UNDP Multi-Donor Trust Fund Office Multi-
PBF First Consolidated Annual Progress Report
Presentation to PBF D Donors B i fi Briefing M ti Meeting New York, 24 June 2008
Bisrat Aklilu Executive Coordinator, MDTF Office Partnerships Bureau, United Nations Development Programme
Overview
UNDP Multi-D Multi-Donor T t Fund Office M lti Trust F d Offi UNDP MDTF Office’s Portfolio PBF Annual Progress Report: Methodology PBF Annual Progress Report: Key Findings PBF Annual Progress Report: Emerging Lessons
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UNDP Multi-Donor Trust Fund Office MultiEstablished 2006
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Provides transparent and accountable fund management services to the UN system to enhance its effectiveness, efficiency and coherence at country level , y y
UNDP’s two distinct roles
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Fund Manager (AA) and Recipient UN Organization Integrity & delineation of above two distinct roles strictly maintained Avoids real or perceived conflicts of interest UNDP/AA treats UNDP/Recipient Organization like any other UN Organization
MDTF Office as Fund Manager
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Has no role in fund allocation and project approval decisions Signs MOU with UN agencies, i l UNDP Si ith i incl. Signs LOAs with donors and maintains active liaison Consolidate narrative/financial reports received from Recipient UN Organizations Ensures that lessons are drawn from ongoing experiences and applies these in the design of new trust funds
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UNDP MDTF Office’s Portfolio
as of 31 May 2008 (in USD millions)
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PBF Fund Management:
Key Figures
(as of 31 May 2008)
Donor Resources (44 donors)
Total Portfolio: Outstanding Pledges: Commitments: Deposits: $ 269,212,873 $ 19 290 680 19,290,680 $ 249,922,193 $ 238,467,125
Allocation of Funds: $ 89,860,903
Burundi: Sierra Leone: Liberia: Emergency Window: g y $ 35,000,000 (Jan 2007) $ 35,000,000 (Mar 2007) $ 15,000,000 (Dec 2007) $ 4,860,903 (Côte d’Ivoire, CAR, Guinea, Liberia, ( (Côte Guinea,
Burundi, Haiti) Haiti)
Recipient UN Organizations (12 UN agencies + IOM)
Funds transferred: Projects approved: $ 51,838,927 (to 6 UN agencies)
• Burundi: 16 ($ 30,995,447) • Sierra Leone: 7 ($ 15,982,577) • Emergency Window: 6 ($ 4,860,903) 4,860,903)
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PBF Annual Progress Report: Methodology
Consolidation of Annual Progress Reports in line with PBF TOR, MOU and LOA
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Same methodology used for all MDTFs administered by MDTF Office Progress Reports on activities implemented during the calendar year Standard results-based templates for narrative and financial reports resultsAgreed UNDG terminology and categories used Only includes results and information provided by Recipient UN y p y p Organizations Not assessment of agencies’ performance – which is the task of a PBF Evaluation
Recipient UN Organizations submit Annual Progress Reports
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MDTF Office Consolidates narrative and financial Progress Reports
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First draft shared with the ERSGs (Co-chair, Steering Committee), (CoRecipient UN Organizations, and Steering Committee (Burundi)
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PBF Annual Progress Report: Key Findings
Report on first year of PBF operations (as of 31 December 2007)
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50% of projects operational for 6 months or less Corresponds to start-up phase of projects (incl. establishment of project startimplementation and management capacities and systems; identifying and contracting implementing partners; preparatory work for procurement)
Achievements
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PBF funding critical in filling initial and immediate peacebuilding gaps Strengthening peacebuilding-related national and institutional capacity peacebuildingSupport to the August 2007 Sierra Leone Elections Catalytic role of PBF (additional non-PBF resources mobilized) nonAchievements by Country and Priority Area provided in the Report
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PBF Annual Progress Report: Key Findings
Implementation challenges challenges:
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Natural learning curve for new initiatives (both PBF as new funding mechanism, and new project initiatives involving new partnerships) Time required for capacity development cannot be underestimated In integrated mission context (BINUB and UNIOSIL), process involved to get non-Agency staff familiar with Agency project management principles, nonand applicable regulations, rules and procedures UnderUnder-estimation of capacity required to implement PBF projects (e g (e.g. procurement) Unstable socio-economic and political environments socioDivergence of views and conflicting expectations from various stakeholders in countries
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PBF Annual Progress Report: Financial Performance
(as of 31 December 2007)
Donor Deposits: $ 199 million (41 donors)
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80% of PBF target ($250 million) 5 largest contributors: Sweden, Norway, Japan, Canada, Netherlands 25 non-OECD donors (incl. Egypt, Qatar, Turkey, Brazil, Chile, nonThailand, Thailand, Morocco etc.) etc.)
Transfers to Recipient UN Organizations: $ 46.52 million
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23% of deposits UNDP: $37.63 illi UNDP $37 63 million, UNFPA: $4 million, UNIFEM: $3 million, UNHCR: $0.7 million, UNOPS: $0.79 million, OHCHR: $0.4 million, 81% (21 projects) j t ) 9% (1 project) 6% (1 project) 1% (1 project) 2% (1 project) 1% (1 project)
PBF Annual Progress Report: Financial Performance
(as of 31 December 2007)
Total Expenditures
Window/Country Window 1: Burundi Window 1: Sierra Leone Window 3*: (Cote d’Ivoire) TOTAL Expenditure (US$ million) 3.87 5.73 0.06 9.66 % of transferred 14% 36% 2% 21% No. of projects 13 7 4 24
* Only Côte d’Ivoire reported expenditure, while CAR, Guinea Conakry and Liberia received funding in late 2007, and did not report any expenditure by end of Dec. 2007.
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PBF Annual Progress Report: Financial Performance
(as of 31 December 2007)
Administrative Agent fee: $1.99 million (1% deducted at time of deposit) $1 99 Indirect Costs of Recipient UN Organizations: o $0.62 million (6.8% of total programme cost, i.e. within the permitted range of 5-9%, and slightly below average 7%) 5Direct Costs (Steering Committees Support Offices, PBSO, Advisory Group): $88,506 Interest Earned: $7.76 million (PBF account) o Additional $0.59 million (to be transferred by UNDP & UNIFEM)
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PBF Annual Progress Report: Emerging Lessons
Recipient UN Organizations’ Annual Progress Reports to be shared and discussed at the level of the Steering Committee prior to submitting them to MDTF Office (could delay LOA reporting schedule) MDTF Office/PBSO joint mission support to provide guidance/support during the preparation of Annual Progress Reports (to both agencies and Steering Committee’s Technical Secretariat) Final Consolidated Report to be discussed at the level of the Steering Committee to reflect on lessons learned and corrective measures required q As PBF expands, need to agree on a standard list of PBF sectors/priority areas, to allow comparison and analysis across countries Annual Progress Reports need to focus on core peacebuilding outcomes vs. objectives set at the level of projects
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MultiMulti-Donor Trust Fund Office
Partnerships Bureau, UNDP
www.undp.org/mdtf d / d f
Thank you
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