rdt consultant s report and the sg s report on mics undaf workshop 15 16 december 2009 amman n.
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RDT consultant’s report and the SG’s report on MICs UNDAF Workshop 15-16 December 2009, Amman PowerPoint Presentation
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RDT consultant’s report and the SG’s report on MICs UNDAF Workshop 15-16 December 2009, Amman. Introduction. Following RDT chair suggestion, this presentation: Outlines key recommendations of the Coffey consultant’s  report for the RDT for MICs in general and Algeria specifically

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Presentation Transcript
introduction
Introduction
  • Following RDT chair suggestion, this presentation:
    • Outlines key recommendations of the Coffey consultant’s  report for the RDT for MICs in general and Algeria specifically
    • Summarizes the key elements of the August 2009 Secretary General’s report on development cooperation in MICs
    • Proposes key strategic issues for discussion in finding a shared vision for the way forward
coffey report
Coffey report
  • The Coffey Report entitled:"Joint RDT Review of MICs with Algeria as a Case Study,“ was commissioned to "kick-start" discussions
  • The consultant’s report is NOT an RDT policy paper.
  • We do not need to finalize it as a position paper - indeed perhaps in many ways we need to move on to the outcomes of the SG’s report given its more definitive nature for the UN system
  • The report is simply a contribution to the ongoing discourse at the regional and HQ levels on the role of the UN in MICs – a number of the report’s ideas have already permeated our discourse
coffey report continued
Coffey report (continued)
  • The main report covers general MIC issues bearing on the UN's strategic positioning, value-added, and effectiveness in MICs. These include the need to:
  • Ensure that the weight of emphasis is on supporting the achievement of the MDGs and beyond (given the new global challenges and their impacts), rather than making the cost of operating in MICs a  determinant factor. 
coffey report continued 2
Coffey report (continued 2)
  • Use the opportunity of the upcoming UNDAFs to strategically  position the UN through "out of the box" business models and more coherent and coordinated joint programme processes - building on DaO principles and lessons learned from other MICs;
  • Promote a coherent and coordinated approach to the UN agencies role in MICs - communicate a common position to the host Government as well as to potential partners;
  • Explore South-South cooperation and use the available resources in the region to drive the development processes
coffey report algeria case study
Coffey report – Algeria case study
  • 3 scenarios :
    • exit;
    • business as usual;
    • transformation
  • Exit scenario – political justification?
  • Business as usual- Will depend on several factors among it cost sharing, security, etc…
coffey report algeria case study transformative role
Coffey report – Algeria case study Transformative role
  • More upstream, knowledge-based programming
  • UN’s role as custodian of global norms and standards and its global experience with best practice
  • Knowledge management and policy advocacy
comparative organizational analysis
Comparative organizational analysis
  • Five (5) models are delineated for purposes of discussion:
  • Model 1. Regional representatives serving several countries; regional operations; no permanent staff at country level: will reduce operations costs and lower security risk BUT less access to stakeholders; less visibility
organizational analysis models 2 and 3
Organizational analysis :Models 2 and 3
  • Model 2. Knowledge hub – continued development activities plus exchange of country experiences- strong focus on knowledge management – only support staff; low profile security target
  • Model 3. Programme / project based presence only with no country office in Algeria: individual project managers report to country managers at regional level
organizational analysis models 4 and 5
Organizational analysis:Models 4 and 5
  • Model 4. One Algeria UN office led by RC with small joint UN core group of advisors/ policy specialists (i.e. not country reps) – only one modest CO (provided by Government). Permits national coordination; influencing – greater security risk and higher operating budget
  • Model 5. Full country office presence in UN house with UN country reps – high operating costs ; higher security risk – close to business as usual
sg report development cooperation with mics
SG REPORT: Development cooperation with MICs

While the report was on the GA agenda couple of week ago no discussion took place – no countries came forward with comments

Summary

  • ‘More efforts for individual countries in areas such as poverty, health, education and climate change”
  • Greater efforts needed to draw on the lessons learned from the “delivering as one” initiative and other attempts to achieve system wide coherence
slide12

