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

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:

  • 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

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'


Challenges


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

  • 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

  • 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

  • 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


Supporting Factors


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

  • 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

  • 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

  • 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

  • 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

  • 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


Thank you


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