Faustine Wabwire




Bread for the World Institute, part of the Modernizing Foreign Assistance Network (MFAN)

Bread for the World—a member of the MFAN coalition-- conducts policy research and analysis to inform U.S. policy makers on global development issues, including on development effectiveness and development cooperation.

Which is the most significant and paradigmatic story of a development

partnership that you have experienced?

Since its creation in 2008, MFAN has worked with the last two administrations, Congress, and the development community to advance a reform agenda to make U.S. development assistance be more effective and responsive to the needs of people in developing countries.

The past two U.S. administrations successfully created a strong bipartisan record on global development cooperation by building on their predecessor’s initiatives. The creation of the Millennium  Challenge Corporation (MCC), the President’s Emergency Plan for AIDS Relief (PEPFAR), and the President’s Malaria Initiative (PMI) under President Bush represented new, data-driven, and results-based approaches to aid and were sustained and expanded under President Obama. More  recent initiatives such as Feed the Future and Power Africa are using aid dollars to leverage private resources, vastly increasing the reach and impact of U.S. foreign assistance.


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How was the process of Monitoring this Development Partnership?

Bread for the World Institute provides nonpartisan policy analysis on hunger and strategies to end it. The Institute has been educating opinion leaders, policymakers, and the public about hunger in the United States and abroad since 1975.

Bread for the World works with various coalition partners to make development effectiveness a core objective of development assistance, including the call for harmonized and coordinated Official Development Assistance (ODA). Part of this work is done in partnership with the MFAN Coalition

In 2011, ahead of the Busan Partnership for economic Development co-operation, Bread for the World Institute published a policy paper outlining the need for better informed U.S. and global policy to achieve development cooperation. The paper is titled “Making Development Assistance Work Better”, and is available online as PDF.


In 2015, the Institute participated in the Third International Financing for Development Conference (FfD), in Addis Ababa. Bread for the World co-hosted a roundtable after the conference to share main messages from the conference with other U.S.-based CSO partners. Lessons learned and shared from the conference are helping to shape CSO partners’ engagement on financing the 2030 agenda. Bread for the World Institute prepared and launched a policy briefing paper at the FfD conference, Strengthening Local Capacity: The Weak Link in Sustainable Development, which highlights the need for strengthening local capacity and institutions to deliver the ambitious promise of the ambitious 2030 Agenda. It is available online as PDF.

Which was the monitoring role of the CSOs?

Involvement as

project partners


Bringing in consultation and

involvement of the community

affected by the project

Research and



What type of monitoring of government-led DPs is occurring in your country?

Bread for the World Institute is an advocacy organization that does not implement programs. It conducts policy research and analysis to influence U.S. government policies and programs on global development. Through its advocacy efforts including with coalition partners like MFAN, Bread informs U.S. policy makers through open discussions, including high-level meetings and consultations with members of Congress, the White House, and other government agencies.

Open to all stakeholders,

and include their ideas

Open to all stakeholders, but doesn’t include their ideas

Open to a few, chosen stakeholders, and include their ideas

Open to a few, chosen stakeholders, but does not include their ideas

Not open at all

Which are the actors or development agents that had participated in

the Development partnership that you describe in this story?



Kyrgyz Republic










Private Sector


Other Agents

Private sector mainly through the chambers & associations, and civil society through Networks, FBOs, CBOs, & Traditional Mainstream CSOs).


How could you define the dialogue process between the

multistakeholders involved in the Development Partnership?

Lack of proper listening, cycling the same arguments, no learning.

Encouraging listening and taking voices into account

What kind of monitoring processes is being done?

Ad hoc exercises

(specific for the process)

Regular reviews/on-going


Qualitative/quantitative assessments

or evaluations.

Could you explain how the four-development effectiveness principles were used

as monitoring criteria in the experience you are presenting?

By clicking on the round circles in the graphic you could read more about how the principle has been used.

Key Primary Tool

Used somehow

Principle not used in the monitoring

Ownership of development priorities by developing counties

 Recipient countries define the development model that they want to implement.

