• a joint assessment , i.e., government working with other stakeholders such as development partners, domestically-based academic or civil society organizations/representatives. A joint assessment is generally managed and led by the government but is often funded by development partners. The government will establish the oversight team, which will include representatives from the development partner. The development partner may help with design of the CN and arrange recruitment of assessment team members. In joint assessments the oversight team would agree on the assessment process, for example, whether the government and non-government members work separately and then discuss results, or the two groups work together. The latter approach is likely to be more efficient.
  • an external assessment led by a non- government stakeholder, with technical and logistical support provided by government. An external assessment will be managed by the development partner, including helping establish the oversight team, preparing the concept note, and appointing the assessment manager (who will then establish the assessment team). In any case, he government should chair the oversight team. This model may be preferred by governments which have capacity, resource and time constraints or that prefer the assessment is directly managed by a non-government stakeholder. The model chosen will depend on the country situation, including the resources availability, capacity and preference of the government. The key steps in the assessment process are the same for each model but the composition and arrangements for establishing the oversight team may vary.

1.3. Identify resource requirements and funding sources

As precise resource requirements will vary from country to country, a standardized budget for PEFA assessment is not possible. Resources required will depend on many factors, including:

  • the scope of the assessment (baseline or successive, CG or SNG);
  • assessment model (in accordance with country circumstances);
  • predicted ease of obtaining information;
  • extent of centralization of responsibilities;
  • amount of travelling that may be involved;
  • language and the need for translators;
  • the use of consultants;
  • international or intra-country travel requirements, including number of field work and reporting missions planned.

Resource requirements will be specified in the concept note/ToR (see step 3) in the form of a table itemizing the planned costs of the assessment as set out in table 1. Successive assessments, using PEFA 2016 when the previous assessment used PEFA 2011 or 2005, will require additional resources compared to a baseline assessment only as a result of the additional work required in benchmarking performance changes using the earlier methodology (see section 3.1, volume III of the PEFA handbook).

The resource requirements should also take into account the human resources necessary to finalize the report after quality assurance (QA) and any role that the assessment team might be required to play in contributing to reform action planning. For example, significant additional information is often required to fill gaps identified after the first round of comments are provided on the draft report. Translation between local language and the language of the final assessment can involve significant costs and should be considered during the cost estimation process.


Phase One: Planning the PEFA Assessment