## pp2018-review-of-the-funds-cd-strategy-concept-note - INTRODUCTION

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### Objectives, Context and Scope
- Capacity development (CD), including technical assistance (TA) and training, is one of the three core pillars of the Fund’s work; main objective: help member countries build institutions and capacity necessary to formulate and implement sound economic and financial policies.
- Institute for Capacity Development (ICD) established in 2012 to define and develop the Fund's strategy on capacity building and provide institutional framework for coordination and oversight of TA and training while building on partnerships with donors.
- Board actions and timeline:
  - Fund’s CD strategy last discussed by the Board in June 2013; Board endorsed the 2014 statement on IMF Policies and Practices on Capacity Development.
  - 2018 review includes backward-looking and forward-looking components; conclusions to be reflected in a revised statement on IMF Policies and Practices on Capacity Development.
- Scope of the 2018 review:
  - Backward-looking: prioritization, funding, monitoring and evaluation, delivery of CD as set out in 2014 statement.
  - Forward-looking: reforms to increase impact of CD, making CD more effective and efficient while building on strengths.
- Reporting systems: training recorded in PATS; TA recorded in TIMS.

### Key FY2016 Regional Distribution and Funding
- Aggregate and shares:
  - CD activities totaled over $330 million in FY2016 and represent slightly more than one-quarter of the IMF’s budget.
  - About half of CD activities are financed by development partners.
- Regional shares (FY16):
  - Sub-Saharan Africa: TA 39 percent; training 28 percent.
  - Asia and Pacific: TA 18 percent; training 20 percent.
  - Western Hemisphere: TA 19 percent; training 17 percent.

### 2013 Strategy Findings and Remaining Shortcomings
- Agreed CD principles:
  - Focus on Fund’s core macroeconomic and financial mandate.
  - Integration with other core responsibilities of the Fund.
  - Nimbleness in response to changes in country needs.
  - Effectiveness in strengthening institutional capacity.
- Executive Board endorsed recommendations to update governance structure, enhance prioritization, clarify funding model, and strengthen monitoring and evaluation.
- Identified pre-2013 shortcomings included lack of centralized coordination for planning, prioritization, and funding; no mechanism to align CD priorities with Fund-wide priorities or to determine overall external financing envelope; absence of interdepartmental alignment process for external initiatives; external funding envelope not integrated into medium-term budget.
- Noted progress since 2013 in strengthening governance and prioritization.

### Progress since 2013 — Specific Improvements
- Prioritization and planning:
  - Fund-wide priorities informed by the Global Policy Agenda, Regional Strategy Notes, and other Board papers.
  - Annual priorities approved by the interdepartmental Committee on Capacity Building (CCB) and reflected in the Resource Allocation Plan (RAP).
  - Better integration of country and regional priorities via area departments and channeling authorities’ demands to inform RAP.
  - Recent key annual priorities: low-income countries, fragile states, financial sector CD, Financing for Development (FfD) activities.
- Funding and external finance integration:
  - External funding envelope integrated into the Fund’s medium-term budget; Board approves overall envelope for internally- and externally-funded activities through the budget process.
  - Interdepartmental review process (since 2014) for external partner-financed initiatives to ensure alignment with agreed CD priorities and medium-term external funding.
  - CCB reviews annual fundraising progress against medium-term baseline scenario.
- Monitoring and evaluation:
  - New Fund-wide results based management (RBM) framework adopted, based on an agreed catalog of expected CD outcomes and being expanded to cover all CD activities.
  - New common evaluation framework approved by management in 2016 to make evaluations shorter, more focused and more comparable.
- Delivery:
  - Online training accounts for about 30 percent of IMF course delivery to country officials.
  - Training customization in response to individual members’ requests.

### Roles and Responsibilities
- Executive Board: strategic direction and oversight through regular reviews of CD policies and activities and the budget process; approves eligibility of non-members and international organizations to receive CD.
- Managing Director/Management: implement Board strategic direction and conduct ordinary business of the Fund in CD operations.

