the National Partnership Forum and the consultations were hosted by the Office of the Prime Minister.

Effectiveness challenges identified in Uganda encompass gaps in mutual accountability, financial integration links between development cooperation planning and country systems, and inclusive stakeholder engagement. Mutual accountability could be strengthened with country-level effectiveness targets, joint assessments, inclusive stakeholder participation and public dissemination of the assessment results. The Aid Information Management System (AIMS) lacks systemic reporting: only 30% of development partners comply with national reporting requests, which severely reduces transparency and undermines national planning. In addition, budget integration remains partial, with only 41% of development co-operation flows recorded on the national budget, limiting parliamentary scrutiny and fiscal coherence. Operationally, the use of Uganda’s public financial management (PFM) systems has fallen sharply to 31% (from 58% in 2018). Furthermore, on predictability, despite strong annual disbursement rates (84%), only 37% of partners provide three-year forward-spending plans, restricting multi-year programming under Uganda’s Fourth National Development Plan. And while 92% of development partners’ project objectives align with national frameworks, only 54% of indicators are drawn from these frameworks and just 48% can be monitored using data from government systems. Finally, broader participatory gaps persist: CSOs cite declining trust and shrinking civic space – contrasting with the government's more positive assessments – while private-sector engagement (PSE) is constrained by a limited policy framework that does not define priority sectors, regions or target groups for PSE in development co-operation; and dialogue processes that often exclude parliament, subnational governments, CSOs and philanthropic organisations. See the results brief listed in the box below for more details.

The action-oriented commitments and recommendations emerging from the reflection, dialogue and action process and set out in Uganda’s report from the technical sessions are summarised below:

The Government of Uganda proposes to:

• Finalise and validate the Joint Accountability Results Framework (JARF) by refining indicators, baselines and targets, and aligning them with National Development Plan programme structures.

• Strengthen national systems by prioritising the use of public financial management, procurement and monitoring and evaluation systems.

• Enforce the reporting by national agencies and development partners to the information management system, and strengthen sectoral administrative data systems.

• Hold structured dialogues with development partners to improve medium-term predictability and strengthen agency negotiation capacity for financing agreements.

• Increase the recording of development co-operation on budget to strengthen parliamentary oversight.

• Institutionalise mutual accountability by establishing annual JARF review cycles, setting up a national JARF co-ordination architecture, and involving regional and local governments in monitoring.

Development partners propose to:

• Strengthen alignment and predictability by reporting consistently to the Aid Information Management System and providing predictable, multi-year financing schedules.

• Increase reliance on and support for national procurement and budgeting systems.

• Strengthen participation in mutual accountability exercises by engaging in JARF technical and high-level reviews and reporting transparently on commitments and performance.

• Support capacity building for government agencies, civil society and the private sector on joint accountability.

Civil society and the private sector propose to:

• Improve internal co-ordination to provide unified inputs to the JARF, share programmatic data, and participate in review cycles and policy dialogues (civil society).

• Strengthen adherence to national regulatory frameworks, advocate for the protection of civic space, and build capacities for evidence-generation and monitoring (civil society).

• Promote structured participation and data sharing by engaging through associations for co-ordinated representation and providing reliable data on contributions to the National Development Plan (private sector).

• Strengthen compliance and engagement by improving transparency to increase eligibility for co-operation opportunities, participating in annual reviews, and co-designing accessible reporting systems with the government (private sector).

Follow-up on the actions identified through the dialogue is expected to take place through the proposed JARF. The framework is intended to establish an annual, institutionalised process through which government, development partners, civil society and private sector actors jointly review progress on development co-operation commitments. The next steps outlined in the report include finalising and validating the JARF, establishing a national JARF architecture within the Office of the Prime Minister, and instituting annual review cycles involving all stakeholder groups. A specific timeline for these review processes will be provided at the end of the consultation process.

Key resources: Uganda

• Country results brief for 2023-26 monitoring round

• Outcome document

• To access Uganda’s monitoring findings, visit: https://www.effectiveco-operation.org/Uganda-Monitoring-Results-2024

8.21. Yemen

The Government of Yemen, under the leadership of the Ministry of Planning and International Co-operation, conducted the reflection, dialogue and action phase, informed by the country’s monitoring findings (see box below), through a series of technical and bilateral consultations with development partners and private sector actors throughout 2025. These aimed at identifying practical actions to strengthen development co-operation effectiveness at country level. The consultations helped generate a shared set of reflections, commitments and policy directions. The process was intended to deepen country ownership, strengthen co-ordination with development partners, and identify institutional and policy actions for improving the coherence, effectiveness and developmental impact of external support in Yemen’s fragile setting.