SG REPORT: Conclusions and Recommendations

  • The importance of MICs in achieving development for all/ MDGs calls for continued engagement of the UN in development cooperation
  • Development cooperation needs to be strengthened through closer alignment with national strategies and specific needs of MICS
  • More specific policy framework for MICs required: coherent set of principles; close cooperation among agencies in policy analysis and normative work
  • Priority to poverty eradication , improvement in governance , reduction in economic and social equality; greater diversification; climate change adaptation/mitigation
major achievements in development cooperation with mics
Major Achievements in Development Cooperation with MICs
  • UNS regarded as provider of policy and technical advice
  • Politically neutral development partner – as such has a defining role in bringing stakeholders together towards shared development goals
  • Advocating and promoting global norms and standards and inclusive development
  • Focus on elimination of disparities and capacity development issues, promotion of equity and social inclusion and responding to human rights violations
  • UN is an important facilitator providing space for all voices
major achievements continued
Major Achievements (continued)
  • In response to the survey : governance, discrimination and social rights are considered to be the greatest priorities of the UN in MICs in terms of policy advice and capacity development
  • Advocacy is considered the most successful form of engagement in MICS
  • Drawing upon its global network enables the UN to provide a well founded second opinion and to provide best practices on managing development challenges
gaps and constraints identified in the sg s report
Gaps and constraints identified in the SG’s report
  • Harmonizing the operational policies and procedures of the UN could reduce transaction costs , reduce duplication and increase efficiency and capacity
  • Potential to enhance joint programmes and to increase and strengthen coordination within UNCTs
  • UN needs to function as a cohesive unit with a well defined leadership and management structure and a joint pool of resources distributed according to clear objectives
gaps and constraints continued
Gaps and constraints (continued)
  • UNDAF must be closely aligned to the country’s development priorities
  • No well defined agenda that guides UN substantive programme content in MICs
  • Greater focus on advocacy and upstream policy advice with a view to developing capacity for Governments
  • Lack of and difficulty in mobilizing resources constitutes a principal constraint for the UN in MICs
  • Responsiveness to the specific needs of MICs requires that adequate operational systems remain in place
gaps and constraints continued 2
Gaps and constraints (continued 2)
  • Highest quality advice on short notice
  • Moving to a more upstream intervention model requires: greater selectivity of programme priorities; greater emphasis on joint programmes
  • Change in organizational set up, systems and staffing -emphasis on advocacy and coordination requires policy experts
  • May lead to organizational framework where local level experts are increasingly complemented by regional based policy advisers and expertise of non resident agencies
  • Still recognizes value that GVTs place on the physical presence of the UN as a link to the international community
shared recommendations from the two reports
Shared recommendations from the two reports
  • The SG report emphasises cohesive UN focused on high end policy advice
  • It insists on continual operational presence both for practical and political reasons, but also greater operational cohesiveness
  • The Coffey model 4 would appear to most clearly reflect the thrust of the SG’s report
key strategic issues for discussion
Key strategic issues for discussion:
  • What UN role is feasible in Algeria
  • Challenge Security Issue
  • Sustainability
  • Opportunities
what un role
What UN role?
  • What sort of presence do we want in Algeria?
  • What is our “niche” in Algeria?
  • Can we provide Algeria-based high-level policy expertise given budgetary constraints?
  • Note that already UNDP in its support to the common system provides extensive operational support to almost 20 non-resident agencies
  • What support should the Algeria UNCT expect from the RDT?
security issue and its impact on operational issues and co costs
Security issue and its impact (on operational issues and CO costs)
  • Relations with Government on security - the Algerian Government is highly interested in the security phase reduction
  • Costs of doing business (Premises, etc.) are proving expensive in relation to levels of programme delivery
  • What degree of risk are we ready to take to be able to deliver the type of programmes relevant to Algeria?
  • Yet we are in a difficult position - SG report recognizes the value of physical presence
  • Can we together with DSS TRU refine our integration of security into programming so that we can arrive at acceptable risk?
sustainability issues related to algeria country offices
Sustainability issues related to Algeria Country Offices
  • Sustainability of Operations and substantive sustainability
  • Financial sustainability given the financial crisis and the expected decline in agency budgets, limited donor financing
  • Staffing issues in the general context of MICs and high demand for senior policy advice, including support to the RC; where will we find and how will we finance the team of policy advisers needed?
sustainability continued
Sustainability (continued)
  • Cost sharing
  • Issue of DaO versus project approach
  • Any change in UN presence would need to be negotiated in revised SBAA’s
slide26

Upstream assistance with high level expertise both at operational and strategic levels :

    • Economic diversification such as financial system reform, industrial development support, international standard etc ..…
    • Environment & Climate change
    • Joint program (eg. Gender, Migration..)
    • Governance &Justice (Parliament, minor under 18)
    • Risks & Humanitarian response (mines, flood, earthquake, Sahraoui refugees….)
slide27

Employment : youth at macro level, institutional building, social protection, etc ….

  • Health: reproductive, maternal and infantile mortality, nutrition, micronutrient, HIV/AIDS, etc…..
  • Partnership : civil society, NGO, south/south corporation, etc …..
  • Government’s determination to implement all ratified conventions (norms &standards) eg: AIEA, UNEP, WIPO….
  • Leadership role in Africa (environment, security, etc….)
the way forward
THE WAY FORWARD
  • UNCT internal retreat for UNDAF MTR
  • An Official MTR with government
  • Resumption of UN House initiative ( 20 M Dollars and 8000 sqm/land)