### Themes for the 2018 Review (Issues to Address)
- Overarching objective: create a virtuous circle of improved prioritization, proactive engagement with external partners, enhanced delivery, and strengthened monitoring and evaluation, with focus on results and efficiency.
- Working assumptions on resource envelope:
  - Size of Fund’s CD activities assumed broadly consistent with commitments and priorities reflected in the FY17-FY19 Medium-Term Budget Paper.
  - Internal Fund resources (IMF01) assumed to remain flat in real terms.
  - Externally-funded (IMF02) CD activities projected to increase by up to $40 million annually by FY21 to meet member demands, including commitments under the FfD agenda and initiatives critical for achieving the Sustainable Development Goals (SDGs).
  - Implies a steady-state externally-funded budget of $1.2 billion over five years.
- Governance and prioritization issues to review:
  - Evolving CD areas (climate change, gender, inequality, technology) and implications for TA demand and targeting.
  - Strengthen governance to ensure CD is prioritized and coordinated with surveillance and program work; assess integration progress with surveillance and program work.
  - Assess appropriateness and tailoring of CD delivery, including HQ-field coordination and RTAC governance given RTAC growth.
  - Strengthen responsiveness to authorities’ needs and consider ways to encourage programmatic CD planning and delivery.
  - Confirm CD results in real improvements in country capacity.
- Funding improvements to consider:
  - Promote strategic partnerships; increase number of external CD partners, including non-traditional partners (e.g., foundations); explore more flexible vehicles and funding arrangements; improve communication of results.
- Delivery improvements to consider:
  - Leverage technology to deliver CD services cost-effectively; connect peers and experts; expand online delivery; create user-friendly CD products complementary to face-to-face delivery.
  - Establish the Fund as a knowledge hub: improve dissemination of CD knowledge for members, staff, and the public; facilitate peer-to-peer learning; assess publication and dissemination policies for TA reports, costs involved, and confidentiality considerations.
  - Assess balance among CD delivery modalities, from scoping exercises to diagnostic tools and activities that lead to concrete changes on the ground.
- Monitoring and evaluation priorities:
  - Embed the common evaluation framework and RBM into CD practices; assess institutional arrangements needed to ensure RBM and evaluations influence prioritization and resource allocation.
- "Engine room" (operations and IT):
  - Assess IT infrastructure strategy supporting CD delivery, retire antiquated systems, and upgrade software for resource planning, management, monitoring, and reporting (e.g., RAP).

### Background Studies Planned
- Review of CD prioritization and delivery: decision-making for specific CD projects vis-à-vis CCB priorities; HQ-RTAC coordination; feedback mechanisms on effectiveness.
- Review of CD evaluations: analyze external and self-assessment evaluations completed since 2012 for common recommendations, themes, and lessons.
- TA/training integration: assess lessons from packages combining TA and training delivered since 2013.
- Empirical examination of TA delivery trends 1990-2015: analyze factors influencing TA allocation, targeting to low-income and program countries, and responsiveness to events (new member formation, cessation of civil war, financial crises).

### Proposed Review Framework and Methods
- Data collection and consultation tools:
  - Surveys of country authorities, Executive Board members, staff, think tanks, CSOs, and donors.
  - Interviews with country authorities focusing on relevance and effectiveness of Fund CD.
  - Background studies by cross-departmental teams assessing performance on key developments.
  - An interdepartmental contact group to guide the review process, themes, studies, and survey questions.
  - An external advisory group (5-6 members) of independent experts with broad regional representation to provide independent views for the Board.
- Timeline:
  - Kick-off with a concept note and informal Board meeting in February 2017.
  - Staff work and External Advisory Group: March 2017 to early 2018.
  - Main CD strategy review paper and background studies planned for issuance to the Board in February 2018.

### Issues for Discussion (posed to Directors)
- Do Directors agree that the proposed objectives and scope provide a basis for a useful review of progress since 2013 and the basis for recommendations to enhance CD impact?
- Do Directors agree with the proposed themes? Are there other themes to include?
- Do Directors agree with the proposed methods the review will employ?

