By Aline Coudouel, Marcus Cox, Markus Goldstein, Nigel Thornton, Tara Bedi

This quantity offers classes at the layout and functioning of such tracking structures, in line with the adventure of twelve Poverty relief method (PRS) nations. the point of interest is at the institutional preparations of PRS tracking structures - the principles and procedures which deliver some of the actors and tracking actions jointly in a coherent diagnostic software, and a precis of the location in twelve PRS nations.

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Creating a unified PRS monitoring system usually involves rationalizing existing monitoring activities rather than introducing new ones. Such rationalization may include the termination of activities that are not central to the implementation of the PRS, the consolidation of activities duplicated by various agencies, the adoption of common definitions for all actors in the system, a reduction in the number of data platforms used in the country, and so on. Indeed, unless the administrative burden of monitoring is lightened, simply adding new monitoring requirements, even if they are tech- O R G A N I Z I N G T H E S U P P LY S I D E O F P R S M O N I T O R I N G 21 nically superior to the existing ones, may do more harm than good.

Each PRS monitoring system contains the following basic elements: 1. A high-level steering committee to provide political support and oversight and usually chaired by the prime minister, minister of finance, or, in presidential systems, a senior adviser to the president. This body is often also responsible for PRSP implementation as a whole. In terms of monitoring, it typically sets monitoring priorities, approves annual progress reports, and feeds monitoring outputs to the government. 2. A coordination unit or secretariat, responsible for coordinating monitoring activities, convening interagency meetings, compiling data, and drafting reports.

Once there is a level of agreement on the need for and the main characteristics of a system, regulation appropriate to national administrative traditions can be introduced to reinforce predictability and mutual accountability. Without an initial common purpose, however, imposing legal or administrative obligations is likely to produce only token compliance. It is also important to ensure that the system remains flexible. Indeed, priorities, capacity, and institutions are not static in nature, and the system needs to be able to adapt to this changing environment to harness the capacity of the various actors for the shared objective of PRS implementation.

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