Country Most significant UNCT achievements in the past year Afghanistan UNDAF 2010 2013 has been finalized and signed in line with the Afghanistan National Development Str by brz81565

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									Country       Most significant UNCT achievements in the past year

Afghanistan   - UNDAF 2010-2013 has been finalized and signed, in line with
              the Afghanistan National Development Strategy (ANDS) and four
              geographical areas for common programme focus have been
              identified as part of the UNDAF. - HACT: Ex-Com agencies, with
              UNICEF acting as focal agency prepared for HACT implementation
              planned for March 2010, including development of a timeline
              activity plan, conclusion of MoU with Ex-Com Agencies on cost
              sharing, plans to conclude macro assessment by utilising the
              Public Finance Management Review Report, and assessment by
              World Bank/DFIB, USAID, and ADB. This will be followed by micro-
              assessments of partners and conclusion of training activities for
              staff members and implementing partners. - UNCT and SMT
              meetings are being convened weekly to discuss prorgamme and
              operations issues; in 2009 security was one of the major areas of
              joint concern resulting in joint responses to threat against the
Albania       UN. one budgetary framework and the establishment of the
              Coherence Fund resulted in significant donor contributions. This is
              a change from earlier years where funding gaps remained large.
              Particularly noteworthy is a contribution from the EC; usually EC
              contributions were neither possible for pooled funding
              arrangements not for unearmarked funds. Perhaps this is a

Algeria       -Improvement of the security of UN Staff -Improvement of the
              functionning system of the SMT
              -Improvement of the relationship between Government and UN
              after the 11th December attack of the UN House.

Angola        The United Nations Country Team (UNCT) is implementing a Joint
              Programme on MDG-Funds for water and sanitation, and the
              nutrition security programme has just been approved by the MDG
              Secretariat and set to start from January 2010. The joint
              technical assistance team in HIV/AIDS is also operational.
              UNICEF contributed to the preparation of a joint proposal for
              MDG-Funds and supported the Secretary of State for Water (SEA)
              in the elaboration of the action plan. During the emergency
              situation with the expulsion of Angolans from the DRC, the UNCT
              was effective in helping the government ensure technical
              assistance in the management of the camps, respond to the basic
              needs of returnees and provide some supplies, materials and
              equipments. The cluster mechanism, however, was not very
Argentina    The most significant achievements were the UNDAF and the joint
             actions with the Ministry of Health. The UNDAF, the first ever in
             Argentina, was signed with the national government September
             26 2009. It includes a a results oriented framework and a solid
             communication strategy which may contribute to counter
             traditional public policies dominated by highly centralized
             projects. The expectation is that the UNDAF will assist Argentina
             in its own participatory and transparent planning of strategies
             related MDGs and human rights. participative and transparent.
             The joint actions in health, for its part have involved WHO/PAHO,
             UNICEF, UNFPA, UNAIDS and high level directors of the Ministry
             of Health. It made a central contribution to the development of
             the 2008-2011 National Plan for the reduction of maternal and
             child mortality. The initiative will continue in 2010 .
Armenia      - The development, finalization and signature of the new UNDAF
             for 2010-2015
             - Advocacy on attention to the social sector as a consequence of
             the impact of the economic crisis (Joint organization of a
             conference together with WB and IMP in April; joint household
             survey on vulnerability with government, participation of
             government to Almaty conference organized by the Regional
             Offices of UNICEF, UNDP, ILO and FAO)

Azerbaijan   Completion of the UNDAF is cleary the major achievement of the
             UNCT. All other things pale into insignificance, really

Bangladesh   1)The UN system supported the Government in finalising the
             Ordinance that established the country‘s first National Human
             Rights Commission. Key results in the area of human rights to
             which UN system has contributed include: a) Establishment of the
             National Human Rights Commission; b) Policies aimed at
             eliminating child labour and discriminatory practices; c)
             Development of appropriate monitoring mechanisms to combat
             exploitation and abuse of overseas migrant workers; and d)
             Protection of rights of the Rohingya refugees
             2)UNCT provided effective support to the country in managing
             the Influenza A (H1N1) situation and response. WHO provided
             support on the human health side and UNICEF supported the
             massive communication materials and advocacy.

Barbados     Following the OECS Secretariat Meeting in St.Lucia in October
             2009, UN HOAs agreed to explore the development of the 2012
             UNDAF with the OECS Secretariat.
Belarus   The most significant achievement by the UNCT is securing
          continued multi-million funding from the Global Fund to Fight
          HIV/AIDS, Tuberculosis and Malaria (GFATM) to support projects
          to prevent and treat HIV/AIDS and TB in Belarus until 2015,
          which have been implemented by UNDP together other UNCT
          agencies (WHO, UNICEF and others). The second achievement is
          successful preparation of the UNDAF for Belarus for 2011-2015.
Belize    In 2009, an MTR of the UNDAF was conducted with participation
          of all agencies. Report of review pending at this time but
          preliminary results speak to weak national capacity to achieve
          results. Joint training in security issues as well as first aid and
          HRAP/RBM Joint response to H1N1 threat and

Benin     - Setting up of a UN Information and Documentation Center;
          - Emergency Preparedness and response: an inter-agency
          contingency plan was developed and support was provided to
          Government for the elaboration of a national contingency plan. In
          the meantime, technical and financial support was provided to
          the Government to respond to the floods emergency, and UNICEF
          is co-chairing the joint Government-Technical and Financial
          Partners coordination committee. An OCHA mission helped in
          sharpening the situation analysis and the methodology of the
Bhutan    Operationsl: UN-Bhutan has a effective, well functioning OMT
          (Operational Management Team), which is streamlining and
          harmonizing common services, joint LTAs, training efforts, UN-
          Care, and also is responsible for the execution of the joint BCP
          (Business Continuity Plan) and Pandemic Plan, The UN-Bhutan is
          also pursuing determinedly the building of common premises.
          The UNCT sees one UN-house, one of the 4 UN-coherence pillars
          as extremely important to achieve UN-coherence, since common
          premises will contribute to efficiency by reducing travel time &
          expenses to convene meetings. It will facilitate contact between
          staff, thus enhance exchange of information, make collaboration
          easier and foster programmatic synergy. Programmatic: UNICEF
          took lead in developing the 18 month rolling plans for all UN
          supported programme. The rolling plan covers the period January
          2009 till June 2010 synchronizing the UN's calendar and the
          government's fiscal year, which finishes in June. This brought
          about substantial reduction of supplementary budget
Bolivia   incorporation which the "Convivir, Sembrar Paz" campaign, which
          1. The launching of normally is time consuming. UNICEF also
          means, live together, plant peace. Although launched in 2008,
          the campaign has grown in scale and scope in 2009. The
          campaign has been a major initiative which has provided for
          greater collaboration between the UN agencies and has
          contributed towards a stronger reputation of the UNCT in the
          previously uncharted programme area of conflict prevention in
          Bolivia. 2. Incorporation of social issues and themes, including
          those related to children's and women's rights, in the national
          political landscape. This has resulted from the decision during the
          2009 UNCT retreat that children's issues represent core issues to
          achieve the MDGs and to promote basic social development
Bosnia     The most significant achievement has been the approval and
           initial implementation of four Spanish MDG-F funded UN joint
           programmes. This will enhance UN coherence and image in BiH
           and will give opportunities to strengthen the UN role in strategic
           areas such as education, culture, economic governance, youth
           and environment.

Botswana   As a self-starter country for "Delivering as One" the UNCT has
           moved beyond the UNDAF signed late in 2008. An UNDAF Action
           Plan - the Government of Botswana-UN Programme Operational
           Plan (2010-2014) was finalised and signed on 15 December
           2009. This plan involves 15 UN agencies, 7 of which are resident
           in Botswana with 8 covering Botswana from offices in
           neighbouring countries. The combined programme of cooperation
           will total an estimated US$94 million over the 5 year period. The
           primary mode of operation for programm implementation will be
           through joint planning and review mechanisms. Five component
           coordination groups have been formed in line with the UNDAF
           and National Development plan 10. These will be co-chaired by
           the convening government Ministry supported by co-chairs from
           corresponding resident UN Agencies. UNICEF currently chairs the
           Governance and Human Rights group and has representation in
           each of the other groups:Economic Diversification and Poverty
           Reduction, Health and HIV/AIDS, Environment and Climate
           Change, Children, Youth and Women Empowerment. The
Brazil     Programmatic: The UNCT has four joint programmes; this will
           enhance UN coherence and the UNs image in Brazil. These were
           developed in a participatory manner and are fully in line with the
           UNDAF results framework. These are very concrete steps for the
           UN in Brazil to demonstrate the role of the UN in a MIC based on
           the complementarity of each agencies mandates. UNDAF Review:
           This review took into consideration the trends noted within the
           socio-economic indicators and the political context in the country
           as well as internal UN discussions on the transformed
           engagement and role of the UN in a Middle Income Country,
           including the UN role in South-South Cooperation. The UNCT
           hosted a number of high level visits - the UN high Commissioner
           for Human Rights and the Special Realtor on the right to food.

Bulgaria   2009 was the last year of UNDP presence in Bulgaria. There have
           not been much joint work. A good coordination was ensured for
           the N1H1 pandemic.
Burkina Faso   1- UN Lead role in Emergency preparedness and response: Under
               the strong leadership of UN Resident Coordinator, UN agencies
               (in close collaboration with other Humanitarian agencies)
               coordinated assistance to 150,000 people directly affected by the
               massive floods in Ouagadougou capital city caused by 1st
               September centennial fall of 263 mm in 12 hours-more than a
               third of the average annual total rainfall. UNCT immediate
               mobilization of emergency funds and prepositioned contingency
               stock to support the initial response until other emergency
               funding became available was critical and acknowleged by the
               Government. Effective implementation of the Inter-Agency
               Standing Committee (IASC) Cluster Approach. UN Flash appeal
               and UN joint request to the CERF. The quality of the response to
               floods was made possible thanks to the UNCT assistance to GVT
               in 2008-2009 to prepare a national multirisk contingency plan
               (best practice), organize an emergency response simulation (in
               Boromo city) and prepare an EPR programme (funded by BCPR).
Burundi        2- Finalisation and approval by Government, of the UNDAF 2010-
               1. Enhanced UN strategic positioning in policy dialog and national
               2. Development of 4 joint Programmes (1 per UNDAF pillar) and
               finailsation of the Operational Plan for UNDAF;
               3. Considering the current security situation explore jointly
               modalities for operations of the UN Programmes (Reflection was
               done with support form the Political Directorate of BINUB)

Cambodia       -Joint positions on unlawful evictions, land rights,
               decentralisation, NGO law...
               -Common advocacy on maternal mortality reduction

Cameroon       UNDAF review Proposed Communicating as One preliminary
               strategy presented with some aspects accepted by UNCT. At least
               it is being talked about.
Cape Verde                       On a general note, there have been significant achievements with
                                 regard to the actual implementation of Delivering as One. The
                                 One UN programme currently consists of 9 sub-programmes
                                 counting on the involvement of 21 UN Agencies, Funds and
                                 Programmes. Efforts are continuous in ensuring that UN
                                 assistance is more coherent and more relevant to the country‘s
                                 ambitious transformation agenda. Of particular note during 2009,
                                 was the very effective and rapid way the UN system came
                                 together to assist national efforts to combat the first ever Dengue
                                 epidemic occurring during the last trimester of 2009. In the
                                 capital Praia, an estimated 11% of the population was clinically
                                 diagnosed with Dengue fever, and on the island of Fogo, a
                                 staggering 15. UNDP, UNICEF and UNFPA acted promptly and
                                 jointly, releasing financial resources to assist both the central
                                 Government and the municipality of Praia in both vector-control
                                 and social mobilization efforts. UNICEF also worked hand in hand
                                 with WHO and OCHA in formulating a timely CERF request, which
Central African Republic (CAR)   The swiftly approved. WHO action to adopt a joint advocacy
                                 was UNCT has provisonally agreed is focused on case
                                 strategy initially based on UNICEF's advocacy strategy which was
                                 developed mid-year with support from NYHQ. The UNCT has
                                 begun the process of reviewing the implications of an integrated
                                 mission on the UNDAF both from a political, but also from a
                                 programmtic perspective. This review process will be completed
                                 in 2010. The UNCT has proactively sought strong collaboration on
                                 issues related to emergency response and the DDR, in effect
                                 acting as an integrated team despite the formal requirment oly
                                 startig in 2010.

Chad                             - Roundtable on Roadmap for acceleration and reduction of
                                 maternal and neonatal mortality was held at the end of
                                 November. CFA 86 milliards was mobilized for the
                                 implementation of this roadmap - Join document on nutrition
                                 elaborated and signed between UNICEF, WFP, UNFPA and FAO.
                                 - TchadInfo put in place by UNICEF, UNFPA and UNDP.
Chile      Inter-agency project to prevent conflicts in Chile. Funded by the
           Government of Spain.
           • The Government of Spain funded the project ―Strengthening the
           national capacities for intercultural conflict prevention and its
           management in Chile‖ project. It is an inter-agency intervention
           that will be implemented mainly in the IX Region, but not
           exclusively. The following UN agencies participates: UNDP, FAO,
           • During the year, relation with ECLAC continued, especially for
           the joint preparation of the bulleting ―Desafíos‖ (Challenges), this
           year devoted to the topic of violence against children in LAC.

China      a) The successful development and finalization of a new Joint
           Programme on Children, Nutrition and Food Security. b) The
           development of the UNDAF.

Columbia   a) With Colombia's acceptance of the 1612 mechanism for
           monitoring and reporting on child rights violations related to
           armed conflict, the UN Agencies that form part of the mechanism
           collaborated with the civil society members of the mechanism to
           identify and document gross violations of child rights by parties
           to the conflict. Information on these violations was then included
           in the first Country Annual Report (CAR) on Children in Armed
           Conflict in Colombia, submitted in August to the Office of the
           Special Representative of the Secretary General for CAAC. The
           UNRC and the UNICEF Representative co-chair the mechanism
           and, given the political sensitivities around 1612 issues, also
           briefed the entire UNCT on the draft report and it's preparation
           process. The UNCT also discussed security issues related to the
           identification and documentation of 1612 violations, particularly
           including data security following several thefts of computer
           equipment, and initiated an update of Colombia's Security Risk
           Assessment to highlight these concerns and coordinate an
Comoros      Preparation and submission to UN-DOCO of the Comoros One
             Programme ''Unis dans l'action'' after accession of Comoros to
             the group of 'self-starter' countries for ''Delivering as One'' UN
             Reform efforts. Effective mobilisation of non-resident agencies
             and their inclusion in the One Programme proposal sent to the

Congo        Following the signature of UNDAF in 2008, the UNCT focused on
             the next steps for its implementation, leading the two following
             main achievements: (1) Strengthened credibility and leadership
             of the UN System in policy debate, through activation of UNDAF
             Thematic Groups, and participation of government institutions as
             well as development partners in these platforms. (2)
             Development of four joint programmes (Health, Food and
             Nutrition Security, Monitoring of MDGs, HIV/Aids

Costa Rica   Coordination and UN coherence received an important boost in
             2009, when 4 new joint programmes started, financed by the
             Spain-UNDP MDG Fund. UNICEF participates in 3 of them. As a
             visible joint advocacy and political initiative, the UNCT organized
             a dialogue with the Presidential candidates on 8 December. In the
             event the candidates signed a commitment to reinforce the
             country's efforts to reach the MDGs during the next
Cote D'ivoire   1.Establishment of an Integrated Strategic Framework (ISF) to
                ensure a joint approach for programmatic planning and smooth
                transition between the operations of the UN Mission UNOCI and
                the UNCT, Cote d'Ivoire being one of the pilot countries for the
                integrated mission approach. Five working groups were created:
                DDR, Rule of Law, Elections, Protection and social cohesion.
                UNICEF is an active member in the rule of law, protection and
                social cohesion groups. 2.Development of mid-term
                interventions in line with the UNDAF 2009-2013 and in support of
                the PRSP for the same period. The first year of UNDAF marked
                the effective implementation of harmonized and coordinated UN
                development interventions. Substantial support was also
                provided in finalizing priority PRSP matrixes. Mechanisms were
                established for planning, coordination and monitoring, necessary
                for the effective operationalization of the UNDAF in line with
                development priorities of the Government.
                This year the Deputy Representative also acted as the head of
Croatia         UNCT in Croatia functions as an Team which takes the lead on
                the UN Programme Managementinformal structure, there is no
                formal RC. a)Five out of six UN agencies present in the country,
                sharing common premises provided by the Government in 2008,
                continued joint work on security and operational issues. b) Four
                agencies (UNDP, UNICEF, UNHCR and IOM) in March 2009 started
                joint implementation of the project ‗Closing the Chapter: Social
                Inclusion and Conflict Transformation in War Affected Areas of
                Croatia‘ under the Spanish MDG Achievement Fund, funded in the
                amount of USD $3 million.
Cuba            - As a great achievement for the UN System in Cuba, the
                agencies received the approval of two proposals for financing
                from the Spain MDG Fund. UNICEF will be the leader coordinator
                for the ―Supporting the fight against anemia in vulnerable groups
                in Cuba‖ which will bring considerable additional financing for
                UNICEF programmes in Cuba.
                - Joint work on emergency and rehabilitation

Djibouti        No1 : Signature and implementation of a joint cproject to buid
                apacity of the national institutions on Human Rights (UNHCHR,
                UNDP, UNICEF and UNFPA). No2 : Mobilization of two rounds of
                CERF funding through the underfunded window modality, and
                implementation of emergency response activities by WFP,
                UNICEF, FAO, WHO, UNFPA and UNHCR No3 : Launching of the
                MICS 4 and preparation of a Memorandum of Understanding to
                support this survey. Participating agencies: WFP, UNDP, UNFPA,
                WHO and UNHCR; with UNICEF as the managing agent.
Dominican Republic   * The arrival of new Heads of Agencies - WFP/UNICEF/OIM/FAO -
                     as well as new RC in 2009 led to significant changes in the UNCT
                     management. Team spirit has been reinforced thanks to 2 fruitfull
                     internal retreats and main priorities identified. The group decided
                     and held regular meetings (twice a month ) under the leadership
                     of the new RC. Her OCHA background serves her very well in this
                     * UNETE ( emergency team) has been consolidated, TOR
                     reviewed, organized for first time a bi national meeting with Haiti
                     team and established a Humanitarian Network (Red
                     Humanitaria).All heads of Agencies have been trained by OCHA
DR. Congo            The UNCT participated in two key integrated mission planning
                     exercises this year: 1. The Technical Assessment Mission (TAM)
                     had the objective of planning the gradual disengagement of
                     MONUC and take over of the UNCT in the west of the the country
                     as per the recommendations of SCR 1856. 2. The Integrated
                     Strategic Framework recommended by the SG's Policy Committee
                     asked the UN system in DRC (MONUC and UN agencies) to
                     prepare an overarching strategy for the UN's peace consolidation
                     efforts in the DRC. This is to provide a joint UN system strategic
                     umbrella and not to substitue for the UNDAF and agencies
                     country programmes.