### Annex I — Key Facts on Capacity Development (Selected Findings and Statistics)
- Spending and financing (FY16):
  - CD represented over a quarter of the IMF’s administrative spending in FY16.
  - Most CD spending was on TA: 23 percent; training: 5 percent.
  - Total direct spending on capacity development activities (externally and IMF-financed) was $256 million in FY16, compared with $242 million in FY15, a growth of 6 percent.
  - Externally-funded component: $127 million, or 49 percent of the total; grew by almost 8 percent in FY16.
  - Fully-loaded spending on CD activities (including support and governance costs) was over $330 million in FY16.
- Donor contributions:
  - Over the last five years, the top 15 donors contributed $706 million, or 86 percent of total external funding.
  - Five donors contributed in excess of $50 million during this period: Japan, the European Union, Canada, the United Kingdom, and Switzerland.
- TA delivery patterns (FY16):
  - TA delivery increased in FY16, mainly in sub-Saharan Africa, Middle-East and Central Asia, and the Western Hemisphere.
  - Nearly half of all IMF TA continues to go to low-income developing countries (LIDCs).
  - Fiscal topics constituted about half of TA provided by the IMF.
- Training delivery and online learning (FY16):
  - Online learning courses accounted for about 30 percent of Fund training in FY16.
  - Online training participation grew by 218 percent in FY16.
  - Number of online learning courses increased to thirteen courses in FY16 from six courses in FY15.
  - IMF delivered 375 training events with participation of 14,457 officials in FY2016.
  - Emerging market and middle-income economies received 53 percent of IMF training in FY16.
  - Regional training shares: sub-Saharan Africa 28 percent; followed by Asia and Pacific and the Middle East and Central Asia.
- CD priorities and outcomes (FY16 and forward):
  - Key CD priorities for FY16: scale up support to fragile states and Arab countries in transition (ACT); increase assistance on financial sector issues; maintain high support to LIDCs and small states.
  - Outcomes in FY16: LIDCs received the largest gains in TA delivery; TA delivery increased to LIDCs and small states and on financial sector issues; TA delivery stayed about the same in fragile states; training across most CD priority groups increased.
- FY2018–20 CD focus areas (Annex II summary):
  - CD accounts for slightly more than one-quarter of the Fund’s budget.
  - Distribution of TA by area: Fiscal area 50% (mainly Public Financial Management and Domestic Revenue Mobilization); Monetary and financial policies 26%; Macroeconomic and financial statistics 13%; Legal and other reforms 11%.
  - External donors finance about half of IMF CD activities.
  - CCB targeted areas include Financing for Development priorities, aligning CD with surveillance and lending (addressing high vulnerabilities identified in Vulnerability Exercises), better integration across departments and between TA and training, and increasing CD on emerging issues (e.g., climate change, inequality, gender).
- Results-Based Management (RBM) and Evaluation (Annex III key elements):
  - RBM embedded in project management software, CD-PORT, to be used by all Fund CD providers.
  - Purpose: monitor actual outcomes resulting from CD interventions and build a results database to analyze when and where TA and training are most effective.
  - RBM uses a standard logical framework (logframe) drawing on a catalog of expected results prepared by CD-providing Departments.
  - Outcome rating system: four-point scale where “1” means nothing achieved; “4” fully achieved; “2” and “3” indicate degrees of partial achievement.
  - Users must specify one or more milestones each year and provide explicit evaluation of project implementation risks (political buy-in, institutional capacity, idiosyncratic risks).
  - Monitoring responsibility shared across Fund staff, often with Area Department country teams or Resident Representatives following up.
  - Approximate dimensions of the Results Catalog (workstreams and counts):
    - Fiscal: 4, 19, 59, 137
    - Legal: 3, 18, 26, 57
    - Financial: 6, 30, 159, 401
    - Statistics: 1, 2, 4, 24, 39
    - Fund Total: 15, 71, 268, 634
    - Note: “For Statistics, logframe outcomes and indicators are further customized by statistical topic.”
  - Common Evaluation Framework:
    - Implements a common four-step process for all CD evaluations using OECD DAC criteria.
    - Objectives: produce shorter, more focused, and more comparable evaluations; improve information supporting evaluations; spend the same level of resources on evaluation more efficiently; use evaluation information to alter practices or shift CD targeting.
    - Operational elements include specifying objectives clearly, using standardized Terms of Reference templates, ensuring data collection plans before CD activities start, obtaining ex-post information, extending pre- and post-course tests to all IMF training courses, revising end-of-course and follow-up surveys to be more results oriented, and introducing a CD evaluation work plan with a rolling three-year horizon.
    - Introduce quantitative scoring to complement qualitative evaluations and ensure evaluations are easily accessible and findings broadly shared.
    - Use November CCB meetings to inform CD priorities with evaluation results.

