Open Government Partnership Strategic Plan: Your Comments?

Open Government Partnership
Strategic Plan
August 2012-August 2014

EXECUTIVE SUMMARY

Introduction

The Open Government Partnership is a global effort to make governments better. We all want
more transparent, effective and accountable governments -- with institutions that empower
citizens and are responsive to their aspirations. Openness is the most powerful lever for
achieving this.

OGP aims to secure concrete commitments from governments to promote transparency,
empower citizens, fight corruption, and harness new technologies to strengthen governance.

To achieve these objectives, OGP brings together governments and civil society organisations as
true partners; uniquely, OGP is overseen by a Steering Committee composed, in equal numbers,
of governments and civil society organisations; its co-chairs are drawn from both sectors.

OGP is already demonstrating the power of this approach – in its first year it has grown to
include 57 participating countries, each of which embraces the OGP Declaration of Principles,
and commits to developing, implementing and assessing country action plans, all jointly
developed with civil society.

This strategy sets out how OGP intends to build on this momentum, and the strengths of its
unique model, to realise our goals of more transparent, effective and accountable governments;
and to establish OGP as the leading international forum on open government.

There are two elements at the heart of the strategy: Strengthening the Core and Maintaining
Vibrancy.

1. Strengthening the Core

This is about ensuring that the tools the OGP uses for advancing change – the country action
plans, peer learning and assessment tools including the Networking Mechanism, and the Support
Unit – are strong enough to support the Partnership’s rapid growth and most challenging
ambitions. This includes:

a. Deepening engagement with participating governments - to refine the quality of their
actions plans, support effective implementation of their commitments, and advance

OGP 2012-2014 Strategic Plan

the assessment process; and with civil society actors – to encourage active,
constructive engagement with countries as they develop and implement their plans;

b. Maximising the benefits of peer learning, and, through a mix of in-person thematic
meetings, webinars and an online learning platform driven by the Networking
Mechanism; credibly measuring impact to help build a compelling evidence base for
the benefits of Open Government;

c. Promoting accountability through Government Self-Assessment Reports, and the
Independent Reporting Mechanism, so that a diversity voices can be heard on the
quality and pace of countries’ efforts to implement their action plans;

d. Elevating the OGP’s brand and narrative within local and international contexts;

e. Ensuring the Support Unit has the capabilities and resources it requires to facilitate
OGP’s work as the partnership rapidly matures and grows, and to support the
activities outlined above.

2. Maintaining Vibrancy

To help ensure that open government is central to 21st century society, as it should be, OGP must
build further on the extraordinary momentum and interest it has generated in its first year. This
means leveraging its unique position in bridging both diverse fields (of governance, transparency
and accountability), and communities (government, civil society and the private sector) to
maximum advantage. To achieve this, OGP will focus on:

a. International engagement, by exploiting strategic linkages with international and
regional organisations, such as the World Bank, IMF, OECD and United Nations,
while maintaining OGP’s independence so it can continue to innovate and bridge the
north-south divide effectively, as it has done so far.

b. Policy innovation, by drawing on the ideas and innovation of OGP’s diverse and
collaborative community of reformers.

c. Developing a clear process for iterative and future action country plans, so that
these living documents continue to raise the bar of open government.

Conclusion

OGP is trailblazing a new way for governments and civil society to work together as partners
towards a clear, shared objective: better government through openness.

By strengthening its core elements while also developing mechanisms that sustain the vibrancy
of the partnership, OGP stands to become the foremost multi-lateral forum for making open
government the most important public policy contribution of our generation.

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Table of Contents

I. Introduction: Fulfilling OGP’s Mandate and Values

II. Strengthening the Core

A. Deepening Country Engagement

B. Support Unit

C. Peer Learning & Measuring Impact

D. Promoting Accountability

E. Communications/Brand

III. Maintaining Vibrancy

A. International Engagement

B. Policy Innovation

C. Iterative Action Plans

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I. INTRODUCTION: FULFILLING OGP’S MANDATE AND VALUES

The Open Government Partnership was launched in 2011 to provide an international platform for
domestic reformers committed to transforming government and society through openness. In its
first year, OGP has grown to include over 50 participating countries, each of which embraces the
OGP Declaration of Principles, and commits to developing, implementing, and assessing a
country action plan, all jointly developed with civil society.

