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UN Reform Agenda Implementation UN Reform Agenda Implementation
Implications for UNAIDSImplications for UNAIDS
Why UN ReformWhy UN Reform
Interdependent world Need for coherent and strong UN Key role in ensuring progress towards MDGs Flexible and coherent to respond to;
Operational and policy needsStates in conflictLow income countriesEmerging economiesDeveloped countries
Need for ReformNeed for Reform UN not optimally configured Need for coherence and synergy Perform as one be more than some of its parts Utilise unique universality, neutrality Operate in security, development and humanitarian spheres Perform role of;
Convenor Standard-setter Advocate Expert Monitor Coordinator Manager of programmes
Shortcomings of the UNShortcomings of the UN
Dysfunctional global order Conflict prone state system Deep political disagreements Chasms: rich and poor, powerful, powerless Differences of interest Differences of interest shape reform efforts Keep UN contradictory and divided
Constraints to UN reform at Constraints to UN reform at country levelcountry level
Poorly defined agency roles, responsibilities Lack of harmonised cycles and procedures Inadequate implementation tools Weak quality assurance and oversight Competing rather complementary priorities
High level Panel RecommendationsHigh level Panel Recommendations
Development Funding Humanitarian assistance Environment Gender Equality Business Practices Further streamlining and consolidation
““Deliver as One” at country levelDeliver as One” at country level
Programme activities consolidated Empowered RC manage One UN UN system-wide ownership of RC system UNDP restructured:
Operational work on policy coherence and positioning of Country TeamWithdraw from sector-focused policy and capacity work
One leader, One Programme, One budgetary framework
Pilot CountriesPilot Countries Albania Rwanda Cape Verde Tanzania Mozambique Uruguay Pakistan Vietnam
RisksRisks
AIDS overshadowed by competing priorities? Visibility and work of UNAIDS overshadowed? Erosion of ground gained Reduction in resources for AIDS Alienation of specialised agencies
ChallengesChallenges
Member states not keen on budgetary framework: funds through RC Examples cited not typify coherence of UN Pilots delay implementation of country-level reform on large scale Non Ex Com members commitment in doubt Governmental board to oversee one programme under discussion Resistance by agencies to rid of UNDAF: lose oversight and
accountability Make aid contingent on progress on aspects of reform
Issues, challenges faced by Pilots Issues, challenges faced by Pilots Programmatic coherence and strategic focus Funding Keeping management and overhead light National ownership Authority and accountability of RC Role of UNDP as manager of RC system, programmatic role Top down approach Inclusiveness vs speed of implementation
OpportunitiesOpportunities Lessons: Joint programme including specialised agencies One UN team foster UNAIDS work on UN Reform Overcome reluctance by agencies to be involved on joint
programmes Experience with funding mechanisms through RC system: PAF PSF Experiences from joint UN teams and programmes critical for One
UN Budgetary framework basis for financing programme of support
UNAIDS Experience on UN ReformUNAIDS Experience on UN Reform
Governance Civil society Management Policy coherence Operational Coherence Results oriented UBW Multi donor basket funding
UNAIDS at Country LevelUNAIDS at Country Level
Full member of Country Team Rename UCC as Country Director Strengthen work on joint programming Offer UNAIDS lessons on UN Reform
Joint UN Teams milestonesJoint UN Teams milestones
UN Reform and international
efforts to improve aid effectiveness
12 D
ecem
ber
2005
Jan-
May
200
6
June 2005
March 2005
2002 - 2005
Harmonisationand coordination
Making the Money work: 3 Ones in
Action
Formation of Global Task Team (GTT)
Global Task Team Report
Establishment of Joint Teams
UN Secretary General Letter to UN Resident
Coordinators
Direction to establish UN
Country Teams
Consultations
Guidance paper
Official release UNDGO UNAIDS
Joint AIDS TeamsJoint Planning
Joint Programming
19 M
ay 2
006
Number of Joint Teams
Team members officially designated by RC/HoA
Review mechanism established
Annual deliverables identified for Team members
83
53
43
22
Percentage of 98 countries
surveyed
Percentage of
132 countries with UNTG
ESTABLISHMENT OF JOINT UN TEAMSESTABLISHMENT OF JOINT UN TEAMSCurrent StatusCurrent Status
84,69%
54,08%
43,88%
22,45%
64,16%
40,97%
33,24%
17,01%
Number of Joint Programmes
Implementation & Coordination Agreements stated in Prog. of Support
Joint programme of Support endorsed by UNTG/UNCT
Staff designated to cover techn. support areas
40
17
23
30
Percentage of 98 countries
surveyed
Percentage of
132 countries with UNTG
ESTABLISHMENT OF JOINT PROGRAMMES ESTABLISHMENT OF JOINT PROGRAMMES Current StatusCurrent Status
40,82%
17,35%
30,61%
23,47%
30,92%
13,14%
23,19%
17,78%
Programme of SupportProgramme of Support
Programme of Support
Agency AProgramme
Agency BProgramme
Agency CProgramme
Agency DProgramme
Agency EProgramme
Agency FProgramme
Joint Programme on Care
Joint Programme on Prevention
Joint Advocacy
Joint Resource Mobilization
Technical Support Plan
Joint Monitoring & Evaluation
J o i n t P r o g r a m m i n g
J o i n t P r o g r a m m i n g
ChallengesChallenges• SG letter seen as directive to RC only• Accountability mechanisms: lack of integration• Joint programming and joint planning• Lack of capacity: resources and guidelines• Lack of financial and administrative procedures• Weak capacity of UN staff in priority thematic areas• Measuring performance• Integration of UN Theme Group
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