*Prepared by the Institute for Capacity Development in Consultation with Other Departments. March 2, 2017. Source: Annexes I–III, pp2018-review-of-the-funds-cd-strategy-concept-note*

### INTRODUCTION

### pp2018-review-of-the-funds-cd-strategy-concept-note - INTRODUCTION

### Objectives, Context and Scope
- Capacity development (CD), including technical assistance (TA) and training, is one of the three core pillars of the Fund’s work. Its main objective is to help member countries build institutions and capacity necessary to formulate and implement sound economic and financial policies.
- The Institute for Capacity Development (ICD) was established in 2012 to further define and develop the Fund's strategy on capacity building and provide a clear institutional framework to bring coordination and oversight over TA and training under one umbrella, while building on partnerships with donors.
- The Fund’s CD strategy was last discussed by the Board in June 2013; the Board subsequently endorsed the 2014 statement on IMF Policies and Practices on Capacity Development.
- The 2018 review will include backward- and forward-looking components:
  - The backward-looking component will consider the prioritization, funding, monitoring and evaluation, and delivery of CD as set out in the 2014 statement.
  - The forward-looking component will outline reforms to increase the impact of CD, emphasizing making CD more effective and efficient while building on existing strengths.
  - Conclusions from the 2018 review will be reflected in a revised statement on IMF Policies and Practices on Capacity Development.
- CD activities totaled over $330 million in FY2016 and represent slightly more than one-quarter of the IMF’s budget.
- CD focus areas: macroeconomics, fiscal policy and management, monetary policy and financial systems, related legislative frameworks, and macroeconomic and financial statistics.
- Reporting: TA and training are recorded separately (training in PATS; TA in TIMS).

### Key FY2016 Regional Distribution and Funding
- Sub-Saharan Africa received the largest share of TA (39 percent) and training (28 percent) in FY16.
- Asia and Pacific: TA 18 percent; training 20 percent in FY16.
- Western Hemisphere: TA 19 percent; training 17 percent in FY16.
- About half of CD activities are financed by development partners.

### 2013 Strategy Findings and Recommendations (summary)
- Post-ICD, the 2013 strategy strengthened CD governance and presented an integrated strategy.
- Directors agreed CD should be:
  - focused on the Fund’s core macroeconomic and financial mandate;
  - integrated with other core responsibilities of the Fund;
  - nimble in response to changes in country needs;
  - effective in strengthening institutional capacity.
- Executive Board endorsed recommendations to update governance structure, enhance prioritization, clarify the funding model, and strengthen monitoring and evaluation.
- Identified pre-2013 shortcomings:
  - Planning, prioritization, and funding of TA and training lacked centralized coordination.
  - No mechanism to align CD priorities with Fund-wide priorities or to determine overall envelope and plans for externally-financed CD for fundraising guidance.
  - No interdepartmental process to ensure new externally-financed initiatives aligned with CD priorities; external funding envelope not integrated into the medium-term budget.
- Since 2013, substantial progress has been made in strengthening governance and prioritization.