[NOTE: OGP “Values” and “Offer” remain under development, contingent on parallel
discussions following London visioning exercise.]

Guiding Values

Drawing from its Declaration of Principles and Articles of Governance, OGP’s core values guide
its contribution to the global open government movement:

1. Collaboration: Sustainable, positive reform requires productive collaboration between
governments, civil society and the private sector.
2. Action: Participation means more than attending annual conferences and making aspirational
commitments. Participation is delivering on those commitments.
3. Credibility: Country commitments are developed in consultation with civil society,
implemented as a whole-of-government approach in a transparent and participatory manner, and
held accountable through an independent review process.
4. Innovation: participating countries engage in a ‘race to the top’ to outdo themselves, build on
the achievements of one another and push the cutting edge of open government tools and
reforms.

Now an international initiative with significant visibility and momentum, OGP has an
opportunity and imperative to play a unique role on the world stage.

The OGP Offer

To its participating countries and to the world, OGP offers the following benefits:

• Elevating open government to the highest levels of government and political discourse,
providing top-cover for difficult reforms, creating a supportive community of like-
minded reformers, galvanizing public attention and political momentum;

• Driving and institutionalizing high-level and working-level dialogue between
governments and their citizens on the topic of open government;

• Providing an international platform for the sharing and celebrating of leading domestic
open government efforts and results, with respect and equality shared among the
participating countries;

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• Facilitating transformational government practices by leveraging OGP’s rich data and
case studies and connecting government reformers to other like-minded officials, civil
society reformers and private sector resources and experts;

• Driving credible action on open government reform through a unique consultation and
assessment process that brings civil society and governments together.

• Adding value to domestic reform efforts through expert insight and the provision of
targeted recommendations for harmonizing and deepening existing commitments.
Long- and Short-term Goals

OGP’s long-term goal is to be the leading international platform for open government by
creating an action-oriented, results-based community rooted in credible commitments and
affirmative collaboration.

The next 18 months are critical for OGP to fulfill this ambition. This plan lays out OGP’s
overall strategy and tactics in two areas: Strengthening the Core and Maintaining Vibrancy. By
strengthening its core, OGP will ensure that its foundational elements—the country action plans,
peer learning and assessment tools including the Networking Mechanism, and the Support
Unit—are strong enough to support the ambition and commitments of participating governments
and civil society stakeholders.

At the same time, OGP must retain the interest and momentum it has garnered in its first year,
requiring a set of actions related to proactive international engagement, policy innovation, and
iteration of action plans that raise the global standard of good governance. By strengthening its
core elements while also developing mechanisms for ongoing vibrancy, OGP stands to become
the foremost multi-lateral forum for making open government the most important public policy
contribution of our generation.

Measures of Success

While OGP is an international initiative with global reach, its greatest success stories will come
from the domestic achievements of participating countries and the pace with which openness is
adopted by participating countries. As OGP implements this strategic plan, it will consider the
following changes as measures of its success.

Changes in Public Will: New leverage for civil society to partner with government in order to
successfully drive transparency and accountability policy agendas at the local, national and
international level.

Changes in Political Will: Increased/renewed momentum within governments around open
government efforts that enables internal reformers to successfully pursue their agenda using OGP
as a platform—including ineligible countries taking steps necessary to become eligible.

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Changes in Practice: New innovations in technology, processes, and communications (e.g. open
data applications, public-private partnerships, service delivery monitoring and reporting
techniques, etc.) that are increasingly adopted by OGP participating governments.

Changes in Policies: New laws, regulations, forums, processes and platforms in participating
countries around transparency, accountability and civic participation in government.

Changes in Norms: Leverage recognized global norms and practices around openness and
participation in government with a large and diverse number of champions promoting it through
major global forums, existing multilateral frameworks, and bilateral relations. OGP does not set
its own norms: rather, it is shaped by the practices of participating countries, which respect and
deepen existing national, regional and international standards (for example, transparency
commitments within the Rio+20 sustainable development agenda and anti-corruption standards
set by the UN Convention against Corruption).

After 12-24 months of implementation, the Independent Reporting Mechanism will produce a
report on OGP’s attainments, as presented by local researchers through the IRM process. The
IRM will also produce an overarching report that contains recommendations for improving the
initiative’s own process and outcomes.

