Source · Select Committees · International Development Committee
Recommendation 8
8
Acknowledged
In-country missions require greater autonomy for ODA spending within the FCDO policy framework.
Conclusion
The FCDO has an impressive and nuanced understanding of situations on- the-ground through its overseas network and local staff. As part of the next round of spending decisions, in-country missions must have the autonomy needed to spend ODA within the Government’s wider development policy framework. (Conclusion, Paragraph 24)
Government Response Summary
The FCDO says it is taking a partnership-led approach, giving the country network flexibility to deliver development partners want, and changing how Ministers approve bilateral programming; multiyear allocations include specific allocations for geographic areas and countries; and CMPs have undergone review to improve value for money and impact.
Government Response
Acknowledged
HM Government
Acknowledged
Partially agree 22. The FCDO is taking a partnership-led approach to development. As part of this, our country network will have the flexibility to deliver the development our partners want and the FCDO is also changing the way Ministers approve bilateral programming, through a portfolio strategy that takes the country context as its starting point. 23. The multiyear allocations include specific allocations for geographic areas and countries. As set out above, our country network will have the flexibility and autonomy to deliver the programmes our partners want and need. 24. The FCDO’s CMPs have undergone a thorough review as part of resource allocation processes to improve value for money and impact. 25. As stated in the Written Ministerial Statement on 19 March under our modernised approach, Posts will be able to draw on central Communities of Expertise. These are designed to respond to opportunities identified by Posts, to provide a coherent, joined up support to our country partners. They will focus on the policy issues that our partners most want to work with the UK on, bringing together multidisciplinary capabilities to address shared challenges. By pooling and simplifying access to expertise, they can drive efficiency and coherence. 26. In-country missions will have more control over how central expertise is deployed, ensuring development assistance is demand-led and tailored to the local context. 27. The FCDO recognises the importance of having sufficient capability overseas so that Posts can be intelligent customers of the central offer and provide oversight of the overall UK programmatic footprint in country. 28. The FCDO also remains committed to programme management as a core capability, essential to delivering impact, managing risk and translating policy into results across our programmes. 29. Good programme design is guided by evidence on the context and the need, and is done in consultation with a range of relevant stakeholders. The FCDO recognises the importance of having sufficient capacity and capability overseas to ensure that both of these things happen when development programming and humanitarian responses are being designed. 30. As part of the four shifts, the FCDO will work increasingly in partnership with local actors rather than through internationally driven interventions. The FCDO agrees that local staff and regionally based staff are a vital asset in delivering our priorities and maintaining diplomatic relationships with host governments. 31. The UK’s development expertise will form a core pillar of our longer-term country partnerships with communities of Expertise giving Posts access to world-class expertise across HMG and beyond, including in civil society, academia, and consultancy.