### Progress since 2013 — Specific Improvements
- Prioritization:
  - Fund-wide priorities informed by the Global Policy Agenda, Regional Strategy Notes, and other Board papers.
  - Annual priorities approved by the interdepartmental Committee on Capacity Building (CCB) and reflected in the Resource Allocation Plan (RAP).
  - Better integration of country and regional priorities via area departments and channeling authorities’ demands to inform RAP.
- Key annual priorities have recently included low-income countries, fragile states, financial sector CD, and Financing for Development (FfD) activities.
- External funding envelope integrated into the Fund’s medium-term budget; Board approves overall envelope for internally- and externally-funded activities through the budget process.
- Interdepartmental review process (since 2014) introduced for external partner-financed initiatives to ensure alignment with agreed CD priorities and medium-term external funding.
- CCB reviews annual fundraising progress against medium-term baseline scenario.
- Monitoring and evaluation:
  - New Fund-wide results based management (RBM) framework adopted, based on an agreed catalog of expected CD outcomes and being expanded to cover all CD activities.
  - New common evaluation framework approved by management in 2016 to make evaluations shorter, more focused and more comparable.
- Delivery:
  - Online training now accounts for about 30 percent of IMF course delivery to country officials.
  - Training customization in response to individual members’ requests.

### Roles and Responsibilities
- Executive Board: strategic direction and oversight through regular reviews of CD policies and activities and the budget process; approves eligibility of non-members and international organizations to receive CD.
- Managing Director/Management: implement Board strategic direction and conduct ordinary business of the Fund in CD operations.

### Themes for the 2018 Review
- Overarching approach: virtuous circle of improved prioritization, proactive engagement with external partners, enhanced delivery, and strengthened monitoring and evaluation, with focus on results and efficiency.
- Working assumption on resource envelope:
  - Size of Fund’s CD activities assumed broadly consistent with commitments and priorities reflected in the FY17-FY19 Medium-Term Budget Paper.
  - Internal Fund resources (IMF01) assumed to remain flat in real terms.
  - Externally-funded (IMF02) CD activities projected to increase by up to $40 million annually by FY21 to meet member demands, including commitments under the FfD agenda and initiatives critical for achieving the Sustainable Development Goals (SDGs).
  - Implies a steady-state externally-funded budget of $1.2 billion over five years.
- Governance and prioritization issues for review:
  - Evolving CD areas (climate change, gender, inequality, technology) and implications for TA demand and targeting.
  - Further strengthening governance to ensure CD is prioritized and coordinated with surveillance and program work; assess progress integrating CD with surveillance and program work.
  - Ensure CD delivery is appropriate and tailored, including HQ-field coordination and assessment of RTAC governance given RTAC growth.
  - Strengthen responsiveness to authorities’ needs and consider ways to encourage programmatic CD planning and delivery.
  - Confirm CD results in real improvements in country capacity.
- Funding:
  - Strengthen external funding model: promote strategic partnerships; increase number of external CD partners, including non-traditional partners (e.g., foundations); explore more flexible vehicles and funding arrangements; and improve communication of results.
- Delivery:
  - Leverage technology to deliver CD services cost-effectively; connect peers and experts, expand online delivery, and create user-friendly CD products complementary to face-to-face delivery.
  - Establish the Fund as a knowledge hub: improve dissemination of CD knowledge for members, staff, and the public; facilitate peer-to-peer learning; assess publication and dissemination policies for TA reports, costs involved, and confidentiality considerations.
  - Assess balance among CD delivery modalities, from scoping exercises to diagnostic tools and activities that lead to concrete changes on the ground.
- Monitoring and Evaluation:
  - Embed the common evaluation framework and RBM into CD practices (see Annex III); assess institutional arrangements needed to ensure RBM and evaluations influence prioritization and resource allocation.
- "Engine room" (operations and IT):
  - Assess IT infrastructure strategy supporting CD delivery, retire antiquated systems, and upgrade software for resource planning, management, monitoring, and reporting (e.g., RAP).

### Background Studies Planned
- Review of CD prioritization and delivery: examine decision-making for specific CD projects vis-à-vis CCB priorities, coordination between HQ and RTACs, and feedback mechanisms on effectiveness.
- Review of CD evaluations: analyze external and self-assessment evaluations completed since 2012 for common recommendations, themes, and lessons.
- TA/training integration: assess lessons from packages combining TA and training delivered since 2013.
- Empirical examination of TA delivery trends 1990-2015: analyze factors influencing TA allocation, targeting to low-income and program countries, and responsiveness to events (new member formation, cessation of civil war, financial crises).