Effectiveness challenges in Yemen are to be considered within the unique country context. Challenges of note identified in Yemen encompass significant gaps in co-ordination, mutual accountability and the operational use of country systems. Specifically, the country lacks a comprehensive mutual accountability mechanism, which limits shared oversight and co-ordination among stakeholders on development co-operation. Operationally, development partners' use of national public financial management (PFM) systems remains stalled at 0% – unchanged since 2018. In addition, the overall quality of national development planning is limited, with a national development plan that includes development priorities and refers to SDGs at goal and target level, but does not include an indicative budget, nor specific and disaggregated targets or results indicators for the most vulnerable and marginalised groups, and is not available online. This is reflected in development partners’ limited use of country-owned results frameworks and planning tools for developing their interventions, with 72% of project objectives aligned with national frameworks, but only 36% of indicators drawn from these frameworks, and just 30% that can be monitored using data from government systems. On a positive note, the national information management system is comprehensive as it requires development partners to report on grants, concessional loans and non-concessional flows, on key characteristics of projects/programmes and technical development co-operation, and collects information on resources that support private sector and CSOs. While development partners are asked to report yearly, practical challenges persist with reporting compliance and consistent utilisation. Under-use of the information management system contributes to broader transparency constraints, including limited public access to development co-operation information. Predictability presents a mixed picture: although annual disbursement predictability is relatively high at 90%, medium-term forward visibility is constrained, at 62%. Finally, broader engagement faces structural limitations. While there is a policy framework for private sector engagement in development co-operation, this could be strengthened with clearly defined priorities, target groups and operational modalities. See the results brief listed in the box below for more details.

The action-oriented commitments and recommendations emerging from the reflection, dialogue and action process are summarised below:

The Government of Yemen proposes to:

• Establish a mechanism for structured co-ordination with development partners on ministerial plans and national priorities.

• Systematically assess whether partner-supported interventions align with national development priorities and ministry-level sub-goals.

• Continue the government-led optimisation of the public financial management system to address partner concerns and create a framework that development partners can increasingly use.

• Advance related technical work – including payroll, health and integrated financial management information system assessments – to broaden budget and fiscal management reforms.

• Pursue associated public financial management reforms, including debt management, in collaboration with the International Monetary Fund.

• Strengthen the national information management system and use ongoing reform processes to support more inclusive dialogue with development actors, including CSOs.

• Review and update the Public-Private Partnership framework and policy, in consultation with the private sector and key stakeholders, to establish a formal and comprehensive engagement mechanism.

• Engage in consultations with private sector representatives to better understand capacities, incentives and concerns related to public-private partnership engagement.

• Incorporate effectiveness targets into Yemen’s broader financing for development policy framework.

• Use monitoring findings to inform participation in fora related to financing for development, advocating for a coherent humanitarian-development nexus and predictable financing.

Development partners propose to:

• Incorporate the Government of Yemen into the existing Yemen Partner Group.

• Create technical subgroups within the Yemen Partner Group, including arrangements for alternating development partner chairmanship.

• Establish sectoral subgroups involving line ministries and development partners to improve the integration of sectoral plans with specific interventions.

• Use detailed road maps in priority sectors – developed with partners such as the World Bank, the United Kingdom, and United Nations agencies – to operationalise effectiveness principles through sector-specific reforms.

• Explore blended finance models in partnership with the World Bank and the International Finance Corporation.

While a dedicated follow-up mechanism was not defined at the time of the reflection, dialogue and action phase, implementation of the commitments is expected to be supported through existing co-ordination structures at country level, and continued engagement and dialogue among stakeholders.

Key resources: Yemen

• Country results brief for 2023-26 monitoring round

• To access Yemen’s monitoring findings, visit: https://www.effectiveco-operation.org/Yemen-Monitoring-Results-2024

8.22. Zambia

The Government of Zambia, under the leadership of the Ministry of Finance and National Planning, conducted the reflection, dialogue and action phase through three key milestone events in Lusaka, informed by Zambia’s monitoring findings (see box below). (1) An initial internal government consultation was held on 15 April 2025, attended by 32 participants from 13 government offices. (2) A high-level action dialogue on 31 July 2025 was attended by 66 participants, of which 7 represented bilateral partners, 14 multilateral organisations, 7 from civil society, 2 from the private sector, 1 from a trade union, and 35 government officials from various ministries and government agencies. (3) A multi-stakeholder workshop was held from 30 September to 3 October 2025 to consolidate the action-oriented outcome document (see box below). All three events were hosted by the Department of Development Co-operation in collaboration with the Monitoring and Evaluation Department in Zambia’s Ministry of Finance and National Planning.