II. STRENGTHENING THE CORE

A. Deepening Country Engagement

OGP will only succeed if the initiative adds value to the efforts of all stakeholders (governments,
civil society, and private sector) that constitute it. After a rapid initial phase of development—
growing from 8 to over 50 countries in less than 8 months—OGP needs to immediately focus on
deepening engagement with participating governments in order to refine the quality of their
action plans, support efforts to allow for effective implementation, and advance the assessment
process.

This first priority of OGP’s strategic plan includes developing better relationships with identified
government reformers, as well as galvanizing civil society buy-in and engagement at the local
level in each participating country. The overall goal of deeper engagement is to ensure that each
participating government delivers, and ultimately implements, a robust action plan with stretch
commitments that have strong support from local and diverse civil society.

As OGP demonstrates its value to participating countries, it will continue to garner interest from
countries that 1) are eligible, but have not yet joined OGP; or 2) are not eligible but interested in
joining the initiative. OGP will continue to support the aspirations of these countries to join in
OGP’s inclusive race to the top, including identifying ways to help them through OGP’s growing
community of reformers.

Government Engagement

OGP will deepen engagement with each participating countries through the following activities:

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Deadline: Ongoing
Convene at least one annual, working-level
Responsibility: OGP Governance and
peer exchange meeting for participating
Leadership sub-committee and Peer Learning
countries to share perspectives on the OGP
sub-committee, with support from the Steering
process and best practices in OGP
Committee and Support Unit; Meeting is
commitments.
hosted by the lead chair.
Undertake intensive outreach through Steering Deadline: Ongoing
Committee governments’ diplomatic posts in Responsibility: Governance and Leadership
OGP participating countries to ensure capitals sub-committee, with support from the Steering
are well informed about OGP process Committee and Support Unit, civil society
expectations and requirements. chair for CSO outreach
Convene regional and thematic meetings
Deadline: Ongoing
before the annual conference in order to
Responsibility: Governance and Leadership
facilitate relationship building in smaller, more
sub-committee and OGP countries
manageable settings.

Civil Society Engagement

OGP will deepen engagement with civil society actors in support of government action plans
through the following tactics:

Identify countries where civil society
Deadline: September 2012
engagement is currently lagging, and facilitate
Responsibility: Civil Society chair
increased engagement.
Encourage a wide network of civil society
organizations in OGP countries to regularly
produce reports, press releases, and public Deadline: Ongoing
commentary with constructive suggestions Responsibility: Civil Society chair
about their government’s OGP process and
plan.
Include a diverse array of civil society
representatives at every OGP meeting (small
Deadline: Ongoing
and large) to facilitate communication between
Responsibility: Civil Society chair
civil society organizations and networks across
the spectrum of OGP countries.

B. Support Unit

The OGP Support Unit serves as the secretariat of the international initiative. Its primary
purpose is to be an objective facilitator of the Steering Committee’s work, and to provide
administrative support and institutional memory to the initiative on an ongoing basis, particularly
leading up to official OGP meetings. In order to effectively support the rapid development of
OGP, the support unit will scale up its staff, and possibly its resources, in the next 18 months.

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Specific activities include:
Conduct an organizational assessment to Deadline: July 1, 2012
determine existing and future needs of the Responsibility: Ad hoc Strategy Working
support unit. Group of the Steering Committee
Review OGP Support Unit budget; Consider
additional funding needed to strengthen its Deadline: July 2012
capacity, with particular attention to the Responsibility: Support Unit Director with Ad
strategy and funding for the OGP’s Hoc Strategy Working Group
communications infrastructure.
Deadline: July 2012
Revise the hiring process for the Support Unit
Responsibility: Support Unit Director with Ad
Hoc Strategy Working Group
Formalize terms of reference, reporting lines
Deadline: July 2012
and oversight of the Support Unit to the
Steering Committee.
Complete hiring of candidates so that the
Support Unit is fully staffed

C. Peer Learning & Measuring Impact

OGP’s network presents a new, expansive resource for open government experiences from both
government and civil society. OGP will prioritize the development of a pro-active knowledge
base, built on the lessons and experiences of participating government and civil society reformers
as well as from existing international/multilateral processes. Peer learning should focus on best
practices as they pertain to the OGP process (development, assessment, implementation that is
consultative and collaborative) and OGP action plans (content spanning a wide array of issues).
The Peer Learning sub-committee should also engage with international organizations (e.g.
World Bank, OECD, AU, OAS, etc.) to ensure synergies and avoid duplication of other efforts.
The OGP communications strategy, detailed in Section E below, should ensure broad
dissemination of these lessons.