East Timor           a) Timor-Leste's second MDG Report was done. The second MDG
                     report containing updated 36 indicators was launched by the
                     Prime Minister in April 2009. The report is in English, Portuguese
                     and Tetun. The analysis and dissemination of the status of the
                     MDGs in Timor-Leste provides an important tool for national
                     policy makers to design inclusive development policies. b)
                     Technical support was provided to CEDAW Reporting and Timor-
                     Leste's first Constructive Dialogue with CEDAW Committee on 29-
                     30 July 2009. c) Cluster approach was rolled out and endorsed by
                     Inter-Agency Steering Committee at the Global Level. ToRs were
                     developed for all 11 clusters; as well as work plans. Several
                     disaster simulation exercises took place in order to strengthen
                     the capacity of the GoTL to response in a cross ministerial
                     manner. d) Programmatically, UNCT started the implementation
                     of the first year programmes of UNDAF and successfully reviewed
                     its results, challenges and relevance jointly with the government
                     and other development partners, and agreed on the programme
Ecuador              focus for 2010.
                     The UNDAF process was long and difficult. In 2008, UNICEF
                     Ecuador had to request authorization for a bridging year in 2009.
                     Strong advocacy and programmatic efforts to negotiate UNDAF,
                     finally it was approved and fully supported by the Government
                     trough the External Affairs Ministry. Another important
                     achievement of the UNCT, was the successful negotiation and
                     coordination process with the Government for the management
                     and implementation of the MGD-Funds from the Spanish
                     government. This modality of international cooperation is not
                     fully accepted by the Government, given their strong sense of
                     national empowerment.
Egypt               The MTR of UNDAF reviewed progress, relevance of current
                    UNDAF against government priorities and focused on lessons
                    learned from the first two and a half years of implementation.
                    UNDAF outputs were revised to better reflect actual cooperation
                    and on incorporating emerging issues in the next UNDAF cycle
El Salvador         One of the most significant achievements of the UNCT is the
                    support provided for an adequate transition from the previous
                    administration of the government to the current one that
                    assumed functions in June 1, 2009. During the election period,
                    the UNCT, specifically UNDP coordinated the European mission for
                    monitoring the electoral process and provided support to the
                    elected President with technical and material resources during
                    the period of transition – March to May 2009. UNICEF and other
                    UN Agencies have participated in the sectoral transition
                    meetings, as observers and also, to provide key information on
                    cooperation issues. These efforts contributed to a relatively
                    fluent, harmonious and transparent transition process, which was
                    particularly important, considering the risks of political instability
                    stemming from the political shift from ARENA o FMLN after 20
                    years, that was a common concern of the population, and some
                    political analyst and media. Another significant achievement is
                    the coordinated support and response provided during the
Equatorial Guinea   1. The MDG Progress IDA hurricane, which affected the
                    emergency caused byReport which was validated by around
                    Government in a very participative process 2. A new offer of
                    cooperation was developed to repositioning more strategically the
                    UNCTcooperation in this country that it has become very rapidly
                    in a middle income country thanks to the Oil revenues
Ethiopia            - The UNCT coordinated an MTR of the UNDAF. The exercise was
                    conducted in three steps: regional MTRs in every single region, a
                    federal level MTR with the Federal ministries and a national MTR
                    meeting led by the Ministry of Finance and Economic
                    Development which summarized the main conclusions and
                    recommendations. The MTR exercise benefited from a very good
                    participation by government counterparts and resulted in
                    significant improvements, including reducing the complexity of
                    the UNDAF results framework by reducing the number of
                    outcomes, outputs and indicators to ensure a more focused
                    support of the UN and increased accountability.
                    - The MTR also provided space to discuss operational constraints
                    with government counterparts especially MOFEDs and BOFEDs,
                    such as the ones linked to the Direct Cash transfers and delayed
                    custom clearance of supply inputs.
                    - A main decision was for the UN to be a self-starting DAO
                    country. Progress has been made to strengthen the RC‘s office so
                    that it can assume more coordinating responsibilities. - The
Fiji      i) Organisation of the Pacific Conference on the Human Face of
          the Global Economic Crisis in Feb 2010. During 2009 the UNCT
          has shephereded the organisation of this major conference
          bringing on board other development partners including the CROP
          (Council of Regional Organizations in the Pacific) agencies, Pacific
          Island Forum, ADB etc. ii) Operationalisation of the UN One Fund
          for Kiribati. Following more than a year of negotiations within the
          UN and with development partners, the UN One Fund
          documentation was agreed and signed in September. Funds have
          been mobilised through the DAO window while negotiations
          continue with Australia. Progress with this initiative has spurred a
          number of agencies to move forward with similar but somewhat
          simplerarrangements for two north Pacific countries (Palau and
          iii) HACT. The UNCT has moved the HACT process forward with
Gabon     three were three significant achievements
          There countries HACT compliant for 2010. by UNCT in 2009 : (i)
          The country is now committed to develop a Demographic and
          Health Survey to update the social and Health data following a
          strong advocacy from UNCT initiated by UNICEF , (ii) the UNCT
          advocated for a better preparation to face emergency situation,
          and in March and December 2009, WCARO provided a technical
          support to train the UNCT and government counterparts in the
          emergency preparedness and response; and (iii) Gabon has
          finally signed with GFATM R8 a grant for Euro 6 millions for two
          years following a collective technical support from UNCT.
Gambia    1. The UNCT provided concerted support to the Government of
          the Gambia and UNECA to host the 8th Africa Regional
          Conference on Women (Beijing +15) in Banjul from 16-20
          November 2009. 2. Following the severe rainfall in the sub-region
          in September and in response to the official request from the
          National Disaster Management Council to address the emergency
          needs of the affected population, the UNCT led by the RCO
          prepared an emergency proposal submitted to OCHA for CERF
          funding. UNICEF provided support to replenish the pre-positioned
          emergency supplied for WASH that were used in the immediate
          response by local authorities and also strengthened behaviour
          change communication nationwide amounting to some $56,000 in
          emergency supplies as part of this proposal.

Georgia   The UNCT has been very strong in helping UN agencies adapt to
          the withdrawal of DPKO from the conmflict affected area of
          Abkhaiza and the political and logistical impact upon UNICEF.
          The UNCT also developed an important UNDAF-on the back of
          last year's conflict in Georgia and in the run up to the 2015 MDG
          deadline. UNCT was able to gain Government support in a
          crowded policy environment.
Ghana           1. There has been continued progress with harmonising UN
                support to national and sectoral plans. The UNDAF MTR in 2008
                recommended a greater focus on harmonisation and alignment
                with Government work plans through formulating ―common‖ UN
                AWPs and increased efforts to provide the Government with more
                predictable funding commitments and exploration of possibilities
                for sector budget support. Curently there are common workplans
                for data/M&E, HIV/AIDS and a draft for health/nutrition.
                2. The UNCT has come together to synergise engagement with
                parliament and as such has formulation joint advocacy material
                on the MDGs and organised a briefing session for key
                parliamentatrians with a view to developing a few key
                interventions with parliament.
                3. The UNCT has endorsed and supported (technically and
                financially) the recruitment of an L4 coordinator for the RC unit.
                UNICEF played a major role in advocacy for this and supported in
                the formulation of ToR, selection and contribution to salary.
Guatemala       1. Launching of operation of interagency thematic groups
                resolved among others in substantive funding for six MDG
                Windows supportive by UNDP-Spanish Global Fund. That way
                UNCT agencies are managing the largest and biggest package at
                global level.
                2. The Latinamerican launching of the SG Global Campaign on
                Ending Violence Against Women took place in Guatemala with the
                attendance of Highest National Authorities, civil society, UN RDs
Guinea          and le plan programmatique : la poursuite du programme
                Sur International Community.
                conjoint en Guinée Foresrtière ; le développement en commun
                des revues annuelles, Micro évaluation de HACT. Sur le plan
                opérationnel : Le partenarait développé entre les différentes
                agences des Nations Unies pour le Gestion de l'Urgence en
                Guinée sous la responsabilité des différents Clusters mis en place
                depuis 2007 et sous la Coordination de OCHA et du
Guinea Bissau   Coordonnateur Humaniataire (RC). next PRPS (DENARP) using
                1. Support to the preparation of the
                the existing UNDAF (and reviews of UNDAF)
                2. Successful merging of Peacebuilding Framework and UNDAF
                into integrated approach that will ensure coherent integrated
                mission beginning
Guyana          Guyana CO- From the outcomes of the 2008 UNICEF MTR and the
                UNDAF Review, it was proposed that during 2009 the UNCT was
                to vigorously engage the Government on a more coherent UN
                programme in support of national development priorities, social
                policies and strategies, accompanied by continuing strong
                emphasis on simplifying and harmonizing UN procedures. For
                these objectives the UNCT established inter agency sub groups
                that have been providing forums to enable collaborative
                approaches to attain them. These sub groups have provided
                significant input within national policy formulation mechanisms
                most notably with EPRP and Climate Change.
                GUYANA: UNCT initiated process for Harmonization of UN
                Agencies Programming Cycles . With the current programming
                cycle due to end in 2010, the UNCT again examined
                harmonization of agencies‘ cycles. It was felt that harmonization
                with the national development programme is more important
                than harmonization with the cycle in the rest of the Caribbean.
                UNDP and UNICEF have the same programme cycle from 2006-
                2010, whereas UNFPA‘s runs from 2007-2011 and PAHO/WHO‘s
                biennium is 2008-2009, with the next one from 2010-2011.
Honduras    1. Creation of Red Humanitaria (Humanitarian Network) to
            establish coordination body between UN system and NGOs to
            strengthen the emergency preparedness and response capacity.
            2. Response to the high alert of Influenza A H1N1 upon the
            epidemic in Mexico. UNCT played a crucial role to coordinate
            prompt response by promoting collaborations among the UN
            agencies. Continued awareness raising activities led by UN
            agencies was particularly important after the Political Crisis in
            June substantially debilitated its governmental capacity to make
            adequate response.
India       A. First UN common premises ever in India now open in Patna
            (UNDP, UNICEF, UNFPA) and Bhopal (UNICEF, WFP, UN
            Volunteers, UN HABITAT, UNFPA, UNDP). B. Advocacy with
            Parliamentarians and Members of the Legislative Assemblies in
            the States. 1. Policy advocacy with elected representatives: • The
            UN has a knowledge association with the Parliament of India.
            Under the aegis of this partnership, an interaction was held with
            the Parliamentary Forum on Water Conservation and
            Management on ‗Groundwater Management‘. • Provided material
            on MDGs to Parliament (Bureau of Parliamentary Studies and
            Training) for orientation of 250 Parliamentarians. The MDG Fact
            Sheets have been produced with inputs from UNICEF • Elected
            Representatives Consultation on Improving Newborn Survival in
            India: A meeting attended by 21 Members of Parliament and
            Legislative Assemblies from Andhra Pradesh, Assam, Bihar,
            Madhya Pradesh, Rajasthan, Uttar Pradesh, Tamil Nadu, Haryana
            and Delhi. The elected representatives shared strategies and best
            practices being implemented in their respective states to address
            the problem high rates of neo-natal mortality and discussed
            strategies to be implemented in 2010 2. Policy advocacy with
            Legislative Assemblies held with support of UNICEF Bihar:
            • Visit of 9 MLAs of the Legislative Committee of Women and
            Children to Tamil Nadu to observe health procurement systems
            and Activity Based Learning. • Meeting of the Legislative
Indonesia   1. Humanitarian Response in West Java and West Sumatra to
            address emergency needs follwoing the earthquakes of
            September 2009. Life-savings interventions were successfully
            carried out, no outbreak of diseases were registered and UNICEF
            was able to take responsibilities for cluster leadership.

Iran        1. Completion of an internal "Iran Analysis" in preparation for the
            next UNDAF. This was a significant achievement it had to be done
            in lieu of a formal CCA which was strongly discouraged by
            National Governmental Counterparts. 2. Initiation and
            implementation of a joint UN-MoH study on social welfare
            systems in Iran. 3. UN Cares Programme roll-out and
Iraq        The two most significant achievements by the UNCT in 2009 were
            the completion of three major strategic planning, analysis and
            funding documents: the CCA, UNDAF, and the IHAP. In addition,
            following the Secretary General‘s designation of the UN presence
            in Iraq as an integrated mission, UNAMI and UNCT made initial
            steps towards integration with a strategic planning retreat in
            December 2009.

Jamaica     One significant achievement has been a successful UNDAF
            review. All of the agencies on each outcome group met for the
            first time during the year and systematically reviewed the
            particular outcome. These individual reviews preceeded a two day
            complete UNDAF review workshop. The regular meetings of the
            outcome groups will continue throughout 2010 to prepare for the
            NDAF review the first half of 2010. Re-convening these outcome
            groups was extremely beneficial and all those involved in the
            exercise agreed on continuing these groups on a regular basis.
            Another achievevement was the successful joint proposal that
            was drafted by UNICEF, PAHO/WHO and the RC's Office in
            repsonse to the H1N1 threat. US $90,000 was recieved for the
            design of a communication of a communication strategy.

Jordan CO   • The country Team focused on UNDAF working groups in 2009,
            resulting in better UN programme coordination; joint
            programming and planning including production of the CEDAW
            report, initiated the joint programme aimed to reduce violence
            against women and children; joint advocacy with National Centre
            for Security and Crises Management (NCSCM), to facilitate
            agreement on a joint UN programme on emergency response and
            DRR. • The Country Team also convened a joint UNCT retreat for
            Jordan and Syria to discuss and suggest actions to enhance the
            ―Management and Accountability Framework‖ and advance UN
            Reform (and DaO) in Syria and Jordan and a wide range of other
            issues of common interest.
Kazakstan   1. Signing of 2010-2015 UNDAF in May 2009 and familiarisation
            of regional authorities about the purpose and expected outcomes
            of the new UNDAF outcomes.
            2. Evaluation of 2005-2009 UNDAF
Kenya CO     The UNCT was successful in realigning the UNDAF following the
             development of indicators to monitor the National Medium Term
             Plan through a National Reporting Framework in April 2009. The
             UN in collaboration with partners from the Ministry of Finance,
             the Ministry of State for Planning National Development and
             Vision 2030, and the secretariat of the Donor Harmonization,
             Alignment, and Coordination group, constituted an ― UNDAF
             Realignment Reference Group‘ to undertake a realignment and
             refinement of the UNDAF results matrix, monitoring and
             evaluation framework with the indicators of the National
             Reporting Framework that correspond to the areas in which the
             UN has collective expertise and comparative advantage. This
             process was undertaken over a fourth month consultative process
             and included reflection on alignment of the UN planning cycle to
             the Government fiscal planning cycle.
             The UNCT has given coordinated and continued support to the
             humanitarian sector with reference to the recent post election
             crisis as well as the worst drought emergency of the past ten
Kosovo       1) Establishment of a joint area based programme in the
             politicaly sensitive region of Mitrovica which is still adminitratively
             divided between a Northern part (under Kosovo Serb control) and
             a Southern part (under the control of the authorities in Pristina).
             The participating agencies are: UNFPA, WHO, UNDP, UNICEF,
             2) The organisation of a joint symposium with Parlamentarians on
             the achievement of the MDGs in Kosovo and the support of
             Parliament on drafting a white paper on inclusion.

Kyrgyzstan   (1) Winter Flash Appeal:
             (2) Multi-sector Rapid Needs Assessment:
             (3) Expanded Delivering as One Window (DaO) Funding
             (4) Voice and Accountability Proposal to the EC 1) Winter Flash
             Appeal The first ever Flash Appeal for Kyrgyzstan was launched
             on 30 November 2008, at the request of the Government. Its
             implementation concluded on 30 May 2009. The Flash Appeal was
             a one-off humanitarian response to a particularly worrying
             pattern of socio-economic indicators converging in autumn-winter
             2008 that saw soaring food and fuel prices, adverse weather and
             declining remittances, which had weakened the purchasing power
             of the most vulnerable and contributed to a precarious food
             security situation for some. The Flash Appeal responded
             proactively to humanitarian needs of the population, focusing on
             the most vulnerable segments of society. In particular, the
             humanitarian appeal, as revised and implemented, delivered
             primarily food aid to address the precarious food security
             situation faced by the most vulnerable citizens of the country and
             agricultural inputs (seeds, veterinary medicine, and fertilizers) to
             support poor farmers to maintain their livelihoods. In total, nearly
             $9 million, or 61 per cent of the total funds appealed for under
             the Flash Appeal were received. Appeal projects alleviated the
             hardship of several hundred thousand of the most vulnerable
             people in Kyrgyzstan over the winter and spring, with the food
Laos      The first visit of a UN Secretary General to the Lao PDR in 25
          years was a major success. During his one-day stay in April 2009,
          Mr Ban Ki-moon launched the MDG Progress Report and
          inaugurated a new UN House. His official comments cited Lao
          PDR‘s progress towards achievement of the MDGs relating to
          child and infant mortality rates, school enrollment, literacy rates
          and access to safe drinking water. Other positive achievements
          by the UNCT in 2009 included its coordinated assistance to the
          Lao PDR government‘s preparation of the 7th National Socio-
          Economic Development Plan (2011-2015), which constitutes the
          key overarching national development framework. The UNCT has
          undertaken an MDG costing exercise which has informed the
          development of the 7th NSEDP. Within the framework of the
          REACH initiative, UN Agencies were instrumental in the
          finalization and adoption of the National Nutrition Strategy and
          National Plan of Action for Nutrition. (REACH is a global UN
          initiative on ending child hunger. In Lao PDR, it is being
Lebanon   implemented by UNICEF, WHO, FAO, WFP and theand in thethe
          --- In the situation of continued political volatility Office of
          absence of a functional government during the year the UNCT
          managed to finalise the UNDAF 2010-2014 plans and thus
          facilitate the preparation of agency-specific CPDs.
          --- In 2009 Lebanon joined the group of another 17 countries
          where the integration of UN Country Team with Political and
          Peacekeeping Missions is piloted; a joint Peace and Development
          agenda has been developed and 4 Integrated Working Groups
          (IWGs) formed to address the issues of (i) Elections and
          Governance, (ii) Palestinian Issues, (iii) Human Rights and (iv)
          Regional Disparities and Borders. Commendable regularity of
          meetings and strong leadership of the IWGs provided new
          impulses to raise the profile of the above subjects in the UN
          system dialogue with the Government of Lebanon.
          ---The officeof the UNSCOL and the offce of the UNRC took the
          initiative of organising, at the endof 2009, the first joint UNCT
          together with the Force Commander of UNIFEIL peacekeeping
          force in South Lebanon. This is a very positivie development that
Lesotho   a. In 2009, the UN System completed revision of the UNDAF
          2008 – 2012. The main reason for this revision was related to
          changes in the national development plan. The poverty reduction
          strategy which formed the basis for the UNDAF had expired in
          2008 and Government had formulated a two year National
          Development Framework (2009/2010 – 2011/2012) as an interim
          planning framework to fill the gap during the process of
          formulating a five year national development plan. The new
          UNDAF which aligns with the new national planning framework,
          was developed through series of meetings and consultation with
          the government both at policy making and technical levels. In the
          comings weeks, UNCT will spearhead the development of
          common annual work plans that will translate the UNDAF Action
          plan into annually defined results and activities. b. In response to
          developments related to UN reform as well as the national
          development context , the UNCT also decided to work towards
          Delivering as One. The UNCT has made significant progress to
          advance the approach through formations of technical and Senior
Liberia      a) Programmatic: Already implementing five joint programmes,
             preparing the sixth. Introduced in 2009, the Integrated UN Work
             Plan - joint results agreed on key programme areas of the
             UNDAF. Drafted 2010 UNDAF AWP.
             b) Operational: Second UN Joint Office opened in Zwedru, Grand
             Gedeh County.
Macedonia    In June, the UN RC ai, signed on behalf of UNDP, UNICEF and
             UNESCO, an agreement with the MoFA for a a three year $4
             million joint programme on enhancing inter-ethnic community
             dialogue. The joint programme is funded by Spanish MDG funds.
             While the funds had been awarded in 2008, several months of
             negotiation by the Office of the RC were required to ensure that
             Government counterparts fully accepted their accountabilities.
             the UN RCai, on behalf of five core UNCT agencies (UNICEF,
             UNDP, UNIFEM, WHO and UNFPA) signed an MoU with the
             Ministry of Labour to support joint UN work to address domestic
             violence. The $2.5 million programme is supported by the joint
             UN Trust Fund and the Dutch Govt.

