At the INFF Facility: Country-led dialogue on the sidelines of the 2026 FFD Forum, held on 20 April 2026 at UNHQ, Dr. Larba Issa Kobyagda, Director General, Economy and Planning, Ministry of Economy and Finance, Burkina Faso, shared Burkina Faso’s experience of using the INFF in a context shaped by humanitarian, security and financing pressures.
The speech explains how the country began its INFF process in 2019, building on a development finance diagnosis approved in 2022 and a strategic steering committee that brings together public institutions, economic actors and technical and financial partners. It highlights Burkina Faso’s focus on domestic resource mobilization, strategic resource allocation, inclusive financing for women and young people and stronger alignment between national priorities, external support, private finance, budgets and results.
You can find the full script below:
Burkina Faso is pleased to participate in this panel and to share our experience regarding Integrated National Financing Frameworks.
We began this process in 2019 with the support of the United Nations Development Programme.
This process began on the basis of a diagnosis of our development financing, which was approved in 2022 and allowed us to put in place a strategic steering committee that would then work on the elaboration of a national integrated financing framework, an INFF.
We need to recall that the context in Burkina Faso is fairly unique because of the humanitarian and financial difficulties the country has been facing for a long time. Fortunately, current activities are now making it possible to recover a large part of the territory and to allow internally displaced persons to return to their homes.
But that, of course, does not come without enormous efforts in the area of financing, covering the reintegration of these people, but also development efforts to allow them to return home and to make sure that no one is left behind. Despite our difficulties, we are aiming to pursue our development goals.
It is in that context that Burkina Faso has implemented the Action Plan for Stabilization and Development since 2022. The plan aimed, up to 2025, to mobilise resources despite the crisis.
In terms of domestic resource mobilisation, the government has undertaken a range of reforms to improve domestic resource mobilisation, above all in a context in which external financing has become much rarer, especially bilateral financing, which has been reduced almost to zero.
Therefore, for us, we need to develop resilience strategies so that we can target better solutions and optimise public spending in order to have the greatest impact for our population.
We have fully implemented this plan and, through that, have come up with an ambitious relaunch plan. When we say relaunch, we are relaunching the way we do things, but also relaunching the government’s ambitions.
This relaunch, or recovery plan, further targets state sovereignty, focusing on public policy and activities, and above all activities that allow the citizens of Burkina Faso to achieve well-being and prosperity.
In this context, we have attempted to analyse our overall financing needs to allow the government to achieve its stated aims, and that figure is around $62 billion.
On that basis, the government has set itself the main mission of mobilising more than $39 billion from 2026 to 2030, primarily through domestic resources.
We also have significant ambitions to mobilise around $18 billion for the overall financing of the plan’s implementation.
We need to recall that this plan may include around $21 billion in total priority investment that should accelerate the implementation of the Sustainable Development Goals in Burkina Faso.
As I said, in order for this to happen and take shape at the national level, the establishment of the steering committee was key. It is made up of public institutions, but also economic stakeholders, because we have worked primarily on trying to make the Sustainable Development Goals the business of the private sector as well.
This is so that we can further capture the contribution of the private sector in the implementation of the Sustainable Development Goals and make sure that a large share of the population, including young people and women who have been excluded from financing systems and were not able to develop their potential, can be included.
We have included technical and financial partners in this steering committee through the Troika of technical and financial partners. Dialogue is continuing in that regard.
This dialogue has been built around aligning sources of financing with national priorities. Our aim is to achieve systematic alignment and, of course, to integrate and mainstream financing within the national financing scheme.
We pursued the support of the United Nations system and indeed received it through UNDP, which allowed us to produce this INFF and to continue our dialogue with technical and financial partners.
We feel that there are a number of important messages that need to be brought to the attention of the international community regarding this tool, which is very important for countries, above all for developing countries, but particularly for countries in fragile situations such as ours.
For us, the Integrated National Financing Framework should be thought of as a tool that supports strategic decision-making. It also supports sovereignty in making the development choices of each country, in this case Burkina Faso.
We also feel that it is an opportunity, given the budgetary and security constraints that we face. It is no longer just a question of mobilising more resources, but rather of better allocating, better targeting and making better use of the financing and resources we have available. This framework allows us to do that.
The first key message I wanted to express is that we need to make the INFF a tool for resource allocation at the highest level.
It needs to be at the highest level because, generally speaking, when decisions are taken from a technical standpoint within that framework, if those decisions are not echoed at the highest levels, primarily with the economy and finance ministries, but also with the Prime Minister and even the Head of State, we cannot necessarily ensure that the technical alignment we want to achieve is aligned with political ambitions.
For us, it was therefore a question of raising awareness of this framework at the highest levels.
The second message we think we need to get across is to move very quickly from strategy to action.
Between coming up with a national integrated financing framework and then operationalising the mobilisation of resources, and allowing for strong alignment with partners to ensure the proper implementation of actions, it often takes quite a long time. Time is spent in discussions with partners that have already made choices and with governments that already have stated ambitions and financing gaps.
So we need to make sure that we quickly establish a roadmap that means decisions can be made in line with national priorities.
The third key message is to make effective use of official development assistance and other sources of private financing as catalysts. That is what we are trying to do in Burkina Faso.
We feel that increasingly, with the catalytic effect of those partners, which is falling but still remains significant, we will be able to intensify that contribution.
If a private funder contributes $1 to a project, the state can then provide an extra $2 to further encourage partners to invest in that sector. There are often hidden costs which mean that if only partner financing is introduced in certain areas, the results are not sufficiently visible or tangible.
The final key message I wanted to get across is the need to further strengthen consistency between planning, budgets and results.
When countries adopt development strategies, those strategies may be very well drafted, but when they are transformed into the national budget that is voted on, there may be many misalignments between the plan and the budget.
When we then move on to analysing and assessing implementation, we often see a gap between the stated aim and outcomes that were not initially provided for in the plan, but which ultimately received most of the funding.
That is often explained by the shocks that our countries face, which are often in the form of geopolitical tensions. Countries often did not imagine that those shocks would take place, but they have nevertheless disrupted the implementation of national development and financing strategies.
Thank you.
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