The primary vehicle for driving peer learning within OGP is the Networking Mechanism,
which—based on initial learning—will immediately shift its emphasis from on-demand
matchmaking to a more pro-active focus on documenting and disseminating case studies on best
practices, innovations and lessons learned. The Networking Mechanism will accomplish this
transition through organizing in-person thematic meetings, webinars, and exchanges and creating
an online learning platform, in coordination with the Peer Learning and Support Sub-Committee
and the OGP Support Unit.

OGP’s work on Peer Learning & Measuring Impact will emphasize the particular challenges that
governments face in “selling” open government within their own bureaucracies and that civil

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society faces in ‘selling’ open government to governments. OGP’s Peer Learning strategy will
therefore help build the evidence base for what OGP countries and the larger open government
community are accomplishing in compelling formats that are easily accessible to government
officials, civil society groups and especially the broader public and media.

OGP’s Peer Learning activities include:
Developing an “OGP Orientation” packet for
participating governments and civil society
Responsibility: Support Unit
stakeholders
Convening no less than quarterly in-person
meetings and monthly webinars on thematic
areas, e.g. the top 10 OGP commitments. Deadline: Ongoing
Meetings can be organized by OGP or built Responsibility: Steering Committee,
into existing events featuring OGP issues (e.g. Networking Mechanism, and Support Unit
the World Bank, APEC, Bali Democracy
Forum)
Partnering with leading academic and research
institutions (e.g. Sussex University, University Deadline: December 2012 (to begin
of Nairobi) as ‘OGP Learning Partners’ to pick collaboration and produce products in time for
a small and diverse number of countries (e.g. March 2013 annual conference)
10) and document their approach to developing Responsibility: Peer Learning sub-committee,
commitments, implementing them and Support Unit, and potential external partners
monitoring them as a resource for the wider (e.g. T/A I)
OGP community.
Establishing a “buddy system” or ‘twinning Deadline: December 2012
arrangement’ among OGP participating Responsibility: Peer Learning sub-committee,
countries working on similar issues Support Unit
Providing issue-specific tool-kits to
governments, local civil society, and the Deadline: September 2012
private sector on how to engage, and Responsibility: Networking Mechanism,
connecting them with relevant OGP Support Unit
stakeholders as necessary
Developing a series of online learning and Deadline: December 2012
resource tools that include impact-oriented Responsibility: Networking Mechanism,
video and written interviews and case-studies Support Unit
Explore partnerships with external institutions
to work with OGP on a rigorous, medium-term
Deadline: March 2013
impact assessment focused on 10 participating
Responsibility: Peer Learning & Support sub-
countries, to begin documenting and learning
committee, Support Unit
from various content-specific approaches to
OGP and their impact at the country level.
Launching an online, searchable, and dynamic
directory of leading service providers in the Deadline: Immediately
open government field willing and eager to Responsibility: Networking Mechanism
work with OGP governments

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D. Promoting Accountability: Government Self-Assessment and the
Independent Reporting Mechanism

OGP’s structure is designed so that the primary mechanism of accountability remains where it
should—between a government and its citizens. It is not the OGP Steering Committee’s role to
police or otherwise make qualitative judgments on commitments and implementation of OGP
governments’ action plans.

OGP’s unique value lies in supporting domestic reformers within and outside of government to
promote their open government agendas through meaningful dialogue and feedback, providing
them with a lever to help ensure that their voices are heard at the highest levels of government
and creating a high-profile platform for direct country action. OGP helps amplify the voices and
accomplishments of these reformers.

To this end, the OGP process includes two assessments, both conducted in an open, participatory
and transparent manner. The first is a Government Self-Assessment Report that enables political
leaders to take stock of their accomplishments and identify additional ways to further advance
the open government agenda they have articulated under OGP. The second is an Independent
Reporting Mechanism assessment, which is the vehicle for the greater diversity of citizens’
voices to be heard on OGP country action plan implementation.

OGP also appreciates and encourages the efforts of other organizations to monitor and assess
OGP action plans, independent of the two assessment processes prescribed by OGP itself.