Madagascar   -Along with strengthened emergency coordination including
             with NGOs, the UNCT mobilized financial resources for
             Madagascar to respond to the multiple emergencies which
             affected Madagascar (cyclones, drought and political crisis),
             through the Flash Appeal (total requested 22,347,698 USD,
             UNICEF requested 12,500,522 USD) and the CERF (total received
             6,450,994 USD, UNICEF received 2,041,560 USD)
             -In order to secure progress towards reaching the MDGs, which
             are compromised by the current political crisis and the
             international non recognition of the de facto Government, UNCT
             updated the UNDAF to adjust to the new context while adopting
             special development situation modalities. A transition strategy
             was adopted to ensure the provision of basic social services,
             including social safety nets, to the most vulnerable populations.
Malawi       The UNCT developed a One UN PLan which formed the basis to
             sollicit funding from the One UN Fund, up to 18,5 Million for 2009
             and another 18,5 Million for 2010
Malaysia     1. UNTG on HIV/AIDS : Chairing the UNTG; developing a
             framwork for UN contribution to National Porgramme; organising
             an NGO forum; supporting the setting up of the CCM, and serving
             as full-fledged member. 2. Agreement with the Government to
             conduct a disaggregated MDG report, including information on
             progress towards the MDGs with regard to minority groups,
             children (where relevant) and isolated geographical areas. 3. The
             setting up of Human Rights Theme Group, as well as two Task
             Forces on Gender and Communications (patter chaired by
Maldives     The UNCT undertook its UNDAF MTR and initiated the formulation
             of the next UNDAF (2011 – 2015). Going through these process
             assisted in strengthening the capacities of the partners to apply
             the principles of results-based management and human rights in
             planning and monitoring progress. It also gave the UN system an
             opportunity to adjust their programmes to remain relevant to the
             changes in the political and socio-economic situation in the
             country. The consultative and participatory UNDAF formulation
             process ensured national ownership and relevance of the UN
             support to achieve national development priorities for the next
             programming cycle. Another major achievement was the support
             provided in the drafting of the Manifesto Strategic Action Plan
             (National Development Plan) 2009 – 2013. The UN system
             assisted in facilitating the process, analyzing the development
             situation and identifying strategies which is now being
             implemented by the new government. The UN will continue to
             support in the costing and formulation of the M&E framework.
Mali         •Development of a UN Coherence Concept Note adopted by
             Gouvernment in Novembre 2009 in view of officially launching the
             process of 'delivering as One' in Mali - a UN coherence self-starter
             •The organisation of the first joint annual UNDAF review by all UN
             agences, the Government, civil society and the private sector.

Mauritania   Political: UNCT handled the latest political crisis in Mauritania that
             started following the 6 August 2008 coup d'etat. UNRC was
             associated in the negotiation of Dakar Accord that helped
             Mauritania and the international community to have a
             breakthrough in these negotiations for the return to democracy
             and was a leading catalyst in the process. Technical : UNRC
             coordinated with donors and bilateral bodies represented in
             Mauritania the continuation of post flood humanitarian assistance
             and the planning of emergency work in the Country along with
             national institutions concerned. Also, UNRC negotiated on behalf
             of the agencies the evaluation of the UNDAF 2003-2008 and the
             approval of the new UNFDAF for 2009-2010 (now extended by 1
             year to 2011). Advocacy: UNCT promoted the REACH pilot
             experience in Mauritania and the joint UN response to the
             chronic, acute and severe malnutrition in the country, particularly
             in the southern region. UNICEF, WHO, WFP and FAO worked
             jointly to manage malnutrition along with the Ministry of Health
             and Food Security Commission. Also, UNCT led the fund raising
Mexico       a.UNDSS HQ Compliance Evaluation Mission successfully
             completed •A Field Compliance Mission was conducted in 2009.
             The Mission verified the adherence to existing security policies
             and procedures, assessed and evaluated the operational
             preparedness and security arrangements in place, and identified
             the level of compliance with the Country Specific MOSS. The
             mission‘s report identified a level of 87 % compliance, i.e.
             compliance with limitations, for the UN System as a whole.
             Specifically, UNICEF was labeled as ―fully compliant‖. Deficiencies
             noted during the assessment are mainly related to requirements
             that need to be fulfilled collectively by the system rather than by
             the agencies individually, among them: a. establishment of a
             functional and effective warden system; b. completion of a
             protocol for medical evacuation; c. improved management of PEP
             Starter Kits; d. identification of an alternative communication
             system to overcome the existing limitations for establishing a
             VHF/UHF radio network. b.Funding proposals for two new joint
             programmes approved
             •A project proposal elaborated by the interagency Gender
Moldova      Joint advocacy and external communication during the political
             crisis contributed to highlight human rights violations, strengthen
             relations with civil society and the media, and present a strong
             UN front. In particular the work of the UN human rights adviser in
             visiting a prison and reporting findings was instrumental in early
             reporting of HR violations and led to a strong HR image for the
             UN as a whole, as did UNICEF's follow up of cases concerning
             children. A convening mtg with civil society organisations was
             also key. Contributing to this was the agreement of UN agencies
             to be vocal, and quick and useful consultation to reach
             agreement by the RC. Joint advocacy and research on the impact
             of the economic crisis contributed to incorporate social issues into
             the government Economic Recovery Plan and to support the
             government in its discussions with the IMF to protect social
             expenditures. This was done inpartnership with other
Mongolia     development partners,programme onWB and EU. .
             1. Finalization of joint including the "Comprehensive community
             services to improve human security for rural disadvantaged
             populations in Mongolia funded by the UN Trust Fund for Human
             Security. 2. Approval of the concept note WASH by OCHA also to
             be funded by the UN Trust Fund for Human Security.
             3. Organzing the Mid-term review of the UNDAF 2007-2011.
Montenegro   Montenegro made major steps towards UN Coherence in 2009. At
             the request of the Government, and based on an earlier
             nomination by the then UN Regional Directors Team (RDT) for
             Europe and CIS region, the UNCT submitted an application for the
             Expanded MDG Delivering as One Funding Window in December
             2009. The core elements of the submission are an Integrated UN
             Programme with three main pillars: 1) Social Inclusion; 2)
             Democratic Governance; and 3) Environment and Economy, as
             well as a Results and Budgetary Framework. UNICEF convenes
             the pillar on Social Inclusion, and the process of developing the
             submission was highly participatory and constructive at the
             country level, and benefited from support from the Regional
             Office and NYHQ
Morocco      a) Implementation of 6 joint programmes that have significant
             impact on the life of people and influence key national policies:
             fight gender based violence through empowerment of women and
             girls, support to national human development observatory,
             support to the family courts to improve application of the family
             code, culture and development, maternal mortality reduction,
             youth in action, b) IASC contigency plan:for the first time, IASC
             members worked together to develop this plan, a draft is
             available. It is currently being finalized.
Mozambique   Within the framework of the Delivering as One Operational Plan
             of the UN System in Mozambique 2007-2009, the UN Country
             Team (UNCT) continued progress in operationalising the ―One
             Budgetary Framework‖, which is one of the key components of
             the Operational Plan. By December 2009, about US$ 35,000,000
             million was received in the One UN Fund, with nearly US$ 20
             million received during the current year. The funds made
             available in the One Fund were allocated to support the
             implementation of joint programmes, as well as key initiatives
             related to change management. Progress also continued to be
             made in relation to the ―One Leader‖ concept, with further clarity
             on the role of the UN Resident Coordinator established as a result
             of the development and dissemination of the RC Management
             and Accountability Framework, and related discussions at the
             country level. The dissemination of the RC M&E Framework
             reinforced the division of labour and structure of accountability
             already set in place by the UNCT in Mozambique through the
             development and adoption of the Terms of Reference of the UNCT
Myanmar      The UNCT had a retreat on how to work as a team especially in
             approaching the Government. During this retreat the UNCT also
             reviewed the current UN 'Strategic Framework' and agreed to
             review and revise with a view to consolidating UN's common
             approach. The new UN Strategic Framework will cover the period
             2012-15. It was also agreed that the UN country team members
             will coordinate and collaborate to ensure a common
             programmatic approach. A consultant has bene hired to work on
             a new draft UN startegy for Myanmar. The second achievement of
             the UNCT is a common position on early recovery needs in the
             delta affected by last year's devastating cyclone. The UNCT
             approached the donors in a collectively manner. The UNCT also
             coordinated well with the ASEAN Secretriate in review of relief
Namibia      1. Finalisation of UNDAF evaluation and agreement with
             Government for 2 year UNDAF extension to align with National
             Development Plan.
             2. Commencement of 2 joint programmes under Spanish-funded
Nepal CO           Regrettably 2009 saw the peace process become deadlocked.
                   Worrying patterns included the fragility of the consensus among
                   the coalition partners leading to delays in key Comprehensive
                   Peace Agreement areas such as constitution drafting and army
                   integration and discharge; the difficulty for central structures to
                   deliver peace dividend priorities, the erosion of law and order
                   outside of the capital, in the face of newly formed armed factions
                   and other protest groups. Against this uncertain context a
                   significant and historic UNCT achievement in terms of moving the
                   peace process forward was the signing in December 2009 of a
                   SCR 1612 Action Plan between the Government of Nepal, Unified
                   Communist Party of Nepal (UCPN-M) and the United Nations for
                   the discharge of minors disqualified in the United Nations-led
                   verification process in 2007. This was the culmination of over 2
                   years of long hours of UNCT dialoguing with the parties for the
                   release of the children, developing discharge plans and
                   rehabilitation packages. The UNCT is supporting the discharge
                   process and rehabilitation of the 4008 disqualified Maoist
                   combatants, with the first discharge scheduled to commence on 7
                   January. Another significant achievement is the UN radio – Radio
                   Chautari (a meeting place in Nepali) which started broadcasting a
                   weekly programme in Nepali and 5 regional languages in April
                   2009. This UNCT initiative aims to enhance the efforts of the UN
                   in Nepal to communicate with the general Nepali population,
Nicaragua          The elaboration process of the Universal Periodic Review for
                   Nicaragua and the conformation of a Consultative Council of
                   Indigenous Population for the UN. During 2009, the
                   implemetation of joint programes and other common activities
                   consolidated a win win relationship among agencies, where all
                   recoginze the added value of the participation of other UN
                   agencies in order to achieve greater results in a more efficient
Niger              1) Finalisation manner.
                   eand effective of the HACT Macro Assesment, however the
                   document has not been yet validated by UNCT and Governement.
                   2) UNCT Retreat clarifying the mechanisms of coordinationa and
                   collaboration between agencies

Nigeria            (1) Drafted joint Medium Term Cooperation Frameworks and
                   Annual Workplans for 2010 for the six Delivering as One States
                   and the Federal Capital Territory, as stipulated in the UNDAF,
                   which started this year. (2) Started HACT.

North Korea, DPR   Very close partnerships continued between the UN agencies in
                   DPRK. Close coordination through formal an informal contacts
                   and mutual support in all areas of work such as the planning of
                   the UNSF led to quick and fruitful results.
Oman               N/A. Limited UN prescence in Oman (UNICEF, WHO, UNFPA). NO
                   RC system, no UNDAF, no formal UNCT.
Panama CO          Development of functioning results matrices to facilitate
                   monitoring Highly productive UN Theme Group on AIDS resulting
                   in changes in national response
Papua New Guinea    For
                   •	 the first time, UN in Papua New Guinea secured US$ 1.3
                   million from the Expanded Delivery as One window. As per the
                   UN Budgetary framework process, the task teams prepared the
                   requests to UNCT. Based on the pre-defined set of criteria such
                   as funding gap, programme and financial performance, UNCT
                   decided in allocating the funds. UNICEF secured US$ 230,000 for
                   child protection, HIV/AIDs and Communication. UN in PNG is now
                   preparing to apply for 2010 funding. •	Under the leadership of the
                   new RC, a three-day UNCT retreat was held during November.
                   Key issues including – the UN Country Strategy in PNG, ethics,
                   the UN operational environment and UN conduct; decentralization
                   of delivering as one in the sub-national level; the security
                   environment; civil society engagement; and UNCT capacity
                   assessment were discussed in details. The Programme
                   Coordination Committee, comprising of 14 task team members
                   also conducted the first PCC retreat in June. The retreat focused
                   and agreed on how to assess the performance of the task teams,
                   the support mechanisms to those task teams that are not
Paraguay           Operational:
                   Efforts to improve efficiency and to reduce costs have been made
                   with regards to the common expenses required to run the UN
                   House. In that respect, a common window to cash checks was
                   established during 2009. It reduced the administrative work load
                   and implied no additional costs for UNICEF. Financial
                   management of the UN House, which is the responsibility of
                   UNDP, as the lead Agency, was improved by applying a timetable
                   for funds advancement by the Agencies, allowing a timely and
                   organized payment to service providers and suppliers. Moreover,
                   the fact that Agencies are required to verify accounts on
                   quarterly basis, instead of on a monthly basis, has reduced their
                   administrative work load. Programatic:
                   Implementation of two joint programmes started in 2009 with
                   resources from the Spanish MDG-Fund, one on youth and
                   migration and the other on WARSAN policies. Parallel to the
                   launch of the human development report, several agencies of the
                   UNCT participated in the development and launch of a special
                   report on migration in Paraguay, permitting to look at the
                   implications of migration for the country and its population from
                   different angles, UNICEF contributed to the inclusion children‘s
Peru               The UNCT sucessfully began the implementation of HACT and
                   FACE in 2009. All IPs have been accessed through financial
                   collaboration and counterparts have been trained on its use. The
                   UNCT collaborated with the government - through the support of
                   the SGs office and the UN Special Envoy - to investigate and
                   address the human rights violations of the indigenous populations
                   in Bagua. The UNCT also assisted the government to implement
                   the SG's campaign: Unite to End Violence Against Women.
Philippines        Arrival of the new Resident Coordinator in July after nearly a year
                   without an RC in place. RC was also confirmed as Humanitarian
                   Coordinator in late 2009 due to the frequency and severity of
                   emergencies. Securing of a building from the Government to
                   serve as UN common premises rent free. Costs will involve
                   refurbishment of the building only.
Romania                 - Preparation of a "UN Cooperation Framework" document to
                        guide UN cooperation in Romania over the next 3 year period.
                        This document serves instead of an UNDAF. - Organisation of "UN
                        Week" in October to highlight the work of the UN agencies. It
                        included a national art contest for children, a photo contest on
                        climate change, a photo contest on child rights and a Gala

Russian Federation      The UNCT has seen the appointment of a new UNRC who took his
                        post last July. This year the UNCT submitted its own report to
                        CEDAW within the overall country submission. The UNCT
                        continues to be a mechanism focussing on information exchange
                        rather than promoting joint advocacy and programming. This is,
                        by large, due to the Government's lack of interest in and support
                        to the UNRC system within cooperation with UN agencies.
Rwanda                  1. Improved joint programming in areas such as education, HIV,
                        nutrition and actions against Gender-Based Violence;
                        2. Success in eliminating acute malnutrition through government
                        leadership and joint UNCT support (UNICEF, WFP): over 1.1
                        million under-five children screened, all cases of acute
                        malnutrition treated over 4 months period, and a foof security
                        and nutrition programme launched to sustain the results.
Sao Tome and Principe   The most significant achievement was the implementation of the
                        UNDAF Review which involved all 5 Agencies namely the UNDP,
                        UNFPA, UNICEF, WPO and WHO. The review, while recognizing
                        the strenght of the individual agencies, observed among others
                        that there was an inadequate attempt by all agencies to liaise
                        their individual work squarely with the framework of the UNDAF.
                        The second achievement was the successfull implementation of a
                        Human Rights based Approach to Programme workshop that
                        resulted in the training of 28 UN and Government staff. The third
                        achievement was the development of the National H1N1
                        Contingency Plan and Resource Mobilization Proposal and the
                        fourth was the implementation of a National Conference on Early
                        Girl Child Pregnancy that resulted in a UNDP/UNICEF Joint
Saudi Arabia            In Saudi Arabia: - The Joint UNICEF/UNDP Youth Development
                        and Empowerment Project. The project aims at enhancing
                        participation and development of youth knowledge on healthy life-
                        style. In UAE: The Joint UNICEF/UNDP Application of Program
                        Acceleration Fund (PAF) provided by UNAIDS to implement
                        HIV/AIDS Project.
Senegal CO              - Consolidated UN agencies comments on the Senegal's PRSP
                        - Joint response to emergency (flood during the rainy season)
                        - Joint UNDAF Mid Term Review
Serbia         In 2009, the implementation of the three joint projects of the
               MDG Spanish Fund began in Serbia and UNICEF is a partner in all
               three projects:
               -Youth, Employment and Migration: Support to National Efforts
               for the Promotion of Youth Employment and Management of
               Migration. This programme supports national and local
               institutions to implement policy and operational measures that
               will increase youth employment in Serbia and reduce the
               negative impact of return and irregular migration. -
               Development and the Private Sector: Sustainable Tourism for
               Rural Development. This programme promotes rural development
               and environmental protection through planning initiatives at
               national and regional levels, and interventions in targeted rural
               regions that address supply and demand of rural tourism. -
               Conflict Prevention and Peace Building: Promoting Peace
               Building in Southern Serbia. The goal of the project is to reduce
               inter-ethnic tensions and conflict-risk in the communities of
               South Serbia, through a more equitable and improved access to
Sierra Leone   1. A UN Joint Vision Document has been prepared to replace the
               UNDAF 2. MOUs signed with UN Agencies on joint programming
               and common services