Focus on results

Having a sustainable impact   should be the driving force behind investments and effort in development policy making

Partnerships for development

 Development depends on the participation of all actors, and recognises the diversity and complementarity of their functions.

 Transparency and shared responsibility

Development co-operation must be transparent and accountable to all citizens.

How has the Human Rights Based Approach been used as

monitoring criteria in the monitoring experience you are describing?

Not at all

Key Primary Tool

How did the government or other stakeholders react after

you have presented the monitoring initiative/some monitoring results?

Not aplicable

Monitoring experiences from CSOs like the one in my story happen in my country...

“Every five years but also during reviews of the plans usually mid-term i.e after 3years. Further to this multi-stakeholder technical reference groups are usually setup to monitor development results on a number of national program areas..."



Which capacities do you consider as key in order to realise this monitoring experience?

Capacity to relate, by participation in coalitions and networks of CSOs to engage engaging at multiple levels,

with the community and a variety of stakeholders

Capacity to foster dialogue with government and other stakeholder. Convene around a common landscape

Communication and outreach capacity. Counting with media in reaching and influencing public opinion.

Capacity to conduct evidence-based research and policy papers.

Capacity to commit and act, through a well-elaborated strategy for lobby and advocacy.

Capacity to conduct Lobby and Advocacy representing right-holders, from a legitimate, accountable and trustworthy representation.

Capability to mobilise public support and create and maintain operational space. Contributing to the public debate and maintain legitimacy of representation.

Capability to ensure organisational sustainability (with financial sustainability and capability to attract and retain qualified staff)

Capacity to adapt and renew, pro-act to changing external contexts. Organizations should be able to monitor changing circumstances and respond accordingly.

Capacity of culture of learning and innovation in the organisation. Developing an own learning agenda

Key competences

Local Context understanding, Mainstreaming of gender, environment and disability, Coordination and M & E.

Which are, in your opinion, the capacities needed to conduct a good monitoring of Development partnerships?

Better indicators on development partnerships, based on country realities

Training on effective methods to evaluate impact of advocacy

Resources to facilitate assessment of research analysis and advocacy

Reliable data on in-country financial and management systems

Evaluation of donor-funded programs by “beneficiaries” for mutual accountability purposes


To which extent has this experience been articulated through networks and
shared at regional level in other countries?

Bread for the World Institute’s work I development partnerships includes facilitating north-south learning though roundtables, field visits and meetings with governments and civil society actors to strengthen mutual-learning. One such ongoing partnership is with the  Organization of African Instituted Churches  (OAIC). OAIC is a grassroots movement across Africa focusing on food security and nutrition. In partnership with partners in the global north, Bread for the World Institute provides a forum for partners from the global south bring perspectives into policy-making forums to Washington. One such opportunity is the World Bank annual meetings, to ensure that Washington-based advocacy groups hear from and share views with partners in the global south.

Which is the projection of the organisation/network at the moment

in their national and international context?

Bread for the World Institute educates the public and U.S. policy makers on the need for improved
coordination, country-ownership and harmonizing of development cooperation and finance. Bread for the World works closely with both Congress and the White House to ensure that development cooperation—both financial and non-financial—responds to the needs and aligns with countries’ priorities. Bread for the World has closely engaged in the development process of the Sustainable Development Goals (SDGs), including providing input into various work streams that were incorporated into broader strategies on the adoption of the SDGs. Bread continues to shape and influence the U.S. government’s role in ensuring that the SDG framework becomes embedded in global development—both in the application of specific goals, as well as in the overall Means of Implementation (MOI) of the
2030 Agenda.

Bread for the World Institute’s analysis informs a broader set of development actors including multilateral institutions. As part of the InterAction G7/G20 Working Groups, Bread for the World provides timely advise to U.S. government and global leaders to adhere to global norms on development cooperation and effectiveness.

In 2015, the Institute released two policy papers on the role of effective aid in helping developing countries improve local governance, strengthen local capacity, and raise their own financial resources to achieve the SDGs. These papers were timed with the adoption of the SDGs to stimulate thought leadership among the aid community about what it will take to achieve the new global goals.


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