### Proposed Review Framework and Methods
- Tools to be employed (similar to Triennial Surveillance Reviews):
  - Surveys of country authorities, Executive Board members, staff, think tanks, CSOs, and donors.
  - Interviews with country authorities focusing on relevance and effectiveness of Fund CD.
  - Background studies by cross-departmental teams assessing performance on key developments.
  - An interdepartmental contact group to guide the review process, themes, studies, and survey questions.
  - An external advisory group (5-6 members) of independent experts with broad regional representation to provide independent views for the Board and to be incorporated into the review.

### Timeline
- Kick-off with a concept note and informal Board meeting in February 2017.
- Staff work and External Advisory Group: March 2017 to early 2018.
- Main CD strategy review paper and background studies planned for issuance to the Board in February 2018.

### Issues for Discussion (posed to Directors)
- Do Directors agree that the proposed objectives and scope provide a basis for a useful review of progress since 2013 and the basis for recommendations to enhance CD impact?
- Do Directors agree with the proposed themes? Are there other themes to include?
- Do Directors agree with the proposed methods the review will employ?

*Prepared by the Institute for Capacity Development in Consultation with Other Departments. March 2, 2017.*

### Annex I. Key Facts on Capacity Development

### Annex I. Key Facts on Capacity Development

### Overview and Spending
- Capacity development (CD) represented over a quarter of the IMF’s administrative spending in FY16.
- Most CD spending was on TA, which represents 23 percent, while training accounts for 5 percent.
- Total direct spending on capacity development activities (externally and IMF-financed) was $256 million in FY16, compared with $242 million in FY15, a growth of 6 percent.
- The externally-funded component amounted to $127 million, or 49 percent of the total, which grew by almost 8 percent in FY16.
- Fully-loaded spending on CD activities, which includes costs of support and governance for both Fund-financed and externally-financed CD activities, was over $330 million in FY16 (noted in the main paper).

### External Financing and Donor Contributions
- Over the last five years, the top 15 donors contributed $706 million, or 86 percent of total external funding.
- Five donors contributed in excess of $50 million during this period: Japan, the European Union, Canada, the United Kingdom, and Switzerland.

### Technical Assistance (TA)
- TA delivery increased in FY16, mainly in sub-Saharan Africa, Middle-East and Central Asia, and the Western Hemisphere.
- Nearly half of all IMF TA continues to go to low-income developing countries (LIDCs).
- In FY16, sub-Saharan Africa received the largest share of TA.
- Delivery of TA on monetary and financial topics and fiscal topics increased in response to membership demand.
- Fiscal topics constituted about half of TA provided by the IMF.

### Training
- The IMF’s online learning courses accounted for about 30 percent of Fund training in FY16.
- Online training participation grew by 218 percent in FY16.
- The number of online learning courses increased to thirteen courses in FY16 from six courses in FY15.
- Online learning increased strongly in the European and Western Hemisphere regions, reflecting the introduction of courses in Spanish and Russian.
- During FY2016, the IMF delivered 375 training events with participation of 14,457 officials.
- Most events were delivered through the IMF’s network of regional training centers and programs; the remainder were delivered at IMF headquarters or other overseas locations.
- Emerging market and middle-income economies received 53 percent of IMF training in FY16.
- Regionally, sub-Saharan Africa received 28 percent of IMF training, followed by Asia and Pacific and the Middle East and Central Asia.

### CD Priorities (FY16 and Forward)
- Key CD priorities for FY16:
  - Continue to scale up support to fragile states and Arab countries in transition (ACT).
  - Increase assistance on financial sector issues.
  - Maintain a high level of support to LIDCs and small states.
- Outcomes in FY16:
  - LIDCs received the largest gains in TA delivery.
  - TA delivery increased to LIDCs and small states, and on financial sector issues.
  - TA delivery stayed about the same in fragile states.
  - Training across most CD priority groups increased in FY16.