Somalia        -Conduct of the inter-agency Risk Assessment Mission. In light
               of the complex operating environment in Somalia and the very
               limited sustained access, the UNCT undertook a joint risk
               assessment with the participation of the various agency HQs
               [including UNICEF OIA and Risk Management]. The report
               identified several recommendations for implementation by the
               UNCT – some of which need to be adapted on an agency-by-
               agency basis. A Risk Management Officer will be recruited to work
               in the office of the RC/HC in 2010.
               - The UN system embarked on the preparation of Joint Policy
               Position Papers on Capacity Development, Governance,
               Livelihoods, Piracy, Private Sector, Protection of Civilians, Rule of
               Law and Security.
South Africa   UN agencies made concerted efforts to improve joint
               programming and information sharing. Some of the UNDAF
               Clusters were revived, including the Social Cluster, which is
               chaired by UNICEF. Joint thematic reviews and planning were
               carried out with counterparts in the areas of HIV and AIDS,
               Health and Education under the Social Cluster. Both Health and
               HIV and AIDS teams (under Social Cluster) have developed joint
               plans for 2010 and there are on-going discussions to develop
               joint plans in the area of Protection. The UN Country Team also
               established an Inter-Agency Humanitarian Partnership Team
               (IAHPT) in order to strengthen preparedness and response to
               emergencies. The IAHPT consists of UN agencies and IASC
               member-NGOs and other NGOs working in the humanitarian field.
               UNICEF chairs the IAHPT Core Group on behalf of the UN
               Resident Coordinator. Sectoral Working Groups (Protection,
               Health & WASH and Education) were formed under IAHPT and an
               inter-agency Contingency Plan developed with support from
               OCHA. At the request of the Minister of Health, a joint UN (WHO,
Sri Lanka      The armed conflict reached a pick in 2009 and came to an end in
               May after the military defeat of the LTTE and the killing of its
               leadership. The last weeks of the conflict generated a large influx
               of IDPs (about 300,000) who had been trapped into battle areas,
               went through multiple displacements, and lived under very
               difficult circumstances for an extended period of time. In close
               coordination with UN Headquarters the UNCT continue to
               advocate on behalf of the civilians trapped in the conflict as well
               as on behalf of the IDPs in camps. The common position adopted
               by the UNCT on assistance to IDPs, based on principles and
               standards, under a very tense and sensitive political
               environment, generated a significant support from the
               international community, both in term of political leverage and
               financial contributions. As a result, the last quarter of 2009 saw a
               significant improvement of the situation of IDPs in camps with
               the start of a return process to districts of origin and a relaxation
Sudan          in movement restrictions
               the 16 NGSOs whose licenses were revoked in March 2009, using
               a three-phased approach. The gap created in Darfur was about
               40% of the humanitarian assistance provided in the area. Phase
               1 of the approach focussed on continued advocacy with the
               government to allow the NGOs to continue operating on the
               country; phase 2 was to provide immediate life saving
               interventions (for a period of 3 months); phase 3 was to develop
               and implement a longer time approach (6 months to 1 yr) with
               the government. UNCT during the whole process, working along

               cluster approach in Darfur: the structure of cluster reporting was
               agreed and developed; guidelines and modus operandi for
               working within the clusters agreed, training undertaken and a 5
               month allocation for cluster coordination provided through the

               humanitarian assistance improved through the establishment of
               High Level Committees co-chaired by the UN and the government
Swaziland    The UNCT had a number of signifcant achievements in 2009
             namely: Programmatic issues:UNCT concluded the UNDAF Mid
             Term Review and development of the UNDAF (2011-2015) paving
             way for the developmet of agency specific CPDs. Advocacy: UNCT
             initiated dialogue with the Parliament on draft legislation and
             policies(eg. Sexual Offenses and Domestic Violence and Gender
             policy). An outcome of he sustained dialogue between UNCT and
             Parliament was the establishmet of a UN Committee to ensure
             close collaboraton between Parliment and the UN. Operational
             issues: The implementation of HACT effective January 2009 was a
             key acheivement. Joint trainings for implementing partners and
             UN staff were conducted.
Syria        The 2 most significant achievements for 2009 are 1)UNCT
             agreement to focus on youth participation
             2)Joint development of a UN-Government project to focus on
             human development in economically deprived areas as part of
             upscaling the MDGs
Tajikistan   1) UNCT has been proactive in enhancing security measures to
             ensure UN common premises are safe from any terrorist threats,
             after news of the Islamabad and Kabul bombings. Common
             Premises I & II are partially MOSS compliant and non-MOSS
             compliant respectively for its location/compound
             perimeter/security guard service at CP II. While security
             measures are improved, alternate premises or land for building is
             being pursued by UNRC with Ministry of Foreign Affairs and the
             Mayor's office. Negotiations are on-going. UNCT has set a
             deadline for themselves of mid December, 2009 to arrive at a
             decision on the option to be pursued.
             2) UNDAF was signed by Goverrnment and UNRC this year after a
             process of consultation with Government. Most of UNDAF's
Tanzania     A.Design of innovative work processes: i.Endorsement of the
             roadmap to UN‘s next business plan, UN Development Assistance
             Plan (UNDAP) 2011-15, is one of the key achievements of the
             year. As per the approved roadmap for UNDAP development in
             2010, the UNDAP will be a single business plan signed at the
             country level for the UN system in Tanzania. It is expected that
             UNDAP will further ‗Delivering as One‘ by providing a single
             coherent and integrated action plan for the UN in response to the
             national needs and priorities as outlined in the next national PRS
             (2010-2015) and Vision 2025. UNICEF has provided lead
             technical drafting support to the development of the UNDAP
             roadmap, ensuring that Human Rights Based Approach to
             Programming (in absence of a separate CCA) and Results Based
             Planning principles are well reflected. As part of the UNDAP
             development, a Common CPD for ExCom agencies will be
             submitted to Agency HQs for the first time for approval. The
             Government of Tanzania will formally approach the Agency
             Governing Bodies in January 2010 for prior approval of this
Thailand CO    1) Initiation of joint actions on selected strategic priority issues in
               Thailand as a middle-income country which have much bearing
               on children, such as i) demographic and population changes with
               historically unprecedented speed and their impact on society
               including children; ii) impact of global economic downturn on the
               most vulnerable population; iii) systematization of social
               protection measures; and iv) issues related to quality of national
               human resources including IDD, worrying declining trend of IQ
               level of Thai children and very low learning level of Thai students
               despite very high reported levels of interest, motivation and
               enjoyment to learn. 2) Initiation of a study on the role of the UN
               in Thailand as a middle-income country.
Togo           1. UN's contribution to the PRSP process ensured that Togo's first
               full PRSP is rights and results based. 2. Good progress in
               implementing common services with other UN Agencies.

Tunisia        In terms of programme, a collaboration with UN agencies (UNDP,
               WHO, UNICEF, UNFPA) was reinforced through the launching of a
               joint project aiming at reducing maternal mortality in Tunisia
               over a three year period (a joint funding of 1 Million US$). This
               joint effort is highly important as MDG 5 is the only goal that
               Tunisia might not reach. In terms of advocacy and
               communication, the inter-agency cooperation increased the
               media profile of UN activities in Tunisia. Several activities were
               jointly organized: meetings with the medias on MDGs, UNDAF,
               H1N1,Climate Change, a Conference and debate on violence
               against women, the celebration of the UN Day with a
               presentation by the UNRC at the Faculty of Juridical, Political and
               Social Sciences of Tunis, on the financial and economic crisis and
Turkey         A new and innovatory UNDAF, to be known as the UN
               Development Cooperation Strategy (UNDCS), has been drafted
               for the years 2011-2015. To lighten the UNDAF preparation
               process in MICs, the RTD chair asked Turkey UNCT to come up
               with a prototype light UNDAF. based on the GA resolution & the
               SG memo on the role of UN in MICs, the UNCT & state planning
               organization jointly developed a document that is light in process
               and strategic in content. The Mid-Term Review was completed in
               2008. In addition, UNICEF and other agencies have started to
               benefit from Spanish government funds which were applied for on
               a joint basis under the coordination of the Resident Coordinator.
Turkmenistan   Preparation, drafting and signing of Country Analysis and UNDAF
               Preparation of UN Common Emergency Prepardness Plan
Uganda    Greater UN Coherence was achieved through a consultative,
          consensus building process of formulating a new UNDAF and
          eight new joint programmes. The UNDAF will be signed by
          Government in December 2009. The UNDAF drew up a joint Meta-
          Analysis, a Stakeholder Opinion Survey, a comparative advantage
          exercise with stakeholders at a Strategic Prioritisation Retreat,
          and upon the work of three inter-agency and cross-Ministry
          working groups and an M&E working group. In addition, the
          UNDAF was enhanced through four audits: gender, HIV and AIDS,
          human rights and environment. Despite uncertainties and delays
          in the development of the National Development Plan, the UNCT
          was able to ensure a harmonised process and product, building
          both trust and ownership with Government partners. The
          implementation and management modalities are designed to
          further support the Paris Declaration Principles and the Accra
          Agenda for Action, for example, through integration of UNDAF
          M&E with M&E of the National Development Plan, with one joint
          strategy and plan. The UNDAF contains an identification of areas
Ukraine   The UNCT has had a major turn over of its members in mid 2009.
          The new UNRC had arrived in September, while the new UNICEF
          Representative and the new UNDP Country Director have started
          their assignment in July. It has inevitably brought a new
          dynamics of the teamwork in UNCT, which will be further built in
          the coming years. One of the major achievements under the new
          UNCT members with the new UNRC leadership was the response
          to the H1N1 influenza outbreak. The UNRC office, WHO and
          UNICEF made a joint rapid response in the support to Ministry of
          Health, including facilitating the WHO mission, the overall briefing
          meetings to the international community, and key
          recommendations given to the Government in the meetings with
          high ranking government officials: the respective meetings with
          the President and the Prime Minister took place twice in
          November in this regard. The H1N1 issue brougth the importance
          of vaccination to the centre of the attention of the high ranking
          government officials, thus provided a greate advocacy
          opportunity to have the Government commitment in vaccination
Uruguay   Among June and December of 2009, the UNCT prepared the CCA
          that will be the foundation of the next 2011-2015 UNDAF. The
          process of designing the CCA is an example of knowledge
          management to improve the quality of the UN System
          interventions. Thirteen UN Agencies and nearly forty
          professionals and officers participated in the drafting. UNICEF,
          together with UNDP, UNESCO and the RC Office, was responsible
          for the final version of the document.
          The MTR of UNDAF and the DaO UN Programme (2007-2010) was
          completed in the last quarter of 2009. The review recommends
          the simplification of the Result Matrix, reducing the quantity of
Uzbekistan   Operational - Obtaining government agreement on exempting
             review of annual workplan activities and financial transfers for UN
             agencies in the country by the Government Grants Commission.
             This was a result of continuous dialogue and intense negotiations
             with the government. The revised procedure will start in 2010.
             Programmatic - Evaluation of 2005 - 2009 UNDAF; preparation
             and finalisation of the new generation UNDAF for 2010 - 2015
             through extensive consultation with the government and other
             partners. Reconstitution of four Theme Groups according to
             UNDAF outcome with revised TORs.
             Advocacy - Common approach by all UN agencies on key issues
             of child labour and HIV/AIDS.
             Political - Joint participation of UN agencies on the government
             initiated discussions on the impact of the global economic crisis in
             the country.

Venezuela    It is important to highlight:
             • Developed a governance mechanism and monitoring and
             evaluation system for UNDAF and UNCT commitments, including
             TORs, accountabilities and focal points for each of the thematic
             groups; prepared first annual report. • Gender evaluation applied
             to UNCT, on the basis of the methodology developed by UNIFEM.
             • UNETE group trained on interagency disaster response.
             • Interagency work plan for development of the joint programme
             on HIV and AIDS, according to the precise definition and linked to
             the National Strategic Plan on HIV and AIDS.

Vietnam      The One UN Initiative in Viet Nam was started with the dual
             intentions to comply with the core principles of the global aid
             effectiveness agenda and to remain relevant in the increasingly
             sophisticated middle income Viet Nam with multiple and often
             very large development partners. Four years into the exercise
             and looking back at the fourth year of implementation, 2009, the
             most significant achievement of the year was perhaps the fact
             that the UNCT appears to have arrived where it has long wanted
             to be: as an influential partner of choice in Viet Nam‘s policy
             development. The key policy issues of 2009 were 1) positioning
             Viet Nam for growth in a post crisis world; 2) emerging
             challenges for poverty reduction in a middle income Viet Nam; 3)
             good governance and fighting corruption; and 4) climate change
             and ensuring sustainable development. On each and every one of
             those issues, the UN has been a leader and a standard setter,
             often with UNICEF as the leader within the UNCT. The most
             recent example of this trend is the Child Poverty Conference
             organized by MPI, MoLISA and UNICEF, which introduced the
West Bank & Gaza   During the April 2009 UNCT retreat "State Building" was adopted
                   as an organizing principle for the UN‘s programming and priorities
                   in the OPT. Three main highlights: First, the focus on "State
                   Building" has become even more appropriate given the issuance
                   of the PA‘s Programme of the 13th Government: Ending the
                   Occupation, Establishing the State. Second, the programmes and
                   policies that have been pursued as part of the UN‘s work in 2009
                   have been positively received by the PA, donors and others.
                   Third, the June 2009 finalisation of the Medium Term Response
                   Plan has been accompanied by the establishment of six UN
                   Strategic Area Groups (SAG) which now meet on a monthly/bi-
                   monthly basis to monitor progress, identify programmatic issues
                   and develop strategies to address them. The establishment of
                   this planning mechanism and its associated structure makes
                   possible the more substantive programme of work for 2010.
Yemen              1. The UN successfully activated the Cluster Approach in
                   responding to the Sa'ada crisis in 2009. As a result they were
                   able to successfully prepare a Flash Appeal, CAP and make full
                   use of other funding mechanisms such as the CERF. This ensured
                   coherence and improved outcomes in the response. 2. Security
                   Management has improved considerably in the face of a high
                   threat risk. 3.The response to H1N1 was also well coordinated by
                   the UN Clinic that has successfull carried out preventive and
                   awareness raising activities.

Zambia             Serious steps have been taken in the UN family to Deliver as
                   One, at least one joint programme started, RC has strong
                   direction and motivation. Further alignment with donor

Zimbabwe           1. Staying engaged with the government during a very difficult
                   socio political period leading to effective and efficient
                   coordination of Humanitarian processes and sustaining a platform
                   for re-engagement as most of OECD bilaterals chose to disengage
                   during most of 2007-2008. 2. Positioning the UN system as a
                   trusted broker by both government and the international
Major UNCT problems in the past year

Security constraints slowed down implementation and limited
access to almost half the districts. Much time and effort was
expended to respond to worsening security in programming and
operations, such as addressing the need for jointly finding
alternative accommodation for international IPs and working on
critical staff only for some weeks.

While the "One Programme" including its management
arrangements have been signed in 2008 and are being honoured
by UNICEF, cumbersome UNDAF structures, a government
coordination department not closely linked to line ministries,
burdensome interagency procedures, varying approaches to
development by UN agencies, and varying reliability of
participating agencies begin to bear on the system. 1. The UNDAF
was broadly organized according to "pillars" (such as a
participation pillar, basic servces pillar) that had no direct
equivalent in government. UN working groups of these pillars
therefore had no direct counterpart, resulting in low interest and
ownership. In contrast, joint programmes have a better and
tighter management structure, and sometimes (not always) have
more directly responsible counterparts. Still, periodic reviews
have to be conducted according to pillars and the mutliple
structures are confusing. 2. The Department of Strategy and
Donor Coordination (DSDC) in the Prime Minister's office is
weakly linked to line ministries. The Joint Executive Committee
-Focus on security issues
-Weakness of the programmatic issues and coordination of UN
-Absence of a stratégic vision of the future of UN in a MIC like
The UNCT is concentrating more on processes, than on
programme results, thereby hampering improvement of
While joint programmes have the potential to reduce transaction
costs by avoiding duplication (e.g. one coordinator for both the
water and nutrition components) flagwaving, lack of harmonized
development ―philosophy‖ and lack of productivity of meetings
present serious constraints. There were some difficulties in
coordination for emergency response for Angolans expulsion from
DRC . (i.e. internally between the UN agencies, the leadership
role from RC office and coordination could have been better) In
Angola not a single theme group is operational and seriously
hampers implementation of UNDAF
No major problems with the UNCT apart from the fact that the UN
system is yet to be acknowledged as a relevant national partner
for sustainable development and human rights enforcement.
Relations with the government continue to be conditioned and
permeated by the fact that the UNDP is still the manager of
significant government funds applied in broad areas related with
social policies. The government feels that the UNDP must do what
the government wished because after all its ―their money.‖ This
kind of logic is not conducive for joint UNCT action.

No major problems.