Deadline: December 2012
Develop self-assessment
Responsibility: Criteria and
template
Standards Committee, with
IEP
Disseminate template and
Responsibility: Criteria and
guidance for governments’
Standards Committee, with
self-assessments
IEP
Government Self-Assessment
Deadline: Jan-March 2013
Engage founding governments Responsibility: Co-chairs and
on assessment process Support Unit (IRM program
manager?)
Deadline: After March 2013
Produce lessons learned
Responsibility: Steering
document on the self-
Committee and Support Unit
assessment process.
(IRM program manager?)
Select International Experts Deadline: September 2012
The Independent Reporting Panel (IEP) to oversee the Responsibility: Steering
Mechanism (IRM) IRM process Committee
Select Local Researchers in Deadline: January 2012
first tranche of OGP countries Responsibility: IEP

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for IRM assessment
Develop and Provide
Deadline: January 2012
assessment guidance for local
Responsibility: IEP
researchers
Explore best ways to crowd-
source citizen views of Deadline: January 2012
government plans and Responsibility: IEP
implementation

E. Communications/Brand

OGP has the potential for even greater impact by elevating its brand and narrative within local
and international contexts. The Steering Committee and Support Unit will prioritize OGP’s
communications strategy over the coming 18 months. Key activities include:

Articulate OGP’s mission statement, values, Deadline: December 2012
boilerplate, and key messages for consistent Responsibility: Governance and Leadership
and wide use in marketing materials. sub-committee (UK lead), Support Unit
Build out the OGP website into a dynamic
digital platform for engagement. OGP’s online
presence should (1) emphasize stories of Deadline: TBD (pending further conversation)
impact (from government and civil society) Responsibility: Governance and Leadership
and (2) offer online tools for manipulating and sub-committee (UK lead), Support Unit
visualizing OGP-related data and
commitments.
Hire a digital producer and a press officer in
Deadline: November 2012
the Support Unit to carry out the OGP
Responsibility: Support Unit Director
communications/marketing strategy.
Articulate OGP’s “offer” to governments Deadline: January/March 2013
through a series of marketing materials, Responsibility: Governance and Leadership
including print and video. sub-committee (UK lead), Support Unit
Create an ‘OGP media council’ modeled on the Deadline: March 2013
World Economic Forum media council to Governance and Leadership sub-committee
engage global media on open government. (UK lead), Support Unit

III. MAINTAINING VIBRANCY

OGP has the potential to unite the rich lessons in the diverse fields of governance, transparency
and accountability. It is in a unique position of bridging many communities of practice and
should leverage its unique role on the world stage to ensure that open government is central to
21st Century society. We cannot afford to not “open government”. The world faces
unprecedented governance challenges (rising populations, climate change, sustainable economic
growth to name but a few) to which open governance is a key.

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A. International Engagement

Many international/regional organizations and initiatives have identified strategic linkages with
OGP and seek to work with OGP to pursue common open government agendas. For example,
the OECD, the World Bank and the United Nations have sought to develop partnerships with
OGP. Other organizations have best practices in assessment, evaluation, civil society
engagement, and programming implementation, which can benefit OGP and the efforts of its
participating governments.

OGP has also generated substantial new momentum in a number of open government fields
(open data, access to information, anti-corruption, budgeting, extractive industries, etc.) that
relevant initiatives and multi-lateral institutions welcome and seek to build upon. OGP should
continue to position itself as an umbrella platform that any open-government focused institution
can use to drive their own initiatives, rather than seeking to place OGP in competition with them.

OGP should remain sufficiently independent from other international institutions to innovate and
bridge the north-south divide (e.g. ‘innovations from everywhere’) as it has successfully done so
far, while also leveraging the interest of more-established entities on the international landscape.

Recognizing that open collaboration is in the best interest of OGP participating countries and
civil society, OGP should invite the OECD, UNDP, UNODC, IMF, World Bank and other
institutions to participate in the country commitment process, without formally linking to the
OGP process. The Networking Mechanism provides one venue for the institutionalization for
such collaboration.

