Joint un teams and programmes on aids
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Joint UN Teams and Programmes on AIDS. Lessons from a UNDP/UNAIDS e-Discussion. What was the e-Discussion?. Initiated by Michel Sidibe , UNAIDS Deputy Executive Director, and Ad Melkert , UNDP Associate Administrator September- October 2007 Questions:

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Joint UN Teams and Programmes on AIDS

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Joint un teams and programmes on aids

Joint UN Teams and Programmes on AIDS

Lessons from a UNDP/UNAIDS e-Discussion


What was the e discussion

What was the e-Discussion?

  • Initiated by Michel Sidibe, UNAIDS Deputy Executive Director, and Ad Melkert, UNDP Associate Administrator

  • September- October 2007

    Questions:

  • Challenges encountered in the establishment of Joint UN Teams on AIDS?

  • Actions and factors that have supported or inhibited the development of Joint Programmes of Support?


Responses

Responses

Received from 28 countries – from RCs, UNDP Country Directors, UCCs and joint team members

  • Underscored commitment to ensuring the success of Joint Teams and joint programmes

  • Emphasized that coordination on AIDS is key contribution to wider UN reform and ‘delivering as one’

  • Noted where there was some history of joint programming, transition was easier from individual agency to full joint programme

  • Described evolving progress with considerable initial challenges

  • Expressed that joint programmes necessitates a certain amount of 'learning by doing'


Joint un teams and programmes on aids

Challenges


Transition from individual to joint programme of support

Transition from Individual to Joint Programme of Support

  • Changing mindsets and established ways of working

  • Transition to true joint programme – not just compilation of agency activities

  • ‘Retro-fitting' agency specific plans into joint programme, rather than starting from agreed priorities and joint strategic planning

  • Lack of adherence to Division of Labour

  • Accountability mechanisms not well articulated:

    • adapting TORs

    • evaluating performance of Joint Team members

    • holding agencies accountable to their commitments to the Joint Team


Functions of the joint team and un theme group on aids

Functions of the Joint Team and UN Theme Group on AIDS

  • Perceived overlapping roles in work of Theme Group and Joint Team

  • Joint Team may be seen as weakening the authority of well-functioning Theme Group

  • Value added of maintaining both structures was questioned by some


Human and financial resource capacities

Human and Financial Resource Capacities

  • Few agencies have full-time HIV programme staff not all joint team members have time to participate actively

  • Technical capacities of joint team members vary across agencies

  • Lack of agreement on administrative and financial structures to support joint programme

  • Weak harmonization of procedures among agencies hindered mobilization of resources for joint activities

  • Reluctance of agencies to merge funding


Communication with country partners

Communication with Country Partners

  • Lines of communication with government can be unclear: who should be communicating about what?

  • Agencies continue communications on agency- driven agendas, rather than speaking for UN system


Joint un teams and programmes on aids

Supporting Factors


Unct commitment

UNCT Commitment

  • Overwhelming factor identified for success is leadership of RC and UNCT (agency country representatives)

  • Role of dedicated and skilled UCC

  • Contributions of RCs, Theme Group Chairs and UCCs in helping Cosponsors to arrive at consensus to present to national counterparts

  • Commitment and the efforts of Joint Team members ensures effective development and implementation of joint programmes


Development of joint programmes 1

Development of Joint Programmes - 1

  • Recognizing that the programme should centre on joint planning and resource mobilization and coordinated, complementary implementation, based on National AIDS Plan

  • Process of formulating the joint programme as important as final programme : clarified roles and responsibilities, helped build commitment and ownership, and provided platform for addressing challenges of funding issues

  • Focus more on results via sound joint programme, rather than on structures of Joint Team


Development of joint programmes 2

Development of Joint Programmes - 2

  • Division of Labour adapted on comparative advantages important in clarifying roles and promoting joint programming

  • Joint development of HIV component of UNDAF ensures that joint programme and UNDAF outcomes are aligned

  • Implementation of joint HIV in UN workplace programmes creates supportive environment for moving towards a joint programme


Human resources

Human Resources

  • Capacity assessments of the joint team and mapping of available technical resources

  • Team retreats, regular reviews and stocktaking exercises

  • Systematic capacity building plan for Joint Teams within context of UN Learning Strategy

  • Joint Team members assessed on their contribution to joint programmes

  • Timeline for revising TORs for Joint Team members

  • Results included in performance assessments


Financial resources

Financial Resources

  • Mapping of financial resources

  • Joint resource mobilization strategy and initiatives defining means for collaboration in order to avoid competition for funds


Working with country partners

Working with Country Partners

  • Consultation and coordination between the Joint Team and National AIDS Authorities and other national partners

  • Communication from the RC to government, donors and civil society partners to introduce Joint Team

  • Donors support and provide funding for Joint Programmes


Joint un teams and programmes on aids

Thank you


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