The RC is fine, UNDP is reasonable, some of the very small
agencies seem obstructive

The lack/non-functional ―fire-wall‖ between the RC/RR continues
to be a major problem for the work of the UNCT in Bangladesh.
Specifically, UNDP, after having created tensions in 2008 by
extending its interventions in health and education in CHT into a
second phase up to 2013 , not only has it not taken – the agreed
upon - lead to address existing sector overlaps between agencies
in CHT, but is has during 2009 embarked on the second phase of
a yet another major cross-sectoral project in total isolation of
other agencies . UNDP is thereby once again encroaching into
other agencies‘ mandates (health and water supply this time) and
exacerbating inefficiencies, tensions and competition for funds
among UN agencies. The RR/RC‘s lead role in UN emergency
response has enabled her to develop close relationships with the
Ministry of Food and Disaster Management (CDMP programme
lead ministry) as well as with donors that have traditionally
provided support to the UN in emergency response. These
relationships have been (mis)used to directly benefit UNDP. The
appointment in 2008 of a UNDP Country Director has therefore
There is no common commitment and understanding among UN
agencies with respect to UN Coherence.
The UNCT did not encounter any new major problems in 2009.
One of the old ones – unavailability of the premises for the UN
House which would not only comfortably accommodate those
UNCT members which already share it (UNDP, UNFPA, UNAIDS,
UN DPI and UNICEF), but also allow other interested UNCT
members to join – remained pending.

No major problems but UNCT saw changes in staff as the UNICEF
Rep tour of duty ended in mid year. The fact that the Resident
Coordinator is shared between El Salvador and Belize poses a
challenge particularly in cases of emergencies. The PAHO/WHO
now serves as the DO while the UNICEF programme coordinator
serves as the CFSP making it a bit challenging as she was also
officer in charge in the absence of a Rep. also the absence of DSS
in Belize places more responibility on the CFSP
- Especially during the period of the flood emergency, it appeared
that the work was time consuming and too demanding to ensure
that Government is addressing adequately the emergency;
- Quality of coordination still needs to be strengthened through
more clear and practical delineation between the UN coordination
and the UN Agencies responsibilities within the context of UN
reform process.

For the period of December 2008 to June 2009, the UNICEF
Representative was acting RC as the new RC was not yet
identified nor recruited. The UNCT is already pursuing the
building of the new common premises since 2003, when an
earthquake rendered the current UN-house inadequate to resist
major seismic activity, while Bhutan is located in a seismic Zone
V. At that time UNICEF was forced to relocate to other premises
as its floor was most damaged by the 2003 earthquake. After a
prolonged planning and designing phase, the UN-Bhutan had
obtained all relevant permissions, approvals and a budget to start
building in 2008, when UNDP indicated that it was unable to
assume responsibility to act as paymaster for a Greenfield
construction project, based on a UNDP board decision in 1997. As
a result, the UN-Bhutan sought the cooperation of UNOPS to act
as project manager for the Bhutan UN-house construction as the
only viable way-forward. In July 2009, the UN-Bhutan submitted
the final MOU and Project Document regarding the UN house
construction to the the UNCT their endorsement. Subsequently,
For the most part, TTCP for in Bolivia has been functioning very
well, with regular meetings, both ordinary and extraordinary.
There have been no issues of major disagreements.
- The UNCT could improve the level of preparedness in case of an
emergency. Skills for emergency preparedness and response
need to be strengthened. - The UNCT also needs to continue
adressing the income tax issue. An Income Tax Law was adopted
in the Federation of BiH stipulating that national staff salaries are
subject to local taxes. The UNCT, and especially the RC, has been
dealing with this issue but no agreement has been reached yet.
This remains a major concern for the UN system and a threat to
staff morale.

i) 2009 similar to 2008 continued to be characterised by
continued involvement in 'processes' and 'planning' for senior
UNICEF staff - Deputy Representative, Chiefs of Sections and
technical staff as well as the Operations Officer. This was at the
expense, in one particular section, of achieving results for
children. Much of the burden of work of the UNCT falls largely on
agencies with capacity - UNDP, UNICEF and UNFPA. ii) The pace
of progress in developing the Government of Botswana-UN
Operational Plan led to some tensions due to anxieties about the
lack of clarity on implications of the one programme on individual
agencies. Initially WHO was reluctant to join but was finally in a
position to sign the joint document after earlier expressing
reservations. iii) The development of the specific component
chapters to serve as Volume Two for the Government of
Botswana-UN Operational Plan has not yet been completed - as
some Agencies have not been able to devote sufficent time for
this during the end-year period. iv) The Resident Coordinator is
both the Resident Coordinator and the UNDP Representative
The review of the UNs role in Brazil involved very frank
discussions regarding the UN role in a Middle Income Country;
this provided an opportunity to receive frank feedback from
government and other partners. This involved a profound
reflection on how the business model of some agencies impacts
on the image of the UN system. Fortunately the research and the
MTR process revealed that UNICEFs role was highly appreciated
and respected. The role of UNIC which reports directly to the SG
needs to be clarified within the UNCT and the communications
lines between DPI in New York, UNIC and the RC system.

There were not any coordination meetings.
No major problem in the UNCT. Very good UNRC leadership and
close/fruitful collaboration and partnership among agencies. One
UN vision. However the following should be noted: -
Reassignment of UNRC after less than 2 years (and in the midst
of UNDAF programming...).
- Funding of UNCT Coordination Unit --> Recurrent difficulties
share fairly the budget to cover the costs. UNDP and UNICEF are
the main funders.

The process for geogrphic focus for Joint Programmes presented
multiple callenges to the team. All agencies have the process for
determining vulnerablility. While we reached agreement that it
wa essential to consolidate the peace, it was difficult to ensure
that agency mandates around intervaniton were in the same
geographic locations based on the vulnerability assessment. After
careful review the UNMIT endorsed the Joint Programme to start
next year as Integrated Programmes and efforts will be made by
the RC's office to secure additional funds, particularly in areas of
geographic focus, targetting other populations (demobilized and
Selecting the focus areas for the UNDAF was very contentious,
with two equal blocs arguing for and against separate focus areas
for health and education (which, between them, will likely form
over half of the UN's cooperation in Cambodia. In order not to
have cede on inclusion of gender and social protection as distinct
focus areas, UNICEF, UNFPA, WHO and others agreed in the end
to compromise and have a single (if irrational) focus area for
health and education.

Lack of trust and respct between RC and Country Team
members. Lack of effective leadership by RC. Lack of UN
Notwithstanding the efforts and the use of IT tools, ensuring the
full participation of the many Non-Resident Agencies in the UNCT
remains an organizational challenge. Only 6 Resident Agencies
(WHO, FAO, UNDP, UNFPA, UNICEF and WFP) have Country
Representatives, the last four agencies sharing the same
Representatives, and UNODC, UNIFEM, UNV and IOM have local
offices. This leaves 11 UN Agencies participating in DaO from a
distance, with consequences on reporting, work planning etc. The
commitment to coordination of all partners needs to be reinforced
in order to ensure that Cape Verde fully benefits from the
expertise available in the UN system. Additionally, , even though
Cape Verde is indeed advanced on the path of UN reform - thanks
to the introduction of the Joint Office and the Delivering as One –
reforms at regional and Headquarters level appear to be lagging
behind. One concrete example, is the financial management
systems that continue to hamper Joint Office performance.
Regrettably also in 2009, an important delay in the transfer of
The UNCT functioned without from the respective Headquarters
funds assigned to Cape Verde a Resident Co-
ordinator/Humanitarian Co-ordinator until October whereupon
Deputy Representative of the Secretary General was appointed
who is, in effect, also the Resident Co-ordinator/Humanitarian Co-
ordinator. The Interim RC/HC did a commendable job but the
strengths at the political and advocacy levels that come with a
full time Humanitarian Co-ordinator were sometimes absent.

- Insufficient leadership of RC office - Insufficient RC attention to
the development agenda
- Insufficient strategic thinking of UNCT group
- Important gap of coordination mechanisms between OCHA and
the office of RC
- Embarrassing public confrontations between RC and OCHA due
to personality clashes
- UNDAF MTR previously planned on 2008 was not done.
- Thematic Work Groups not meet regularly
No major problems arose.

a) Transaction costs in developing joint programmes. The
government counterparts complained because the joint
programmes took a ―convergence‖ approach focusing on a few
counties and this doubled or tripled the work of county-level
counterparts. b) The UNDAF process, because it involved so
many agencies, often became reduced to rather general
outcomes to get agreement. c) UNAIDS did not inform the rest of
the UNCT on time about President Hu Jintao‘s activities on World
AIDS Day, with the result that none of the other agency heads
were able to meet with the President or Prime Minister, which we
normally do every year on World AIDS Day.

The UNCT did not experience any major problems in 2009. Given
the significant humanitarian issues in Colombia it is, however,
worthwhile noting two areas of concern. First, OCHA continues to
prioritize the functioning of the Inter-Agency Standing Committee
(and OCHA's coordinating role), despite the fact that the
Government does not recognize the IASC and insists on its own
coordinating role. At times, this has led to some lack of clarity
and several agencies (UNHCR, WFP and UNICEF) have also been
uncomfortable with OCHA's push to establish joint humanitarian
funding mechanisms with the Government (Emergency Response
Fund and mini-CAP), despite repeated concerns expressed by
those Agencies, both in Colombia and at HQ level.
Despite the firewall, issues have arisen regarding the privilege
and visibility given to joint projects led by UNDP, as well as
separation between the Coordinator's role and responsibilities
and those of the Heads of Agencies as part of the UNCT. These
arise from both conceptual and structural problems. Concepts of
RC direct control of the time and tasks of agency staff through
the core coordinating mechanisms, jostle with joint decision-
making and shared leadership informed by UNDG Guidelines.
While processes have been consultative and have posed no
problems where there is relatively easy consensus between
agencies, especially where uNDG guidelines are clear, a few key
elements of divergence on issues which go beyond UNDG
guidelines have had insufficient attention in the hurry to present
the One Programme under a very challenging timeline,
demonstrating the risks for overiding the need for consensus. The
issue is further complicated by structural concentration of power,
since the UNDP manages the UNFPA programme on UNFPA's
behalf, with the assistance of a national officer. (as the UNFPA
The HACT process was significantly delayed, although the macro
assessment was completed during the first semester. UNICEF
was assigned a lead role in conducting the process. As per agreed
HACT roll-out plan, the next steps (micro assessment, training of
partners) were scheduled by the end of 2009, but could not be
achieved due to insufficient coordination and different
perceptions among agencies about the priority level to be given
HACT implementation.

Three agencies sharing the UN House, and 2 or 3 additional
agencies, have started looking for new premises. The issues with
the current building are mainly two: access for disabled persons
in extremely limited, and during the earthquake of 8 January,
serious security problems were detected. However, the existing
alternatives are not satisfactory, the process has already lasted
for too long, and there is no solution on sight.
Major challenges for UN coherence efforts were the search for the
right balance between joint and individual agency work,
coordination and efficiency needs as well as devising a clear
division of labour. No new joint programmes were established in
2009. The first year of the UNDAF implementation coincided with
a complex transition period, during which the Government's
efforts were focused primarily on crisis issues and preparations
for the presidential elections. This fragile socio-political context
hampered the adoption and implementation of policies and
development interventions in support of vulnerable populations.
The establishment of the institutional framework for monitoring
the implementation of the PRSP 2009-2013 including the matrix
of priority actions progressed slowly and was not fully operational
by the end of 2009. The uncertainty about the duration of the
transition period has made it difficult for multi- and bilateral
donors to take firm positions on issues and commit themselves
fully financially. The absence of genuine joint planning early 2009
Since Croatia is the development of synergies and
did not facilitatenot an UNDAF country, the UNCT does not have a
major function. In 2009, the UNCT invested additional efforts to
improve the lack of coordination and information exchange,
especially trying to coordinate advocacy efforts with the

UNCT experienced no major problems. Challenges persist in the
operational implementation and monitoring of the UNDAF. On the
other hand, although the UNCT improved its coordination
mechanisms and practices, there is still certain resistance from
each agency on the systematization of joint work.

a. Lack of advocacy towards the Government to strengthen
national coordination mechanism in some critical areas of
development for the country (especially on food security, national
budget contribution to critical programs) and poor links between
National Development Initiative and UNDAF b. Poor collaboration
among the UN gencies in some important areas (on maternal
health and vaccination), resulting in missed opportunities to
explore synergies and leverage results.
RC post has been vacant for almost a year and a half.

- The UNCT in DRC tends to be dominated by the political
concerns/priorities of MONUC and DPKO. Hence the efforts of the
UNCT tend to be insufficient and weak in terms of time and effort
devoted to programme coordination and ensuring
complementarity in the work of agencies both at central and
provincial levels. - Hence UN "delivering as one" through inter-
agency coordination is still quite weak. This is particularly a
concern in the West and South of the country. In the East, with
the humanitarian crisis and the cluster approach, coordination
between humanitarian actors in general, including UN agencies,
has been somewhat better. A UN coordination group held its first
meeting in Goma recently. Un complementarity and coordination
should improve in the western provinces with the establishment
of UN Area Coordinators with a cost sharing mechanism as part of
the strengthening of UNCT and disengagement of MONUC. - The
DSRSG left the country in November after five years of strong
leadership of the UNCT. It his vital that his successor also has
strong humanitarian experience and team leadership skills.
Communication gaps among Thematic Working Groups and
between policy and technical level remains the challenge.
Otherwise, there were no major problems in the UNCT in 2009.

. No major problems occurred during 2009. There is still space to
improve and work on weaknesses regarding effectiveness of
interagency thematic groups.
ECO purchased seasonable flu vaccines on behalf of the UNCT
and is having difficulty to be reimbursed by other UN agencies.
This is a repeat problem that we had from 2008.

A major problem facing the UNCT currently is the political
fragmentation inside the government, between the President and
his Party, which creates a highly politically sensitive environment
for the cooperation, limits the dialogue and articulation among
key institutions and presents risks for the implementation of
projects. For instance, such fragmentation within the government
is evidenced in situations such as the Ministry of Education not
participating in the National Council for Nutrition and Food
Security, despite its key role in school food programmes and
nutritional education. In addition, the Ministry Education has been
limited to participate in the joint project, Children, Nutrition and
Food Security, financed by the Spanish Government‘s MDG Fund.
The Ministry of Education is a key counterpart not only for
projects related to education but many others that are being
implemented in the country by different UN agencies, particularly
UNICEF (prevention of violence, nutrition, reproductive health,
social protection, etc.)
1.The Resident Coordinator post has been vacant since March
2. Government capacity to coordinate multilateral cooperation
very weak
3. UNDAF review still to be done because of lack of interest of the
The Ethiopia UNCT is one of the largest in the world with many
head of agencies having responsibilities for several countries yet
with few human and financial resources. In addition, the
international community is conservative in its dealing with a
government that is sensitive to its image internationally. This
results in a slow process of reaching consensus on issues. For
example: - This year the UN had a delayed reaction to the Civil
Society Bill due to lack of consensus on whether an opinion
should be expressed and if so, what it should be. - The
production of a joint UNCT report on the situation of human
rights in Ethiopia for the UN commission for human rights was
delayed as consensus could not be reached on the text of the
report. A report was eventually sent. - The UNCT experiences
difficulties in reaching consensus on common approaches to
tackle constraints in the humanitarian response such as for
example securing access in Somali region, facilitating the
intervention of NGOs in the nutrition response etc… leaving
individual agencies to take own initiatives. Despite efforts to
There have been no significant problems in the UNCT during
2009. Good attendance at regular meetings and coordination
between the UNCT‘s in Fiji and Samoa have improved but still
require attention in order to bring about further necessary

No major problem was encountered, but it still appears that some
UN agencies wave their own flag even in common or joint
activities. This renders more difficult the understanding of the
concept of Delivering as one.

There was a clear and unfortunate lack of commitment to project
the image of a united UNCT. The UN House lease was negotiated
and signed with the landlord without the full consent of UNCT
members, namely UNICEF. There was a lot of pressure put on
UNICEF to pay up front the full amount of the annual rent instead
of negotiating as a strong and united one UNCT with the landlord
to pay the rent on a quarterly basis, which would have been more
manageable. UNICEF had to face the threat of being exposed to
the landlord in writing by the RC regarding UNICEF's inability to
pay up front the full amount of our share, which represents
nearly a third and the largest share of the annual UN House rent.
Last year, UNICEF had informed the UNCT that unless we have
clear cost savings as a result of sharing a common premise, we
will have to reconsider moving out of the UN House. This created
a tense situation within the UNCT. This matter was further raised
by the RC in NY and went all the way up to the UNDOCO Task
Team on Common Services. Incidentally, in the third quarter of
the year, we learned that due to incomplete paperwork on thethe
None. Transition of the RC did not undermine performance of UN
UNCT during the reporting period.
No major problems encountered.

Impact of financial and economic crises as well as the prevailing
incidence of high levels of impunity were taken into account in
the UNCT agenda in a somehow delayed manner.

La lenteur pour le financement de certains volets du Peace
Bulding Fund.


For Suriname CO, Suriname was officially recognised as a ‗self-
starter‘ country by DOCO in New York in 2008 and this was the
second year of the implementation of the Common Country
Program Action Plan (C-CPAP) in Suriname. This is only one of
two existing C-CPAPs worldwide and as a result not all procedures
are 100% clear to all partners as the CCA UNDAF guidelines to
not include guidance for C-CPAPs. GUYANA: Even though the
formation of the UN Programme Coordination Clusters ( PCG –
Subgroups) was supposed to improve coordination, the meetings
of the sub-groups were poorly attended despite a clear schedule
covering the entire year. Some clusters were not represented in
the PCG meetings hence failed to submit any reports to the PCG
No significant problems encountered by the other 2 COs.
Political Crisis disrupted the implementation of UNDAF
programmes (including the planned UNDAF MTR exercise) and UN
Joint Programmes.

Government of India (GOI) rejected DfID proposal to create a UN
Trust Fund, which would have allowed some agencies with low
levels of funding to participate in joint programmes.

