The 2007 CCA-UNDAF Guidelines

1. The 2007 CCA-UNDAF Guidelines

2. Summary of key changes(see summary in guidelines, page iii) • focus on national ownership • clarity on principles and resources on cross-cutting issues (HRBA, gender, CD, RBM) • focus on UN core comparative advantage / strategic prioritization • flexibility for UNCTs (e.g. CCA optional) • full engagement of NRAs/SAs

3. Other important changes • More resources on mainstreaming conflict prevention and disaster risk reduction • emphasis on sustainable development, i.e. achieve balance social, environmental, economic dev. issues • clarity about accountabilities and responsibilities of actors (see Annex 6) • more attention for CSO’s and volunteerism (e.g. box on ‘hard-to-reach’ partners, page 34) • clear marcation of what is mandatory (“will”, “must”) and what optional • definition of UNCT clarified: “UNCT is sometimes used to refer to the individuals who lead agency activities in a country, and sometimes used to refer to the totality of UN operations in a country (by resident and non-resident agencies, funds and programmes). In this document, “individuals leading the UNCT” refers to the former, and “UNCT” refers to the latter

4. National ownership • Paris Declaration principles, included in World Summit Outcome Document: • UN to focus on contributing to national development priorities, support national systems • = analysis based on national work • = UNDAF starting from national plans • = UNDAF road map revised accordingly

5. 2004 Road Map

6. 2007 Road Map

7. (National ownership, cont.) • national = not by definition government; UNCT also works with other partners • UNCT to balance focus on national priorities with internationally agreed treaty obligations + development goals • = advocacy may be needed towards government analytic work and national plans

8. Principles / cross-cutting issues Guidelines clearly define 5 principles and offer practical guidance to mainstream them in analysis and programming: • Rights-based approach (HRBA) • Gender equality • Environmental sustainability • Results-based management (RBM) • overall: Capacity Development

9. Flexibility • Adapt to country situation; guidelines are guidelines, not set in stone • Guidance for analytic process most changed: • effort to improve linkage between analysis and UNDAF prioritization • = focus remains on identifying root causes of development problems and critical capacity gaps to address them • but ‘areas of cooperation’ have gone: too much pre-determining prioritization discussion for UNDAF

10. Changes to analytical process • Review existing country analytical work (= not per se ‘government’) • Review its quality: MDG-based, rights-based, gender sensitive, capacity assessment, participatory, addressing risks of conflict/natural disaster (see page 10 + criteria Annex) • Decide how UN analytical resources are best used (incl. to advocate for internationally agreed commitments/dev.goals and to build national analytical capacity) • Tailor analysis to country needs (3 options): • Participate in government-led analytical work • Complementary UNCT-supported work (‘fill gaps in analysis’) • A full CCA(see Annex 3) • Through analytical contribution: influence the quality of national analysis and link it to content of national development framework • NB: cooperation with government is preferable but not to all cost!

11. UN comparative advantage(see in particular part 2.2. and 3.3) Start with ‘Plan of engagement’ for analysis (par. 27): • map national processes (identify entry points for UN) • determine UN comparative advantages (e.g. by SWOT) • major findings from analytical work and option chosen (“root causes of priority development problems and critical gaps in capacity to address them”)

12. Comparative advantage (cont) How to determine UN comparative advantage • Strengths, Weaknesses, Opportunities, Threats (SWOT), e.g: • UN position in the country, existing and potential normative and operational expertise • UN ‘inherent’ comparative advantages: impartiality, convening power, sectoral expertise, advocacy, capacity building, etc. • Internal UN capacities and available resources • Possible partners, entry points, ‘drivers of change’ • Harmonization with other donor’s activities Where can UN collectively make biggest difference?

13. Strategic prioritization Base UNDAF outcomes on • 3 - 5 national priorities (MDG-related) • magnitude of problems / level of government commitment • UN comparative advantage • alignment with key actors • focus on limited no. of SMART UNDAF outcomes • however: not limited to 5 anymore: “The number of UNDAF outcomes would depend on the changes needed and UNCT capacities […] In some situations, national priorities may demand that the UN contribute to national development with more than five UNDAF outcomes.”

14. Inclusivity • Full engagement of NRAs and SAs and their expertise marked as responsibility of RC • language in guidelines fully inclusive (=applicable to all UNDG agencies) • clearly marked where examples of instruments/procedures are ExCom specific; • attention for different planning and programming processes of non ExCom agencies

15. M&E and operationalization New guidelines provide clearer guidance: • The Results Matrix must drive agency programmes(see para. 66 and part 5.2) • UNDAF and agency results must be identical • Use Results Matrix iteratively through annual review: changes can and should be made to the RM to stay in line with national priorities or changes in development environment • UNDAF outcome groups must be formed for M&E

16. www.undg.org • revamped UNDG website • see Common Country Programming Process (under construction) • click on “UNDAF” main bar > you will find the guidelines • comments on website are welcome! • DGO: sandra.pellegrom@undp.org or you Geographical Focal Point