Effectiveness challenges identified in Zambia encompass gaps in mutual accountability, links between development co-operation planning and country systems, and systemic transparency. Despite possessing a National Policy on Development Co-operation, mutual accountability could be strengthened with specific country-level effectiveness targets, joint assessments, inclusive stakeholder participation and public dissemination of the assessment results. In addition, legislative oversight could be strengthened as the government does not provide development co-operation information to parliament, and only 9% of development co-operation resources are recorded on the national budget. Development planning suffers from limited medium-term predictability; while annual disbursement predictability remains relatively high, at 87%, only 24% of development partners provide three-year forward-spending plans. Furthermore, Zambia currently lacks an operational aid information management system which precludes the centralised tracking of financial flows and the assessment of partner reporting compliance. In addition, although the country is approaching meeting the requirements for tracking gender-responsive budgeting, specific allocations for gender equality and women’s empowerment are not made public. Finally, while general engagement and the enabling environment for civil society are assessed as medium, participation is hampered by limited structured co-ordination mechanisms. Similarly, private sector engagement (PSE) currently operates without a formalised policy or strategy to articulate its role in development co-operation, despite national dialogues on PSE that often include national and subnational governments, the private sector and CSOs. See the results brief listed in the box below for more details.

The action-oriented commitments and recommendations emerging from the reflection, dialogue and action process are set out in Zambia’s outcome document (link in box) and summarised below:

The Government of Zambia proposes to: 

• Prepare an Annual Development Co-operation Report consolidating development partner support, submit it to parliament, and publish it online.

• Engage development partners to develop effective mechanisms to track support provided outside the national budget.

• Strengthen reporting on country-level targets and modalities for inclusive joint assessments, ensuring the timely public provision of assessment results.

• Collaborate with development partners to support the development of a comprehensive Development Co-operation Information Management System.

• Raise public awareness on gender budgeting and publish information on gender budget allocations across electronic and print media platforms.

• Develop a system to inform development partners and stakeholders about national development plan targets to enable alignment in the design and implementation of interventions.

Development partners propose to:

• Submit regular reports to the government on the progress of development projects and programmes.

• Share medium-term spending plans with the government for inclusion in the national budget.

• Support the government in the development of a Development Co-operation Information Management System.

Civil society, the private sector and trade unions propose to:

• Establish a single platform, in consultation with the government, to enhance co-ordination and development effectiveness (civil society).

• Undertake joint assessments with the government and other stakeholders to promote transparency and accountability (civil society).

• Engage the government in revising and strengthening existing frameworks to support private sector engagement in development co-operation (private sector).

• Strengthen information-sharing mechanisms by establishing regular platforms of communication to share updates on activities (trade unions).

• Strengthen partnerships across all stakeholder groups to enhance co-ordination and open dialogue for more strategic and transformative co-operation (trade unions).

• Facilitate capacity building to enhance the documentation and dissemination of information in a standardised way that feeds into national reports (trade unions).

Follow-up on the agreed commitments will be led by the Ministry of Finance and National Planning (MFNP), anchored by an action matrix to highlight areas requiring intervention in the country's development co-operation. To advance this framework, it is anticipated that a meeting with identified stakeholders will be convened to discuss the issues in detail and agree on an implementation roadmap. Progress will then be tracked through subsequent follow-up meetings organised to monitor the implementation of the agreed action points.

Key resources: Zambia

• Country results brief for 2023-26 monitoring round

• Outcome document

• To access Zambia’s monitoring findings, visit: https://www.effectiveco-operation.org/Zambia-Monitoring-Results-2024

Notes

← 1.  Several more countries were undergoing the reflection, dialogue and action phase at the time the report was written and these activities will be shared on the Global Partnership website. For more information, please consult www.effectivecooperation.org/resources/overview-action-dialogues-2026

← 2.  An Integrated National Financing Framework (INFF) is a country-led approach that helps governments align and mobilise public and private financing to support national development priorities, linking planning with financing strategies. For more information please consult www.inff.org.

← 3.  The “5Es” refer to the five strategic pillars of Pakistan’s National Economic Transformation Plan (URAAN Pakistan): exports; e-Pakistan (digital transformation); energy and infrastructure; environment and climate change; and equity, ethics and empowerment.