1. The CCA/UNDAF process did not have the expected
participation from senior governmnet officials. In addition, there
seems to be a need to clarify whether CCA/UNDAF process is an
RC's Office driven process or a UNCT/Gvt-owned one with the
RC's Office facilitating. 2. In general, UNCT might benefit from an
increased focus on key strategic priorities to be addressed by the
UN in order to remain relevant in the Country.
1. April through December 2009, the UNCT lacked a fully
functioning RC, as the position was filled by the OIC for most the
year. 2. Weak fulfillment of UN normative role and human rights
mandate in the context of on-going country context challenges.
Substantial turnover in UNAMI senior staffing with changes in the
SRSG, DSRSG, and RC/HC (including a six-month gap in
replacement of the RC/HC) posed a challenge in continuity and
leadership. The lack of a consistent and systematic issue-based
dialogue. Absence of clarity and vision. Agency staff taking

The UNCT in Jamaica is somewhat disfuctional or working below
the expected outcome of "delivering as one" This is largely due to
the nature of each agencies geographic coverage. The UNCT in
Jamaica is composed of agencies that cover more than one
country which constrains the efforts to galvanize concerted joint
action. UNDP and UNICEF are the only country specific offices on
the team with the other agencies covering a broader range of
countries. The UNDAF review highlighted this issue. The review
also provided an insight into the lack of synergy of agency
planned activies within the UNDAF which upon review, was just a
compilation of different agencies activities. Another difficulty
highlighted is the lack of focus on the UNDAF amongst our
governement counterparts. Meetings of the UNCT has not
covered significant issues that need to be addressed in a
programmatic sense and an effort to regularize discussions on
the challenges that various agencies involved in implementing
the UNDAF are confronting as well as more of a discussion on key
guidance notes from UNDOCO.a more prominent role in UN
RC as well as CT need to have
response plan for Iraqi refugees in Jordan.

No major problems in UNCT. Though, it should be mentioned that
RC should have done more to ensure adequate status of UN
international staff, which is treated like support staff at
There have been no major problems in the reporting period,
however worthy to mention the following standing issues;
a.UNDAF implementation and coordination has continued to pose
b.Relatively weak capacity within the resident coordinators office
(has a capacity of 2 staff members currently). Strategies have
been developed to address this challenge.

1) The unability to get to a common pogrammtic action with
respect to the relocation of Roma IDPs still housed in the Cesmin
Lug and Osterode IDP camps which are highly contaminated by
lead poisoning. WHO qualified this situation as a medical
emergency. These two IDP camps remain one of the most
flagrant human rights violations, in particularely considering that
they have been established under UN administration of Kosovo.

No major challenges have been encountered with the UNCT.
Although the issue of the firewall has not yet been discussed in
the UNCT, nonetheless, the RC is following its principles. Clearly
UNDP and UNICEF are the biggest actors in the UN System, and
UNCT decisions related to UN reform have a disproportionate
affect on these two agencies. It is possible that as more elements
of the Delivering as One approach are introduced, that the issue
of ‗should all agencies have equal weight in their votes‘ may
arise. Smaller UN Agencies tend to agree to any reform proposal
without thought or reflection as the decisions will not affect them
significantly. In this regard, UNICEF is concerned Delivering as
One measures will introduce extremely time consuming levels of
bureaucracy, meetings and reporting that do not add value to our
work which is a common complaint of all ‗Delivering as One
Countries‘. The RC has heard similar complaints from the RCs in
‗Delivering as One‘ counties and has agreed to keep the systems
as streamlined as possible. UNICEF has suggested that the UNCT
collects experiences and lessons learned from other for other
countries working with ‗One Programme‘, review and discussion
these issues. This is to be a major agenda item at the next UNCT
Retreat expected early in 2010.
Substantial efforts invested in 2008 for the Joint UN Sustainable
Livelihoods Programme in Northern Lao PDR were suspended due
to resource mobilization problems for the Programme and
difficulties in achieving a common vision on its implementation.
The Joint UN programme on HIV and AIDS still needs to be
finalized to help avoid the overlap of UN Agencies‘ activities,
minimize expenditures and contribute to easier management of
budget and report submissions. Recommendations from a review
of the UNCT coordination structures were not fully implemented
in 2009 and will be further assessed as part of the upcoming
UNDAF preparation process starting in 2010. While UNDP,
UNICEF and UNFPA have all adopted the Harmonized Approach to
Cash Transfers, there are still other UN agencies which have not
yet aligned with the global guidance in this regard.

The 4 IWGs mentioned above are working well, meet regularly
and hld substantial discussions. However, often agencies delegate
junior staff members with no decision making power to those
meetings or never attend thus affecting cordination and coherene
in UN action. The office of the UN Special Coordinator for
Lebanon (UNSCOL) and the RC office are addressing the issue
and plan to improve the situation in 2010. Oter UN working
groups called Task Forces, such as the HIV AIDS TF, the Gender
TF or the Youth TF have been dormant and with little
effectiveness. UNICEF has offered to reactivatw the HIV AIDS
group and will offer the same support concerning the gender Task
Force. However, this office's capacity will not alow us to offer
coordinating /chairing al these groups.

a. The entire process of revising UNDAF and preprations of
documentations for Delivering as One was higly demanding both
for the senior management and technical team groups assembled
from different UN agencies.
a. Although the decision to involve non-residents agenices in all
stages of the preparation of Delivering as One was a desirable
undertakings, getting timely contributions from Non-Resident UN
Agencies was a major challenge;
The time lag (4 months) before the replacement RC/DSRSG took
up office.

In June, the UN RC ai, signed on behalf of UNDP, UNICEF and
UNESCO, an agreement with the MoFA for a three year $4 million
joint programme on enhancing inter-ethnic community dialogue.
The joint programme is funded by Spanish MDG funds. While the
funds had been awarded in 2008, several months of negotiation
by the Office of the RC were required to ensure that Government
counterparts fully accepted their accountabilities. The UN RC ai,
on behalf of five core UNCT agencies (UNICEF, UNDP, UNIFEM,
WHO and UNFPA) signed an MoU with the Ministry of Labour to
support joint UN work to address domestic violence. The $2.5
million programme is supported by the joint UN Trust Fund and
the Dutch Govt. The broad range of accountability and seniority
of UN representatives serving on the UNCT dramatically restricts
the effectiveness of UNCT meetings. Most UNCT members are
national officers serving as liaison or programme officers and
have limited decision making power. This also limits the
willingness of the more senior international members of the UNCT
to speak openly originated from political issues. As a result,
Major problems about sensitive the national context:
-The UNCT had to adapt programmes and intervention
strategies as well as security measures to the unexpected
political crisis;
-The UNCT had to face the reduction of funds available for
social sectors and complementary to those of the UN due to the
decision of most donors to suspend the aid to Madagascar.

Agencies commitments to Delivering as One
UNCT fatigue on delivering as one processes
Heavy burden/ labour intensive
- Staff time particularly for Small Country Offices, which UNCT
recognises is a problem. - Lack of clear policy guidelines for MICs
(does not preclude what UNCT has adopted as its policy);
however, a clear policy guidance could facilitate streamlining
UNCT activities.
The major problem encountered by the UNCT was the burden of
the processes (UNDAF MTR and UNDAF formulation) among its
partners, while at the same time trying to deliver on the AWP
commitments and the further delays in implementation because
of adjustments in the government bureaucracy. The UN system
tried to make the processes as light as possible, however.
Another major constraint was the delay in the formulation of the
Manifesto Strategic Action Plan (National Development Plan)
which was launched only in 13 November. This has caused some
delay in the start of the UNDAF formulation process.

-Inadequate strategic leadership of the previous Resident
-Delay in the submission to UNDOCO of RC's report and 2009
Action plan leading to delay in the approval of the RC's action
plan budget and activity implementation;
-Disfucntion of the internal UNDAF theme groups with the
exception of the Communication and the M/E theme groups.

- 2003 -2008 UNDAF evaluation could not be completed due to a
severe sickness of the leading consultant. This limited our
appreciation of the past Country Programme and the derrivation
of lessons learnt frm that period. - Due to the political crisis in
early 2009, the regular UNDAF/Country Programming processes
could not be implemented as we then were dealing with a non
democratically elected Government and therefore, the new
UNDAF was not approved in the normal way, and no CPAP was
duly signed in 2009. - While a new Government was elected and
is now recognised by the international community and donors, it
lacks operationality, effectiveness and technical leadership to
introduce the reforms required and to well run the economy and
to support the social sectors lately under-funded and to provided
the needed wellbeing and protection to its many vulnerable
communities in several segments of the society. - Government
did not pronounce itself to the current PRSP evaluation and gave
no directives for the formulation and funding of the new PRSP for
2011-2015. It is also likely that the new PRSP formulation would
No major problem as such was experienced in the past year.
Occasionally, UNICEF and other agencies felt that the RC needed
to clarify to Government counterparts the nature and implications
of his role. Some Government officials would tend to attribute to
the RC a supervisory role vis-à-vis other Heads of Agencies which
in turn can complicate matters of interlocution and dialogue for a
single agency. The issue was raised with the RC albeit certain
confusing situations still happen.

Moldova is moving towards improved donor coordination, with
Sector working groups active in an increasing number of areas.
The UNTGs are somewhat duplicative of this; a fact recognised by
some UN agencies. There is not agreeement within the CT yet on
whether to disband some of the groups - but it would certainly
reduce duplication of work. Despite efforts from the UNRC OFfice,
the reporting process remains time consuming and the added
value of the UNDAF report is not clear. The firewall between the
UNRC Office and UNDP remains thin. Many partners are not clear
on the difference between the RC, UN Moldova and UNDP, the 3
of which are often confused, and little effort is made to make this
clearer. Despite offers from UNICEF, UNDP staff take on all
coordination of substantive tasks/research, increasing this


The challenges of full implementation of the firewall remain, but
the RC is committed to address them. The construction of
planned UN Eco Premises has fallen significantly behind schedule
(partly due to the impact of the financial crisis). The UNCT in
Montenegro is very small and contains only three accredited
representatives (UNICEF, UNHCR and the RC). It is sometimes
difficult to diffuse tense or complex issues as can be the case in a
larger group of senior officials with a broader range of
UNDP faced a serious problem in relation with their office which
was undergoing renovation. The renovation work took much
longer than expected and their staff were working in poor

While some positive steps were registered in 2009 in
operationalising the One UN Operational Plan, progress has
continued to be relatively slower than the first year and half of
the initiative (2007 to mid-2008). Experience has confirmed that
the implementation of the Delivering as One UN initiative is time
consuming for a number of senior and key programme and
operations staff. The main constraints encountered in this process
continue to include: (i) the difficulty in balancing accountability of
staff to their respective agency and accountability to the UN
system; and (ii) the difficultly in balancing mandate and proven
capacity of some agencies, particularly specialised agencies. In
this regard, one of the most significant challenges in the UNCT
during the year continued to be maintaining an equitable
contribution to the collaborative work of the agencies. Certain
agencies contribute significantly to the achievement of results of
the system as a whole, while the contribution of others remains
minimal. This includes ensuring the realisation of expected results
in certain joint programmes, which has the potential of limiting

1. Leadership vacuum for almost 2/3 of 2009.
2. Failure to resolve critical common service and common
premises issues - issues still taking enormous time of UNCT.
3. No annual workplan developed (and hence not monitored)
4. 2 of 3 UNDAF working groups/annual workplans not developed
(apart from HIV/AIDS) and inability to pursue joint planning and
review with government.
IASC cluster leadership was activated in 2008, in response to the
Koshi floods. On the whole the cluster approach is working well
with active engagement from all UN agencies leading clusters.
However during the diarrhea and cholera epidemic in the Mid and
Far West regions during in 2009 WHO‘s weak leadership of the
Health and Nutrition cluster emerged as a concern. WHO HQ is
aware of these capacity issues and we understand is working to
strengthen the Nepal WHO Office in this regard. Given the
emergency nutrition challenges in Nepal it is proposed that a
separate Nutrition and Health clusters be established in 2010.

Chaotic organization fo working groups (UNDAF; Jp, thematic)
with no definition of political and technical roles, numerous
meeting with no agenda and little time to prepare agencies
position. In last trimester, after a deep reflexion of
Representatives with RC, measures have been taken to
rationalize the interagency coordination.

1) Frequent and unplanned absence of the Resident Coordinator;
2) Weak management of UNCT meetings, time consuming and
often not resulting in clear decison making
3) The Inter Agencies Technical committee, has not ben fully
operational, because of not clear ToR, not adequate participation,
and absence of programmatic decision making
(1) UNICEF chaired the inter-agency Programme Management
Team of the UNCT. This team arranged joint visits to and
negotiations with the selected States. The team, jointly with
State government teams drafted the Cooperation Frameworks
and Annual Workplans. It also drafted operational guidelines and
MOUs with States. The main problem was participation of
agencies - consistency both in attendance and attendant. Much of
it was due to availability of staff in smaller agencies. Also the
communication between the team members and their heads of
agencies was not sufficient.
(2) There are major national meetings that affect overall aid
coordination architecture that were attended by UNDP/RR. Non-
UN agencies have considered UNDP as representing the UN
System. However, the content and substance of these meetings
were never discussed in the UNCT. It will be very important that
in the future this becomes part of UNCT discussion.
The absence of a full time RC (as UNDP office was closed for a
long period of time) added to the workload of others, especially
the WFP Country Director who was also the acting RC for
considerably long.


UNCT is functioning well and smoothly. Regular monthly meetings
were conducted with full attendance of Agency Representatives..
No major problems encountered during 2009. There was a
change of RC and the RC ai who managed effectively the interim.

One of the major problems was the delay in the publication of the
MDG report, which will be a priority for 2010. The UNDAF Mid-
Term Review did not take place in 2009. It will be conducted in
2010. There are still problems with reconciling accounts between
UNDP and the other Agencies. Addressing this issue will be a
priority in 2010. The post of Head of CINU was vacant during
2009. Mainly due to this, the 2008 UNDG communications plan
was not updated. Priority for 2010. No progress has taken place
with regards to the Organization's web page. Priority for 2010.

There have been several changes in the UNCT in 2009. WFP,
UNICEF and WHO/PAHO experienced changes in representatives.
This created some uncertainty among government and civil
society counterparts

No major problems except no RC in place until July so UNICEF
Representative functioned as RC ai for four months during the
No major problems as such. However, from mid-year onwards
there was considerable uncertainty about the future of UNDP and
the RC in Romania. Eventually, following the non-materialisation
of Government funding for a new UNDP CPD, UNDP operations
are now being wound up and the RC position has been abolished.
The UNFPA Rep will start as RC a.i from 2010 but the UNCT has
yet to decide if the position will rotate among Reps or whether
the "ad interim" role will remain with UNFPA.
As stated above the relevance of the UNCT and UNRC mechanism
remains hampered by the lack of Government's interests and
therefore the lack of incentives. The arrival of a new UNRC has
addressed to some extent challenges in interactions and
dynamics prevailing under the previous UNRC.

- Competions for resources. Many agencies (mainly non-resident)
getting out of their traditional domains, just to secure access to
the One UN Funds;
- UNCT staff turnover impacting negatively on maintenance of
institutional memory and UN reform work.

- The limited commitment by key members to agree on a UNCT
Communication Strategy and limited funding from UNDP, UNFPA
and WHO to the implementation of the "UN in Action" weekly
Radio-Programme on the National Radio. - The ineffective and
non-coordinated participation of the UNCT in the World AIDS Day

Allocation of funds and shortage of staff.

- lack of consolidated approaches as the UNCT gather Country
Offices and Regional or Subregional offices.
- weak monitoring of the annual UNDAF implementation
In mid 2009 a new RC joined the Serbia UNCT. Although
experienced in international development work, this is his first
posting with the UN, and there has consequently been a steep
learning curve. There have been a number of challenging
discussions within the UNCT around the strategic nature, scope
and main trust of the UNDAF (and consequently of the CPD for
UNDP and UNICEF), made more complex within the sensitive
political situation regarding UNAP Kosovo and coupled with the
period of transition from one set of guidelines to another –
produced by DOCO.

1. Slow implementation of decisions taken at the UNCT. e.g. the
implementation of HACT 2. Agenda of UNCT meetings to include
substantial programatic issues with well prepared background
-DSS remains weak and not present in CSZ. Despite repeated
requests, there is no apparent change in the capacities of DSS.
This places UN staff at high risk and must be addressed at the
highest level by the operational agencies. In addition the
information analysis and management capacity is literally non-
existent. To further complicate matters, DSS has been expelled
from CSZ by the AGE Al Shabab along with UNDP and UNPOS. A
re-engagement strategy has not been articulated. -OCHA
Somalia has focused on strengthening the cluster and Nairobi
coordination mechanisms – with some degree of success –
however, to the detriment of their strategic presence inside
Somalia; the need for them to focus on developing a database of
partners in Somalia and capacity building programme
(particularly on national NGOs – the key implementing arm) in
view of the need to manage risk; very limited advocacy acts,
whether at the country, regional or HQs level. From a longer-
term visioning perspective, OCHA is not supportive to taking on a
―one lens‖ approach to a UN assistance strategy to Somalia that
The delay in recruiting a UN Resident Coordinator hindered UN
Country Team‘s efforts to accelerate the implementation of UN
Reform in South Africa. After a delay of almost two years, the
position was filled in September 2009. Since the arrival of the UN
RC, there has been a series of consultations among UNCT
members, and with national counterparts in order to lay the
foundation for ―Delivering as One UN‖ based on the
recommendations of the independent UNEG evaluation of UN
system in South Africa. In developing the road map for the
reform, the UNCT plans to visit other middle-income countries,
possibly Brazil and Vietnam and draw lessons from their


leadership and partnership. Much of the challenges the UNCT
faced this year was exogenous such as the sudden loss of 40% of
the humanitarian assistance capacity following the revocation of
the licences of the NGOs. The UNCT provided strong leadership in
the subsequent lengthy and sensitive negotiations with the
government to allow the NGOs to continue to operate and
furthermore to release the properties of the concerned NGOs that
was seized by the government. Another major challenge the
UNCT faced was declining support to the CHF mainly due to the
global financial crisis. CHF fund receipt dropped from $151.5
million (in 2008) to $105.8 million in 2009 (as at November
1. The main challenge concerns the blurring of functions of the
Resident Coordinator in his capacity as the coordinator of the UN
Country Team and as the head of UNDP. Lack of a "firewall"
between these two functions undoubtedly undermines the
evolving relationships among the members of the UNCT. 2.
Another worrying trends in 2009 was the repeated requests for
funding from the Office of the Resident Coordinator to finance ad
hoc activities.

Non-resident agencies whose participation in the UNCT is adhoc.
lack of coordination for most operational issues. Agencies were
not interested in UNICEF's proposal to participate in its printing

UNCT works harmoniously together, particularly in coordinating
and responding to emergencies. The UNCT can further build up
and strengthen its leadership role in the local international
community in shaping up the Government's development agenda.