### FY2018–20 CD Focus Areas (Annex II content)
- CD currently accounts for slightly more than one-quarter of the Fund’s budget.
- Distribution of TA by area:
  - Fiscal area: 50% (mainly Public Financial Management and Domestic Revenue Mobilization).
  - Monetary and financial policies: 26%.
  - Macroeconomic and financial statistics: 13%.
  - Legal and other reforms: 11%.
- Training focus areas: macroeconomic policies, central banking and financial sector issues, macroeconomic and financial statistics, and fiscal issues.
- External donors finance about half of IMF CD activities.
- CCB targeted areas for greater CD delivery include:
  - Finance for Development: fragile states; revenue mobilization and public financial management; financial market deepening for low-income countries and public debt management.
  - Aligning CD, surveillance, and lending: addressing high vulnerabilities identified in Vulnerability Exercises (VEs) or surveillance work; financial supervision and regulation and monetary policy frameworks in emerging and frontier market economies and other low income countries; closing data gaps and improving data quality and dissemination.
  - Better integration of activities across departments and between TA and training; inclusion of more learning elements (online learning, peer-to-peer, learning events) in TA delivery.
  - Increasing CD on emerging issues (e.g., climate change, inequality, gender) as demand evolves.

### Results-Based Management (RBM) System and Evaluation Framework (Annex III content)
- RBM for Capacity Development is embedded in project management software, CD-PORT, to be used by all Fund CD providers.
- Purpose of RBM: monitor actual outcomes resulting from CD interventions and build a results database to analyze when and where TA and training are most effective.
- RBM uses a standard logical framework (logframe) drawing on a catalog of expected results prepared by CD-providing Departments.
- A rating system measures outcomes on a four-point scale:
  - “1” meaning nothing achieved,
  - “4” fully achieved,
  - “2” and “3” different degrees of partial achievement.
- Users must specify one or more milestones each year and provide an explicit evaluation of project implementation risks (political buy-in, institutional capacity, idiosyncratic risks).
- Responsibility for monitoring outcomes is shared across Fund staff, often with Area Department country teams or Resident Representatives following up.
- The RBM system focuses on concrete outcomes most directly linked to Fund advice, while recognizing the need for complementary studies and CD evaluations to assess impact on member policy making.
- Approximate dimensions of the Results Catalog (workstreams and counts):
  - Fiscal: 4, 19, 59, 137
  - Legal: 3, 18, 26, 57
  - Financial: 6, 30, 159, 401
  - Statistics: 1, 2, 4, 24, 39
  - Fund Total: 15, 71, 268, 634
  - Note: “For Statistics, logframe outcomes and indicators are further customized by statistical topic.”
- The Common Evaluation Framework:
  - Implements a common four-step process for all CD evaluations, using OECD DAC criteria.
  - Objectives include producing shorter, more focused, and more comparable evaluations; improving information supporting evaluations; spending the same level of resources on evaluation more efficiently; and using evaluation information to alter practices or shift CD targeting.
  - Key operational elements include:
    - Specifying objectives clearly for all CD activities to be evaluated.
    - Applying the four-step common framework to all evaluations.
    - Ensuring clarity and consistency in OECD DAC criteria application.
    - Using standardized Terms of Reference templates.
    - Ensuring data collection plans are in place before CD activities start.
    - Obtaining ex-post information from TA providers, recipients, and stakeholders.
    - Extending pre- and post-course tests to all IMF training courses and revising end-of-course and follow-up surveys to be more results oriented.
    - Maintaining a channel for regular reviews of training course content and seeking information from IMF country teams on application of tools learned in training.
    - Introducing a CD evaluation work plan with a rolling three-year horizon, revised annually.
    - Introducing quantitative scoring to complement qualitative evaluations and ensuring evaluations are easily accessible and findings broadly shared.
    - Using November CCB meetings to inform CD priorities with evaluation results.

*Source: Annexes I–III, pp2018-review-of-the-funds-cd-strategy-concept-note*

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_Source: https://www.imf.org/-/media/files/publications/pp/pp2018-review-of-the-funds-cd-strategy-concept-note.pdf_