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Strategic Planning in Post-Crisis Contexts New York 13-14 November 2008

Strategic Planning in Post-Crisis Contexts New York 13-14 November 2008. Workshop Goals. Building capacity to lead effective post crisis planning efforts Knowledge and tools for new strategic planners

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Strategic Planning in Post-Crisis Contexts New York 13-14 November 2008

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  1. Strategic Planning inPost-Crisis ContextsNew York13-14 November 2008

  2. Workshop Goals Building capacity to lead effective post crisis planning efforts • Knowledge and tools for new strategic planners • Shared understanding among UN system participants of roles for strategic planners and other planning participants • Greater clarity on a systematic approach to the planning process: goals, design and implementation • Greater clarity on skills planners need, and on support for skill building

  3. Agenda Day 1 • Purpose, principles and context for post-crisis planning • UN system planning: roles, tools and coordination • Initiating Planning

  4. Agenda Day 2 • Assessing transition needs • Defining UN comparative advantage • Building Stakeholder Support • Strategies and skills: negotiation with stakeholders; results-based management • Skills and Support for Planners

  5. Matoto: Assessing Post-Crisis Needs • UNCT: • Has decided to develop recovery framework • Grounded in thorough analysis/understanding of country’s needs • Prime Minister • Concerned that full-blown needs assessment will delay PRSP • Sufficient studies already exist • Certain issues, such as SSR, are off-limits • Ministries concerned about including ‘capacity assessments’ - fear of losing control of resources and project implementation

  6. Update (2) … • Kizu: • Support in-depth needs assessment • Support special focus on Kizu as separate exercise, due to specific regional concerns • WB/Donors: • Differences over process, competing priorities anticipated based on part 1 of case

  7. Assessing Post-Crisis Needs At your tables (25 min – 1 flip-chart page) • Concerns: How should the UN respond to the concerns of key governmental, political and/or other stakeholders about the assessment? • Parameters: Recognizing that you would need more information to give a definitive answer: What are some key parameters you would suggest for the needs assessment in Matoto? • Linkages: What are the key links to establish between this needs assessment and other related existing or upcoming processes (security, political, etc)?

  8. Initiating the Planning Process Key factors to consider • State of the conflict: assuming a peace agreement in place, is there a level of security and stability across substantial portions of the country that would allow recovery and institution-building? • Alignment of key actors: is the government willing to participate in planning, and does it have capacity to do so? Are donors and international political actors supportive? Is the UN system (mission and UNCT, HQ counterparts) in agreement on the need to begin planning? • Planning frameworks and tools: is there agreement between UNCT and Mission on a coordinated and integrated approach to planning—including links to gov’t planning? On the methods and tools to be used? Is there sufficient UN planning capacity in place?

  9. Assessing Post-Crisis Needs Assessing Post-Crisis Needs in Practice: Somalia

  10. Comparative Advantage • Mandate to act + • Capacity to act + • Unique Niches for UN Actors • Only the UN can act in this area in this way • The UN has a unique contribution in this area • The UN is better positioned than other actors

  11. Elements of Comparative Advantage… • Relationships with key partners • Access/Influence with key decision-makers • Legitimacy (e.g. from mandate, other) • Reputation/Track record • Field Presence/Infrastructure/Admin. & management • Financial Resources • Technical/Analytic Resources • Cost-Effective Delivery • Effective Programme Approaches / Methodologies • As compared with other actors who might play same/similar role…

  12. Update from Matoto… • Matoto Assessment Process (MAP) • ‘Light’ Needs Assessment • Priorities from the MAP finalization workshop • Equal and affordable access to quality social services, focus on health and primary education, across the territory • Environmental degradation, through transparent and efficient management of natural resources and rehabilitation of infrastructure • Core state functions and capacities, national cohesion, unity, citizen participation • Achieve pro-poor economic growth, youth employment generation, financial management

  13. Update from Matoto (2)… • Stakeholders welcomed renewed emphasis on access to social services and employment • Expansion of Recovery Plan • Certain issues, such as SSR and reconciliation, out • Consequence of achieving results in these priority areas • Kizu • Refused to endorse final report; didn’t treat Kizu separately • UNCT ready to move ahead with addressing these priorities • DSRSG/RC/HC: Asked each agency to prepare statement of comparative advantage.

  14. Working Groups: Part 3 At your tables (25 min – 1 flip-chart page): • Challenges: What kinds of obstacles / challenges do you anticipate in this phase of assessing comparative advantage? • Methodologies: What else would you want to know to inform the comparative advantage analysis before developing UN strategies, and how might you find out? (i.e., what methodologies might you use)? • Integration: What opportunities might exist for agency mandates and capacities to either conflict with or complement Mission mandates and capacities? What role(s) can/should the planners from both the Mission and the UNCT play in this phase of comparative advantage analysis?

  15. Engaging Stakeholders A Spectrum of Options - information-sharing - joint fact-finding - dialogue - negotiation - advocacy - consultation - consensus building - joint decision making

  16. The Consensus Building Option • CONSENSUS BUILDING  • Decision making processes in which groups… • Seek representation of all affected stakeholders • Jointly clarify facts and issues among all stakeholders • Gain a shared understanding of each other’s underlying interests and of the political, social, economic, institutional and environmental issues at stake • Jointly develop options that are more creative and widely supported than the initial proposals of any one stakeholder • Seek agreements that satisfy everyone’s primary interests

  17. Matoto: Stakeholder Support Proposed UNCT Strategies: • National capacities to provide basic services to vulnerable populations are strengthened including through pro-poor allocation of budgetary resources • Livelihood opportunities are increased, through public works, small scale income generating activities and environmental rehabilitation • The country’s human rights framework is aligned with international standards and monitoring systems are established, leading to a reduction of human rights violations. • Citizens’ participation and engagement in public affairs are strengthened, and the design and implementation of national policies reflect the concerns and needs of all segments of the population

  18. Matoto: Stakeholder Support At your tables: • How would you go about building broader stakeholder support for the key strategic results developed by the UNCT? • What kind of process would you propose and design? How would you frame the purpose of the process? Who would you want to consult with? • What is the role of the strategic planner in this phase of building stakeholder support?

  19. The Mutual Gains Approach

  20. Matoto: Part 5 – Stakeholder Engagement • As the Strategic Planner, you have invited key stakeholders to discuss the UN post-crisis strategy. Stakeholders include: • Mission • Central Government • Kizu Authorities • World Bank Each has expressed initial feedback on the proposed strategy. General Instructions: Information common to everyone Confidential Instructions: Private information about your role.

  21. Matoto: Part 5 – Stakeholder Engagement • The meeting will begin in 15 minutes and last for 60 minutes • Use the next 15 minutes to prepare for the meeting. • For those playing the role of Strategic Planner, consider your goals / purpose of the meeting, and how you plan to use the 60 minutes of the meeting.

  22. Results-Based Management (RBM)

  23. Skills, Competencies and Support Given the task, context, roles and challenges of strategic planning in post-crisis settings: • What are the critical skills and/or competencies required? • What kinds of support would be helpful? • If you had 1 hour per week, 1 week per quarter, 1 month in a year: What would be the highest value professional development opportunities?

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