The understanding of Delivering as One varies from one agency
to the other. For some, the initiative is perceived as an
opportunity to further coherence in UN‘s response to the
development priorities of the country, while for others it is more
considered an opportunity to benefit from the funds made
available through the DaO window. At the same time, there has
been a varying level of representation, commitment and capacity
(especially technical capacity on cross-sectoral issues) in the
various DaO management and technical groups. This has resulted
in substantial time commitments for UNICEF staff and also
created some frustration, mainly due to the different level of
participation amongst the UN agencies. Applying the concept of
inclusiveness versus efficiency and lengthy processes continue to
be ongoing challenges.
There are some high-transactional-costs and low-results actions
including some joint projects. While the ―jointness‖ should be a
means to achieve "results" and not the end itself, this
relationship is not always clearly recognized and sometimes it is
reversed. Some joint projects seem to be more driven by funding
than programmatic logic. We have been proactively initiating
joint actions that are genuinely needs-based (eg. existence of
multiple actors working in the same issue area, clear ideas of
benefits to be obtained and of costs of not coordinating, etc.) but
refraining from joining others of the above-mentioned nature. A
critical question of ―so what‖ needs to be asked to some of the
joint projects.
1. The departure of 2 UN Agency Representatives in 2009 (WHO
and WFP) weakened UN leadership. WHO was represented by an
interim for 6 months, who has not been replaced. WFP currently
does not have a representative. Delays in recruiting the FAO
representative was also a challenge. 2. Poor collaboration in the
design and implementation of UN joint programmes. 3. Not
enough human and financial resources to strengthen the UNRCO.
No major problems to highlight so far.

No major problems

UNCT worked at a more formal level and did not interact in any
substantive manner on programmatic issues. Most UNCT
meetings were adhoc and agenda was not well organized. The RC
office could not provide the leadership to use UNCT as a strategic
instrument for policy influence
The Resident Coordinators' Office was physically displaced, with
staff dispersed into temporary locations, due to security
concerns. In addition, there was staff turnover and a shortage of
staff, and these problems occurred while the UNCT was
developing an UNDAF, participating in NDP development, and
trying to implement a transition from a humanitarian to a
development approach.
There was widely varying amount and quality of support for joint
UN processes from different UN agencies, putting more pressure
on UNICEF and other agencies to deliver results.

The long time absence of the UNRC for the first half of 2009 was
somehow stressful for the UNCT and the UNICEF Rep as UNRC
a.i.. The new UNRC started his assignment as of September
2009. With the new UNRC leadership, it would be difficult to
identify concerning issues yet as there has been only a few
months since his inception. Hopefully the UNCT will enhance its
teamwork in the coming year with the new UNRC's leadership and
over the new UNDAF planning exercise.

The Supply function and the delivery of services are not strategic
areas of the Country Programme. However, as a result of the
execution of the DAO Programme, the weight of these functions
has increased in 2009. This implementation modality should be
reconsidered in the context of the new UNDAF and the new
UNICEF Country Programme, bearing in mind, in particular, the
transforming engagement currently promoted by the organization
in middle income countries. RC travels outside the country
hindered the agenda of the UNCT
Increased government scrutiny in the overall UN operations in
the country including printing of communication materials
targeted for the population. There are indications that the
government is considering downgrading the status of the UN
agencies and its levels of contacts with policy makers. Strict
procedures imposed by the Ministry of Foreign Affairs including
close monitoring of movements of senior international officers of
UN agencies within the country.
The government is increasingly cautious and over-sensitive in
discussing issues they perceive to be negative such as -
treatment and care for specific groups of people with HIV
infection, use of contraceptives, gender mainstreaming, and child
Increased scrutiny and monitoring of the work of both national
and international NGOs. In 2009, the office of World Vision closed
down; Handicapped International was not granted permission to
work in the country; National NGO offices have been closed.
National NGO coordination agency for HIV-AIDS prgramme
NANOUZ is under scrutiny of the Government.
UN agencies have had challenges accessing the highest levels of
political power. This affects programming, administrative and
financial matters.
• A centralized government model, with most power at the
Executive level, means there is little coordination between other
agents involved in public policy. This limits the effectiveness and
efficiency of the UN system and causes duplication and increased
transaction costs for the UN and its partners. • Frequent changes
in State structure and the authorities have complicated joint
UN/government work on the design of an M&E system and an
appropriate accountability mechanism for UNDAF.
• Lack of access to the highest decision-making levels make it
difficult for the UNCT to agree on key elements that would serve
to address inequalities, promote public-private partnerships and
help ameliorate the impact of the climatic, financial, food and
energy crises. • The government promotes and participates in
regional integration mechanisms, however the United Nations
System is not provided with advance information on agenda
The UNCT in Viet Nam is probably among the most coherent and
effective teams anywhere in the world. The leadership qualities of
the RC combined with commitment towards teamwork and
coherence among the heads of agencies and the integration of
individual agency staff into the thematic Programme Coordination
Groups (PCGs) are all factors that have built the strong team.
There have not been any major problems during 2009. In the
longer term, the notion of inclusivity needs to be reconsidered. In
a team of equals, it is all fine and fair that one head has one
vote. But in a situation of disagreement or conflict, it is not
logical that the votes of UNDP and UNICEF (counting for more
than 50% staff and financial throughput) count for exactly the
same as, say, UNV and Habitat. The One UN Initiative also
remains too dependent on individuals and their goodwill. More
aspects of the initiative need to become institutionalized.
Challenge of ensuring adequate capacity to implement all
activities included in the Workplan.

1. Leadership weaknesses that include serious competition
between agencies does not bode well for collaboration. 2.
Agencies are still competing for their respective visibility, rather
than concerted action for the benefit of all. 3. Some agencies,
especially non-resident are lured by an increased funding
possibility without due consideration to other issues, notably
context specifications, requirements and capabilities. 4. The RC
unit was heavily lacking in human resources to adequately
support the work of the UNCT, particularly in a time of growing
demands and expectations occasioned by emergencies and
Not all agencies onboard in terms of One UN, UN system in
Zambia seen as diverse and in-coherent. Lack of team spirit in

Different capacities within the UNCT hence delivery on demands
from government is mixed on various core mandates. Need for all
UNCT agencies to be at the same level of efficiency and
Unclarity on the conceptual and operational way forward related
to early recovery and the transition from humanitarian into state
re-engagement strategy.
Yearly Financial Support to RC Office/Support Unit in $
per year





























































































Add'l Comments for Yearly Financial Support in $


Expenses for RC office are covered directly (through approved
allocations) from the coherence fund. We find this an elegant way
to operate. Not included in the above are shared costs for the
field security office (7,100 USD)
shared costs for the UN medical offices (6,900 USD) These are
not strictly related to the RC Office/Support Unit of the RC office

No financial support was provided by UNICEF for the functioning
of the RC except a US$ 1515 contribution for UNDSS annual

The amount of $1300 was provided by UNICEF as a contribution
for the implementation of the UN Communication Group workplan
as well as contributions to celebration of the UN Day.

However, we did pay for facilities for a UNCT (well, ExCom)
training on HACT

UNICEF provided the financial support for the UN common
services and joint UN events organised for the government,
donors and civil societies by the UNRC office.
UNICEF did not provide any financial support for the functioning
of the RC Office

The amount covered the following items:
- Salary and other costs of one staff for the UN Information and
Documentation Center;
- Contribution to the Programme communication costs related to
the flood emergency;
- Contribution to the micro-evaluation/HACT costs;
- Support technical assistance for a training session on "HIV/AIDS
Risk and Vulnerability Mapping" interventions for youth
- Contribution to the operational costs of UNAIDS on a cost
Out of the total support provided to RC/support unit, US$ 2,971
was for 'Solution Exchange', a platform for Knowledge
Management among the Development partners and the
government in Bhutan.

UNICEF is one of the largest contributors to the functioning of the
RC Office/Support Unit. The funds referenced above include
contributions to activities within the UNCT Workplan that are
managed by the RC Office, as well as contributions towards
safety and security, HACT workshops, Peer Helper training, and
first aid training among other issues.
Commitment has been made to co-fund two professional staff
positions in the RCs Office in 2010.

UNICEF is providing considerable staff time support to the RC
office as the Representative is RC a.i
UN agencies contributed a total of USD 220,000 in 2009. UNICEF
contribution represents 45% of the total contribution of UN
agencies, and 15% of total budget needs of the UN Coordination
Office in 2009.These funds were provided to contribute to the
technical assistance to the UN Coordinator through a Strategic
Advisory for a total cost of USD 200,000 a year. But since the UN
coordination office could not secure enough funds, only a
consultant was hired for four months to cover the function. The
remaining funds cover the salary of the UN Coordination
Specialist. Salary costs of the last had been funded by the
Netherlands Government but the financial commitment lasted
until March 2009.

The RC's office is poorly staffed; following the departure of the
Planning officer, the post has not been filled. UNICEF is the RC,
a.i. in addition to chairing the M&E UN Group and Co-chairing 2
UNDAF pillar working groups. The UNICEF Representative has
also been requested to supoort the RC's Office on plannning
functions and the focal point for the UNDAF. These
responsibilities represent at least 20% of the Representtive's
time when the RC is out of the office

Of the above amount:
$ 112,121.23 was a contribution to the ongoing UN common
premises initiative;
$ 30,000 was a contribution to UNDAF formulation;
$ 50,000 was a contribution to joint action on rehousing of
families living with HIV & AIDS (who had been subject to
evictions and placed in what amounted to a "colony").

Contribution for salary of Chief, Coordination Unit $2,151.31 paid
in 2009 but document will not accept this figure in the space
provided above
UNICEF supported:
- UN Health Center
- Security
- Other operation support
caso, porque UNICEF no ha aportado recursos financieros.

$10,000 towards the UNDAF, at the request of the UNRC
$30,000 towards the UN Gender Facility at the request of the
$5000 to UNAIDS at its request, for the Shanghai Conference
attended by Michel Sidibé
The UNRC‘s Office benefited during 2008 and 2009 to some
extent from several Joint Programme (Spanish MDG) funds,
which were obtained only through the hard work of the key
agencies including UNICEF. Because of this, the UNRC‘s office
now has one extra International Professional paid by the Spanish
MDG funds.

The RC Office and Support Unit functions with the financing
available from the UNRCS, however UNICEF and other Agencies
contribute to a limited number of specific joint activities (e.g., the
UN stands at the Bogota Book Fair and the "Colombia
Responsable" corporate social responsibility fair), and for a
common UN system radio program operated by the UN
Information Center.
UNICEF contribution to RC Office in 2009 totals USD 12000 for
office running costs, mostly related to the salary of coordination
office staff. The office has contributed USD 1150, 50% of the
total cost, for the development of the project aimed at reinforcing
partners‘ capacity for HACT compliance as recommended by the
Audit firm which conducted the micro evaluations. With the One
UN Office in evolution, it is certain that in 2010 UNICEF greater
resources will be demanded to ensure that the Resident
Coordinator system can provide appropriate analysis, planning,
monitoring and evaluation of the Programme and
institutionalization of new systems, such as Commores-Info etc.

UNICEF did not provide any financial support for the functioning
of the RC Office.
The total other UN agency support budget for the Coordination
Unit is 70,000 US$, to which UNICEF's contribution is 10,000 US$
per year (pls ignore the indicated no in the table, since the
system did not accept the amount of 10,000 US$ as a correct no
for some reason). However, tghis contribution does not take fully
into account the ad hoc funding needs appearing all along the
year especially as regads the funding of joint communication
campaigns/events. The support budget allocation issue has not
been discussed in the UNCT meetings and the establishment of
the Coordination Unit budget lacks transparency, clarity and
engagement from all concerned parties.

There is no RC.

USD 3000 for joint activities

As the RC budget is not completely used, there was no need for
other Un agencies contribution
UNICEF covers travel fees of its staff to attend and participate to
various joint retreats/meetings.

Contribution for the recruitment of joint UN Area coordinatos for
Equateur, Oriental, Katanga and Kasai Oriental.


Contributions to the RC Office (this includes security,
communication and the center of documentation) are shared by
all the UN Organizations, therefore costs are lowered.
Year 2008 BF balance of US$8,174 + US$15,000 brings the total
conribution in 2009 to US$ 23,174

No specific financial support has been provided for the functioning
of the RC Office / Support Unit


Contribution to the salary of the L4 M&E officer in the RC‘s office
The cost sharing of support for the RC's Office fall mainly on
UNDP, UNICEF and UNFPA. Efforts will need to be made to ensure
other agencies contribute to both this support for the RC's Office
and support for the UNDAF M and E Manager. Specialized
agencies often talk about their funds being controlled by ROs and
HQ as their excuse for not contributing. Greater advocacy needs
to be focused to their HQs and ROs to ensure support for th RC

The RC office has got its own budget and does not require
UNICEF's contribution

UNICEF covered the cost of providing support to the Beijing +15
Conference in terms of assigning focal points to participate in the
planning and coordination meetings, and designating drivers and
vehicles for transport and logistics.
to support recruitment of UN Coordination Specialist.

UNICEF Guatemala supported interagency training activities on
security and HIV/aids as well as the functioning of the crises
coordination center.

L'UNICEF a financé le salaire d'un Communication Officer pour le
programme conjoint ainsi que des réunions de coordination de


For Trinidad & Tobago CO, rotating the Chairperson of monthly
UNCT meetings have significantly improved meaningful
engagement and coordination of non-resident Heads of Agencies
and Agencies based in Port of Spain but having regional

Additional 45,000 $ contribution to Solution Exchange. Solution
Exchange is an initiative of the UNCT, begun in 2005 for the
purpose of establishing Communities of Practice (CoPs) to share
knowledge and experience among practitioners from
Government, donors, civil society and academics. The initiative is
organized around broad themes that correspond both to India‘s
Five Year Plan as well as to seven of the globally mandated
Millennium Development Goals.

The amount above is for 2009.
While UNICEF did not provide any direct financial support to the
RC Office/Support Unit, substantial staff time was contributed.
The Representative has spent 10% of his time supporting the RC
and related functions within UNCT. In addition, the
Representative has frequently served as OIC for the RC Office.
UNICEF supports the coordination functions, leading the SOTs for
education and WESH for the UN and co-leading Protection and
Health SOTs. UNICEF was also the chair of one of the UNAMI/UN
Agency integration retreats working groups and active participant
in the other working groups. UNICEF is a member of the IAU
team, the advocacy group, and HR and Operations Teams. For
the UNDAF/CCA process, UNICEF led one of the three thematic
areas on ensuring quality social services.
UN Family Day US$1,400 ID machine US$ 600

UNICEF‘s contribution was through staff time to common UNCT
activities, such as UN Communication Group, Operation
Management Team, HACT Committee, Health Security Committee
on H1N1, M and E Group, and UNDAF implementation working
groups. UNICEF was the Chair of UN Team Group on HIV/AIDS
and Education Coordination Group meeting.
The support provided to the RC office in 2009 reflects a similar
amount given in 2008, amounting to US $ 12,000 for UNRC office
staff costs and US $ 57,867 for the functioning of the UN

UNICEF offered support for a year end joint activity with Staff of
RC/UNDP and UNICEF. The offer was declined by the UNICEF staff

The above contribution was to support the RC's office to organise
UN Staff retreat in 2009.

UNICEF provided a total of 20,000 USD as follows:
- 3,000 USD to support OCHA National Officer - 2,000 USD for
the Humanitarian Partnership Review (ESARO)
- 15,000 USD for UNDAf review.

Contribution to remuneration of the AIDS Coordinator;
Given the situation in question 2 above, UNICEF provided a
finacial support of US $ 17,008 as a contribution to the RC Office
Support Unit staff costs, the UN and UNV days celebrations as
well as UNDAF review preparation

No contributions was made to UNCT as the coordination work and
unit were financed under the established UNDAF coordination
UNICEF has provided financial support to the RC system in
communication related activities in the amount of US$14, 200. In
addition, a considerable amount of UNICEF‘s staff time went to
joint programming, interagency coordination activities (UNETE,
UNDAF, Communication Group, thematic groups, etc) as detailed
below. Occasionally, UNICEF has provided logistical and
communicational technical support to activities organized by the
RC Office.

While the office does not provide direct financial support for the
unit, we contribute to the costs of joint space, some of which is
used primarily or exclusively by the RC office and/or UNDP. We
will seek to address this For the first time UNICEF participated in
the UN Human Rights Gala, including with a significant financial
contribution of US$10,000. UNICEF plays a significant
contributory role in terms of staff time for common documents
and, in the case of the Gala, 1 event.

Cost sharing for the salary of UNRC M&E officer.

UNICEF has contributed to the cost sharing of the following
positions: UN Communication and Administration Assistant ;
HIV/AIDS Specialist to support the UN Theme Group; and a
Project Coordinator for the UN Eco Premises. UNICEF share for
UN Joint premises amounted to Euro 1,086.75 for the position of
Project Coordinators salary for supervising the construction of UN
house. UNICEF covered fees for UN Communication and
Administration Assistant in the amount of Euro 1,083.60 and
HIV/AIDS Specialist fee in the amount of Euro 2,123.
The contribution is related to the common security service
especially to cover costs related to emergency communication.

In 2009, UNICEF provided US$ 56,800 for UN cost-sharing
services, including contributions to the Emergency Reaction Unit,
cost-sharing of the common UN Cares programme and activities
led by the Resident Coordinator‘s Office, including key UN events
and functions. In addition, UNICEF disbursed an allocation of US$
25,000 (carried over from 2008) in support of a joint UN capacity
building initiative funded by OCHA, UNDP and UNICEF. The
initiative provided technical expertise to support the National
Institute of Disaster Management (INGC) in establishing an
information management system for disaster risk reduction
emergency response. Finally, a total of US$ 18,800 was allocated
to UNDP for management of the common pouch services. In
addition, UNICEF committed US$ 160,000 for common
procurement initiatives in the course of 2009, as the convening
agency in the initial year of establishment of a common UN
procurement platform.

Funds above for: Communication officer in RC Office; Common
Service Support Coordinator in RC Office, and receptionist /
assistant in RC office.
UNICEF supported the generation of information and indicator on
MDGs and to improve the monitoring of the UNDAF, through the
update of Devinfo database. DECVINFO LAC provided technical
asistante to the RCO to install the web aplication on line.

UNICEF did not provide direct financial support in terms of
finances and staffing. We spent 125,556 USD as support for the
functionning of common premises.

This does not include common service costs, UN Clinic costs or
common security costs. These would total approx. US$860,000 in
2009. Thus, the total resources for common UN functions reaches

RC office has staff and a budget.

UNICEF contributes to RC Staffing by sharing the cost of the
Coordination Official's Assistant.
Moreover, UNICEF provided additional $13,000 to contribute with
joint activities, such as communications, security coordination
and HIV-AIDS local coordination.

