This peer learning exercise aims to identify challenges and good practices for effective whole‑of‑government co‑ordination in development co-operation. Peer learning allows countries to share experiences, overcome challenges and refine their co‑ordination frameworks. It helps Development Assistance Committee (DAC) members to be better positioned to address the increasing complexity of global development challenges and deliver coherent, impactful and sustainable outcomes. This report builds on and is informed by the partnership of OECD with the Korea Development Institute and previous DAC peer learning briefs on working across government.
The report builds on evidence from OECD DAC peer reviews and mid-term reviews, key informant interviews, and extensive desk research, paired with an analysis of OECD Creditor Reporting System (CRS) data. It is accompanied by six case studies of Australia, Colombia, Italy, Korea, the Netherlands and a selection of Central and Eastern European members (Czechia, Poland, the Slovak Republic and Slovenia). These case studies are the results of interviews and desk research, in co‑ordination with the respective countries.
The report focuses primarily on whole‑of‑government co‑ordination in development co‑operation funded by official development assistance (ODA), while recognising that DAC members increasingly use a wider range of instruments that impact partner countries. Although the analysis is mainly based on ODA-eligible activities, the report also considers how less concessional and non-ODA spending affect coherence, effectiveness and partner country outcomes.
It is also important to clarify aspects that fall beyond the scope of the exercise and therefore are not addressed. These include:
The co‑ordination among the different levels of government at the national, sub-national and local levels, and the issues related to decentralised development co‑operation, which are addressed in separate OECD publications.
The broader co‑ordination among different development partners, DAC, non-DAC, philanthropies and multilateral organisations as part of the development system.
Aspects related to ODA spent in provider countries, such as in-donor refugee costs.
The report is structured as follows:
Chapter 1 examines the role that whole‑of‑government co‑ordination can play in an increasingly complex development co‑operation landscape. It explains that development co-operation is managed by a growing number of actors and introduces the elements that can help governments achieve more coherent development outcomes.
Chapter 2 examines how governments strengthen whole‑of‑government co‑ordination through political leadership, strategic direction and co‑ordination mechanisms. Drawing on a mapping of DAC members’ co-ordination mechanisms, it highlights the role of clear mandates, empowered lead institutions and adaptable co‑ordination systems in supporting policy coherence and responding to crisis.
Chapter 3 explores how institutional design shapes whole‑of‑government co‑ordination, focusing on the distribution of policy, budget and implementation authority across government. Using a typology of institutional models across DAC members, it highlights how different arrangements create distinct risks, co‑ordination opportunities and governance requirements.
Chapter 4 examines how resources, capacity, quality assurance and learning systems enable the practical implementation of whole‑of‑government approaches. It shows how these support strategic alignment, strengthen co‑ordination across institutions and foster continuous improvement.
Chapter 5 examines how whole‑of‑government approaches are reflected across countries and policy themes in development co‑operation. It explores co‑ordination practices at country level and explains the importance of connecting specialised expertise. Different institutions, and delivery instruments around common objectives.
Chapter 6 provides a thematic deep dive into whole‑of‑government approaches for private sector development and engagement in development co‑operation. It focuses on co‑ordination practices and mechanisms between ministries of foreign affairs, development agencies, ministries of finance, development finance institutions and export credit agencies.
Chapter 7 looks at how governments can build fit-for-purpose whole‑of‑government approaches in a changing development landscape. It summarises the findings of the report looking at the institutional conditions, incentives and practices needed to align resources, expertise and policy objectives while supporting coherent and effective development co‑operation.