Activities include:

Leverage Steering Committee membership to
Deadline: Ongoing
anchor OGP messages in other initiatives
where participating governments are active,
sub-committee, Support Unit
especially in regional bodies.
Engage the High Level Panel on the rethink of
the Millennium Development Goals, G20, G8,
Deadline: Ongoing
APEC, ASEAN, AU, OAS, the Bali
Democracy Forum, Community of
Democracies, and other international initiatives
to incorporate open government themes
Engage the above bodies to determine what
resources are available for OGP participating
Responsibility: Peer Learning sub-committee,
governments in the implementation of action
Networking Mechanism, Support Unit
plans (i.e. OGP “toolbox”)
Continue to work with emerging democracies
Deadline: Ongoing
to advance openness, transparency and
accountability, such as through the OECD/G8
Deauville Partnership

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Identify initiatives of interest to sub-groups of
OGP participating countries based on their
action plans (IATI, EITI, OECD Anti-Bribery
Deadline: Ongoing
Convention, UN Convention against
Corruption review mechanism, etc) and co-
convene meetings with these institutions on
how to make progress during the OGP
implementation period
Deadline: Immediately
Establish a public calendar of international
events highlighting OGP or open government

B. Policy Innovation

OGP’s diverse and collaborative community lends itself to a breeding ground for new ideas in
open government. By virtue of the efforts made by government and civil society reformers,
OGP will drive policy innovation and refine existing efforts around open government. In
particular, as detailed below, OGP can add momentum to existing standard-setting bodies,
provide a resource for the discussion of the new UN development goals framework, work
towards a new body of evidence on the connection between openness and economic
development, and spotlight open government innovation happening at the sub-national level
around the world.

OGP itself is not a standard-setting body – it
does not impose standards on participating
Action: Reach-out to existing international
governments. But given OGP’s high-level of
transparency initiatives to inform them about
political commitment, it provides a unique
OGP.
opportunity to drive momentum behind
Timeline: prioritize and reach out to key
standard-setting exercises in the open
global open government initiatives by October
government field: the extractive industries
2012.
transparency initiative (EITI), the International
Aid Transparency Initiative (IATI), the
sub-committee.
Construction Sector Transparency Initiative
(CoST), the Kimberley Process, the Medicines
Transparency Alliance (MeTA) and Rio+20.
UN Secretary General Ban Ki Moon has asked
the governments of Indonesia, Liberia and the Action: identify how to integrate open
United Kingdom to co-chair a High-Level government into the new UN Millennium
Panel on what should follow the Millennium Development Goals.
Development Goals. OGP is a unique a Timeline: working group set up by June 2012.
platform for governments and civil society to Responsibility: Governance and Leadership
discuss how best to include open government sub-committee.
principles in the new UN development goals
framework.
Citizens using information and governments Action: document best “prosperity and
engaging with citizens will lead to better participation” practices.

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policies and opportunities that can drive Timeline: documentation completed by
prosperity. OGP could build the demand, February 2013.
knowledge and market that enable citizens to Responsibility: OGP networking mechanism.
use information to drive prosperity and social
change. Participation generates information Action: form a ‘prosperity and participation’
that improves the quality of services. A broad taskforce within the OGP networking
information base – listening to citizens – will mechanism.
help ensure better, more effective policies. This Timeline: to be discussed - taskforce in place
evidence base is particular appealing to by October 2012.
countries in transition. OGP will document Responsibility: OGP networking mechanism.
and share best practices related to prosperity
and participation at the next annual meeting
(London/2013). These include concrete
examples of citizens using newly released data
and information to drive better policy and
delivery of public services.
Action: Begin reaching out to key cities and
Open government reformers at city-level have soliciting both stories of success and ideas for
a wealth of commitment, passion and how cities can best engage with OGP.
knowledge that OGP should document, share, Deadline: March 2013
and celebrate. Responsibility: Ad hoc cities working group
of the Steering Committee

C. Iterative and Future Action Plans

OGP action plans are designed to be living documents that can be continually refreshed and
expanded. In the next 18 months, OGP will decide how best to maintain country interest and
commitment to iterative action plans that continue to raise the bar of open government in
respective contexts.

This is a critical path decision. There are three primary options: (1) OGP countries to draft a new
country action plan once their first action plan has expired, (2) OGP countries update and refresh
existing action plans, (3) OGP countries develop a new type of action plan, whether focused on
one specific sector (e.g. open government and the environment) or level of governance (e.g. OGP
and cities). In any scheme, the technical recommendations provided by the IRM can help to
inform continued efforts and innovation on the part of participating governments.

The Governance and Leadership sub-committee will develop plans for 2014 country
commitment structure by March 2013.

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