(c) Work together to harmonise procedures. To Strengthen Collaborative behaviour 29. ICPs and SADC jointly commit to: Reform procedures and strengthen incentives including for recruitment, appraisal and training for management and staff to work towards harmonisation, alignment and results. MANAGING FOR RESULTS - managing resources and improving decision-making for result 30. 31. 32. SADC commits to: (a) Strengthen the linkages between on the one hand regional and national development strategies. On the other hand strengthen the linkages between the above strategies and annual and multiannual budget processes and the business plans derived from the RISDP and the SIPO, and (b) Endeavour to establish results-oriented reporting and assessment frameworks that monitor progress against key dimensions of the national, regional (spatial) and sector (cluster) level development strategies; and that these frameworks should track a manageable number of indicators for which data are cost-effectively available. ICPs commit to: (a) Link regional programming to bilateral country programming and resources to results and align them with effective SADC performance assessment frameworks,refraining from requesting the introduction of performance indicators that are not consistent with SADC’s development strategies; (b) Work with SADC to rely, as far as possible, on SADC resultsoriented reporting and monitoring frameworks; and (c) Harmonise their monitoring and reporting requirements, and, until they can rely more extensively on SADC’s statistical, monitoring and evaluation systems, with SADC to the maximum extent possible on joint formats for periodic reporting. SADC and ICPs jointly commit to: Work together in a participatory approach to strengthen SADC capacities and demand for results based management. MUTUAL ACCOUNTABILITY 33. SADC and ICPs commit to: Jointly assess through existing and increasingly objective mechanisms, mutual progress in implementing 8