KAMPALA PRINCIPLE4:DPs_SUBP 4.B

KAMPALA PRINCIPLE 4 - TRANSPARENCY AND ACCOUNTABILITY

Development Partners

Sub-principle 4.B

Disseminate results

 

Why is it important?

 

Disseminating results makes it easier to assess progress towards strategic and project goals, generate data, and refine private sector engagement (PSE) policies. Systematically sharing project results with all the involved stakeholders and administrations can help save costs in measuring the progress and results of individual projects and programmes. It can also inform efforts in scaling up successful PSE projects. Moreover, sharing results systematically supports the overall commitment to and culture for transparency and accountability.

Self-reflection questions
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Policy Level Project Level
  • Does your government or organisation disclose information on your PSE strategy and projects in an accessible format on line or in the public domain?
  • Do you have a process in place to ensure that PSE results are shared with parliament, citizens, partners and the partner country government?
  • Do you disseminate PSE project and policy data to help scale up successful projects? 
  • Do you make PSE evaluation reports publicly available for accountability towards parliaments and taxpayers?
  • Does your PSE strategy recognise the need to disclose information beyond development outcomes, such as results linked to commercial activities?
  • Does your government or organisation agree from the outset of your projects, and with all partners involved, on which results should be made publicly available, including those measuring commercial outcomes?
  • Does your government or organisation support local project partners by disseminating project results to a wider audience? 
  • Does your government or organisation have mechanisms to ensure that project-level results feed into decision-making processes at the strategic or policy level?
  • Do your PSE projects have dedicated budgets to support dissemination events? How do you ensure that these are inclusive and constructive dialogues? 

Actions to consider
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Policy Level Project Level
  • Tailor communication to the various audiences that need to be informed of results using the appropriate channels and a results focus. 
  • Use existing frameworks to share comparable data, such as the Development Effectiveness Rating (DER).
  • Presume public disclosure of contracts unless a private partner makes a viable confidentiality request that it is necessary to protect business secrets or propriety information.
  • Share project results at intermediary stages to correct course or fine tune if needed. 
  • Budget appropriately to ensure that results are shared in an attractive and accessible format.
  • Minimise reporting burdens by focusing on the most essential findings and indicators.
  • Consolidate key results into lessons learnt for scaling up projects/interventions.
  • Disseminate results to private partners, including underrepresented partners or those with potential to support scaling, like institutional investors, private equity and venture capital firms.

Pitfalls to avoid
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Policy Level Project Level

      DON’T...

  • Conceal results that would otherwise serve both learning and accountability purposes. Learning from failure is an important step to improve projects and programmes and avoid repeating the same mistakes.

      DON’T...

  • Impose undue results-sharing burdens that do not serve a productive purpose for current or future development projects. 
  • Link PSE project results to national priorities without consideration of the SDGs and other key international or global indicators.
  • Fail to disclose commercial information and results. While recognising that there are legitimate needs to safeguard truly confidential business information, the presumption in PSE projects should be in favour of disclosure, with any exemptions narrowly defined and justified on a case-by-case basis by reference to foreseeable harm to a legitimate, recognised interest.

COUNTRY-LEVEL EXAMPLES

Norway’s development finance institution, Norfund, measures and disseminates both its strategic or policy level PSE achievements and project results. Norfund’s strategic achievements refer to its overall portfolio and include, for example, the share of investments disbursed to least developed countries and fragile and conflict-affected states. Norfund has also established several core indicators that are measured for all projects, including impacts on jobs and local purchases. These core indicators are complemented by a set of more specific indicators for Norfund’s priority sectors. Norfund then publishes its core indicators in its annual reports.

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