We have provided financial support for two years for one of the
programme support staff in the office of the RC.
Joint activities under the UNRC umbrella are directly supported
through cost-sharing.

None during 2008

UNICEF while contributing to Common Premises and related
issues does not like all other agencies contribute directly to the
functioning of the RC Office.


Despite a good will of the majority of UNDAF agencies opérating
in Senegal to move towards more joint programme and huge
pressure of Senegal to see the UN agencies having a more
coordinated assistance, the UN agencies face hughe difficulties to
deliver visible and coordinated supports. This result from reasons
mentionned in above but also weak capacities of UN staff in
HRBA, RBM and global understanding of what means the UN
reform reform at country level
The CO in Serbia did not provide direct financial support to the
RC Office during 2009. However, the office contributed to a good
number of UNCT activities, including participating in the
development of three MDG-F and one multi-donor Joint
Programmes, in UNDAF 2011-2015, supporting the UNRC in
preparations for the marking of UN –Week (dedicated to Youth),
charring two UNTGs ( HIV/AIDS and Youth) and representing the
UNCT/RC in public appearances. About 20 to 30% of programme
and operations staff time have been also dedicated to UN working
or thematic groups and joint programming.


The RC Office is still very weak with only two staff members; the
RC/HC/DO recognizes the need for more support and is actively
recruiting for new posts.
Only contribution towards UN common services.

A total amount of US$ 5,525 was provided for joint activities
related to Gender based violence (US$ 1,803) and
Communications (US$ 3,722).

No financial resources are chanelled to the RC's office directly.
UNICEF also contributed towards joint advocacy initiatives for the
UN Communication Group and Gender theme group.

1) radio room
2) UNCT Syria Web master
3) UNCT Senior Communication Adviser

UNICEF did not contribute financially in the functioning of the RC
office/support unit as all costs are covered under the One UN
Fund. However, UNICEF provided funding for many of the joint
UN activities and facilities coordinated by the RCO, such as
celebration of the UN Day. Moreover, in-kind contributions in the
form of technical assistance by UNICEF staff to RCO continue.
UNICEF also contributed to common trainings.

For the third consecutive year UNICEF contributed with UNDP and
UNFPA to the reinforcement of the M&E capacity of the RC office
through a cost sharing of the UN M&E officer post.

Nothing in particular
The financial support consisted of a consultant to support the
working groups and the Steering Committee in development of
the UNDAF, and support for editing and printing.
In addition, UNICEF and UNFPA provided in-kind support of
meeting space and supplies for UNDAF-related meetings

There has been no financial support to the RC office and support
unit during 2009.
RC office had sufficient funds to cover operational costs,
celebration of UN Day, evaluation of UNDAF and development of
new generation of UNDAF

UNICEF financial support for the RC Office and Support Unit
includes direct contributions (USD 7,338) to coordination,
security, public image and organisation efforts. In the case of
UNDSS, financial support of UNICEF was USD 23,015.
Furthermore, UNICEF has made contributions in terms of
technical assistance for the whole system:
• The Office capacity for planning and M&E is recognized whereby
UNICEF played a decisive role in achieving the most coherent
UNCT plan of work given 2009 technical and financial resources. •
In order to adapt to the real possibilities of taking on tasks -
given the limitations on financial structures and agency staff -
UNICEF designed a governance mechanism in thematic and
functional groups on the basis of the UNDAF thematic areas, thus
simplifying operation. • UNICEF took responsibility for HIV
training for multiplying agents throughout the system. This has
been a determining factor in training all United Nations personnel
within the framework of the Caring for Us policy. • UNICEF
worked together with the Office of the High Commissioner for
This corresponds to the cost-sharing of the UN Gender Advisor,
who works in the RCO and advise the UN system on gender
equality. In addition, the following contributions were made by
UNICEF to joint UN services: 1) Contribution to Common Services
Budget 2009: US$18,771
2) Contribution to setting up of One UN Intranet: US$16,000
UNICEF is providing considerable staff time support to the RC

Financial support was provided to the UN Dispensary45,000.00
Support was also provided to the SMT/DSS, particularly in
meeting facilities and other logistical support.

Funds mainly provided for MTR and new UNDAF development.

The RC function has traditionally been supported by the UNDP
except for common services which are shared between the
agencies (such as the UN clinic, security services etc...).
Yearly Support to Staff Time in hrs













approximately - 900



Hard to do


cannot estimate













About 200 hours



Difficult to estimate


OVER 100 hours

640 hours for the year

125 Heures
















52 hours


24h of UNCT meetings + 72 hours preparation time of the
Representative time
280 hours



30% plus

as per below












50 hours



Appro. 40 hours

100-100 hours











5,280 hours


800 hours for 5 staff
430 (approximately)

2,064 hours

over 1,000 hours


150 hours

Add'l Comments for Yearly Support to Staff Time in hrs


This is an impossible question to answer. Also staff time should
be qualified into senior staff, project staff, programme asisstant
and so on. Generally, we realize that we are not just supporting
"the RC office", but necessary coordination work (we also would
have UNCT meetings if there were no RC office). Similarly, if we
receive money from a contribution pool, we have to fulfill certain
reporting obligations, RC office or not. On the other hand, the
preparation of a One UN or RC annual report would appear
somewhat futile. Finally, we also receive benefits - for instance
the services of a human rights advisor, an operations officer, and
M&E officer.

(Representative, Deputy Representative, Planning and ACSD)
This is an estimation of an average of 2 hours plus per week on
issues that are for the UNCT. This number was higher during the
UNDAF preparatory process and when in emergencies (most
recently in November).

The main staff time was by the Operations Manager who as part
of UNICEF's management of UN common premises and services
utilized around 40% of the time attending and managing this
responsibility, including chairing of OMT and participation in the
various task forces (5% by one other UNICEF staff). Other staff
time was by the Communications Officer who chaired the UN
Communication Group and utilized 10% of his time for this
purpose. The Representative, with overall responsibility of the
above, together with all other joint UN-related work including
UNCT and SMT meetings, chairing of a theme group as well as
acting as RC in various periods and participation in the
recruitment and performance assessments of RC Unit support
staff utilized around 35% of her time for UN coherence-related
It really is difficult to estimate. I reckon about 10 hours per
month of each Professionals' time, including my own. The
question is actually not so clear - staff time for RC Office support,
or general UNCT work? If the former, the answer is close to zero.

There is no specific analysis done on staff time, it is estimated
that at-least one full time staff at mid-level is required to support
the UN coherence and joint activities.
UNICEF contributed technical expertise and large amounts of staff
time in the drafting of the CCA and the first ever 2011-2015
UNDAF for Belarus

Representative- 50 hrs
Programme Coordinator- 20
4 programme Staff - 32

During the floods emergency, WASH and Health Units staff
devoted about half of their time to actions related to that
Operations Unit held several meetings related to common
services, harmonisation of DSA and consultations fees, HACT,

The UN coherence and DAO reduced transaction cost for the
government. however, it does requires more time and effort by
the Un-agencies to harmomize planning procedures and
approaches amongst themselves. We estimate that about 25% of
trhe staff time is devoted to UN-coherence

The Representative dedicates approximately 50% of his time to
UNCT issues, especially now that he is the Chair of the UN
Emergency Team. The Deputy Representative and the Chief of
Operations dedicate approximately 1/3 of their time to UNCT
issues, given their active involvement in the Deputy
Representatives Coordination Team and the Operations
Management Team. Other programme officers are actively
involved in thematic groups, to which they dedicate less than 1/3
of their time. (For future use, it would be easier for question A4
to select from a menu of options indicating ranges of hours).
Staff time has been mainly invested as follows:
- The UNICEF Representative and the Deputy Representative
(when she was OIC) have been acting several times as RC a.i.
- The preparation and implementation of the MDG-F funded
programmes have been a very enriching process but it has also
been time-consuming - The thematic groups have been quite
active (HIV-AIDS, Communication, Gender, Youth)
- UNCT meetings were organised regularly, with additional
retreats and special meetings
- inputs were provided into various reports and matrices
UNICEF is a member of the following UN committees:
- UNCT (Representative - 4 hrs per month)
- 5 UN Theme groups (10 staff, 6 hrs per month)
- Programme Coordination Group (Deputy Representative and
one Chief of Section, 6 hours per month)
- Operations Officers Team (Two officers - 4 hours per month)
- Monitoring and Evaluation theme group (Deputy
Representative, one meeting - 3 hours)
- Advocacy and Communication (Communications Officer - 6
hours per quarter)
- UN Learning Team (2 staff - 3 hours per quarter)

The UNICEF Representative has been acting as the RC a.i since
November 2009, this has increased enormously the number of
hours the Representative and the wider UNICEF team dedicates
to UNCT and RC office issues. The Brazilin government perceives
this as an opportunity to discuss certain dimensions of the UN
role in Brazil within the framework of the UN coherence agenda,
this will add to the time dedicated to UNC issues in early 2010.
The development and negotiation of the MDG - Fund joint
programmes were very demanding on staff time, because a
several UNICEF colleagues played a leading role in the
conceptualization and negotiation of the programmes and
proposal preparation. This enabled us to position children and
adolescents rights firmly within these initiatives. The UNCT
Thematic Groups articulate with national relevant institutions,
and are perennially structured. In accordance with their
mandates, the groups consist in UN agencies, funds and
programmes. There are also interagency teams whose function is
to provide operational support to the work of the UN System in
UNICEF is very committed to the UN Coordination and has been
dedicating time on it through activities such as: UN coordination
meetings of Heads of Agencies or /and their Deputies depending
on issues on the agenda, which are held on monthly basis. These
meetings last at least three hours since they are combined with
security meetings. UNDAF Programme committee met as often as
once a month as well. A number of documents were also drafted
jointly, and particularly this year: reports of the UN Coordinator
to the UN Secretary General, update on specific topics such UN
collaboration with Civil society, follow up on the UN Secretary
general's visit to Burkina Faso in 2008, ... Ad hoc meetings were
also organized to meet other Agencies' management at regional
or global levels on official visits in the country.
The Operation Management Team also met several times in the
year. Agencies have been supporting each other in recruitment
processes in order to meet the requirements of the process.
Within Paris Declaration commitments, UNICEF joined the other
As agencies to various 20% of the Representative's time
UN RC a.i. approximatly meetings planned by Developmentover a
2 month period on the UNDAF support the equivalent of 3 monts
full time of the M&E Officer ; the UNCT meets twice per month for
approximatly 2 hours.

The Representative was UNRC a.i. for approximately six weeks in
The Chief of Operations served as Chair a.i. of the Operations
Management Group for the entire year and UN Security Focal
Point for one month.
The Deputy Representative served as Co-facilitator (with the
UNDP Deputy Country Director, Programmes) of the UNDAF
Steering Group.
The Chief of Communication provided overall guidance to the UN
Communication Team.
The M&E Specialist was the key figure in assuring quality of the
UNCT meetings generally unhelpful in producing coherence.
Because of the Joint Office Modality where all staff work for the
mandates of 4 Agencies, this is not so easy to estimate. If
support to the RC Office entails UNICEF integration into DaO, it
can be estimated top at least 2 full man/woman years. Please
enter any additional comments if any
We have clearly seen the benefits of the Joint Office, in for
example, our response to the Dengue epidemic. We would want
UNICEF‘s assistance in making it work even better for the rights
of children and we would welcome a mission in this respect
during 2010.

The figure assumes that participation in UNCT and related
structures counts as staff time: If participaion in UNCT structures
counts then the following is an approximate representation:
- UNCT (4 hrs per month)
- 2 UN Theme groups (2 staff, 2 hours per quarter)
- Programme Coordination Group (2 hours per quarter) Cluster
Co-ordination - if one is to count participation in the Cluster Co-
ordination this would be:
- Education Cluster (lead): 2 staff, 4 hours per month
- Nutrition Cluster (lead): 1 staff, 4 hours per month
- WASH Cluster (lead): 2 staff, 4 hours per month
- NFI Cluster (lead): 2 staff, 2 hours per month
- Health Cluster: 1 staff, 2 hours per month
- Protection Cluster: 1 staff, 4 hours per month
- UNCT needs a leadership that is able to stimulate harmonized
action but also elicits strategies to address the political evolution
in Chad. After June 2009, and, more importantly, starting at the
beginning of 2010 the whole context of UN presence - including
the MINURCAT mission – was influenced by the peace talks
between Chad and Sudan. This process should be seen as an
opportunity for increased cooperation to development
nationwide. The UN presence and strategies in the East should be
re-tailored in the light of early recovery situation. - On these
themes, unfortunately, the UNCT has very limited discussions to
date. UNCT is poorly le, meets without a regular timetable and
often on cumbersome agenda and was insufficiently able to
elaborate new answers to support GoC in policy shifts that are
urgent and necessary. - The Participation of UNICEF
Representative to UNCT meetings, retreats, fields visits was
thoroughly ensured as was during the revitalization of UNDAF
process. The latter needs acceleration, new insight and more
simplified approaches to become a reality in Chad. - Participation
UNICEF staff to thematic Work Groups meetings
Total number of hours 672 (approx. 7 days/month, specially for
attending meetings). Sometimes, several meetings are called
from different UN agencies, which poses a burden on a small
office with limited HR.

Impossible to quantify but working with the UNCT and UN
agencies involved significant amounts of time as follows:
1. The Representative: UNCT at least once a month, as well as ad
hoc meetings and meetings with VIPs; 2. The Representative is
also the Chair of the UNDMT which involves meetings, missions
and workshops, supported by PME and programme staff
3. The Representative is a member of the HIV-AIDS Theme
Group as well as a voting member and UN system representative
of the Government-led Country Coordinating Mechanism for the
Global Fund to Fight AIDS, Tuberculosis and Malaria (CCM-
GFATM); the AIDS working group in the CCM-GFATM involves
UNICEF‘s HIV-AIDS chief and his staff. The procurement working
group in the CCM-GFATM involves UNICEF‘s Supply Chief at the
Government‘s request.
4. Deputy Representative, the PME Chief and Section Chiefs:
several Joint Programmes and UNDAF, involving all programme
chiefs and their staff (Health and Nutrition, WES, HIV-AIDS,
Education, Child Protection, Gender and child rights) 5. UNICEF‘s
Operations Chief is Vice Chair of the UN Operations Team
No staff time was specifically assigned to supporting the
functioning of the RC Office, however the numerous coordinating
meetings convened by the RC Office (IASC thematic groups,
UNDAF thematic groups, Spanish MDG fund groups, etc.) placed
a burden upon UNICEF programme staff.
In addition to the monetary contribution, the office allocated
roughly 15% of staff time to support activities related to One UN
programming/Operations. UNICEF participated in all Coordination
meetings, was centrally involved in the acitivites related to the
development of the One Programme (Retreats, meetings with
government partners for consensus-building etc.), provided
leadership on the development of the education component of
the One Programme, and critical technical input to the
programmes for the reduction of infant and maternal mortality
and for malaria elimination, as well as technical support on WASH
thematic areas, Child Protection, Communication, Emergency and
Operations, through staff time.

Apart from routine activities related to statutory meetings (e.g.
UNCT, SMT, OMT), RC Annual work plan priorities for 2009
includes activation of UNDAF Thematic Groups, development of
joint programmes, and operationalization of platforms
respectively for technical and financial partners, and for
humanitarian partners. In such context, staff time allocated in
support to the RC Annual work plan increased significantly in
2009, in particular due to frequent meetings, involving both
technical and senior staff. Furthermore, the humanitarian
emergency which occurred in the last quarter in the Department
of Likouala was an additional context.
The staff time was mainly due to the UNCT, operations,
communications, and other thematic group meetings. Additional
planning meetings have also been held throughout the year.
Most staff time comes from UNICEF's engagement in the UNDAF
Programme Coordination, UNICEF Deputy being the chair of the
Programme Coordination Committee.Though there is no specific
analysis done on staff time, it is estimated that 10% of the time
of the Deputy Representative and the Monitoring & Evaluation
has been dedicated to coordination issues.

There is no RC.

About six people in the office participated in one UNCT or
thematic group meeting every two weeks, for three hours.
(aprox. 72 hours) - The Representative participated in 17 UNCT
meetings, three hours each (aprox. 50 hours)
- 14 public joint activities, (aprox. 28 hours) - Ellaboration of
Joint Program MDG Fund, (aprox. 40 hours)

Representative or replacent: 10% of time (about 2 hours / week
x 45 weeks)
Operations manager : 5% of time (about 1 hour / week x 45
Program officer :5% of time (about 1 hour / week x 45 weeks)
Minimum average of 12 hours/month Rep and minimum average
of 12 hours/ 8 Professionals /month ( 14 thematic groups/task

In addition to regular participation of the Representative in UNCT
meetings, the Deputy Rep in the Programme Management Team
and the Chief of Operations in the Operations Management Team,
the Representative has acted as RC/HC a.i at various times
throughout the year.

Significant staff time was spent by the Representative to
participate in UNCT related meetings and serving as RC/HC a.i. in
the absence of DSRSG/RC/HC for approximately 14 weeks.
UNICEF staff spent a lot of time on coordination and roll-out of
the WASH, education and nutrition clusters in Timor-Leste. The
UNDAF Outcome 3 Working Group was led by UNICEF.

No comments
As the UNDAF MTR was held in 2009, staff time on coordinuation
was heavy, particulalry for the Deputy Representative, Chief of
Social Policy, M & E Section, and the M & E Specialist.

A lot of staff time has been dedicated to UN interagency
coordinated efforts, UNCT meetings, management issues, joint
projects, interagency technical group meetings, emergencies,
security and monitoring UNDAF. Much of them could be
considered as support to the RC office. An estimated total staff
hours dedicated to UNCT coordination issues is around 200 hours.

Due to the absence of the Resident Coordinator, I replaced him
ad interim many times during the last year. In addition, UNICEF
contributed on behalf the UNCT in the preparation of the UPR and
MDG Government reports

- 4 working days/month by the representative (384 hours)
- One week (5 days) a month for the Senior Social Policy advisor
from January to October and thereafter two weeks/month (10
days) from October to December for work on the DRS flagship
joint programme. (600 hours)
- 2 days a month/3 months Operations Officer + Solome on
HACT. (96 hours)
- One week (5 days) a month by the M&E officer in the first 6
months of the year to prepare the UNDAF MTR. (240 hours)
- One week (5 days) a month during 4 months for the Deputy
Representative for all UNDAF MTR purposes. (160 hours)
- 3 days a month for all section chiefs (7) during 3 months of the
UNDAF MTR time. (504 hours)
- 3 days a month /3 months key professional staff (36) – MTR
and post MTR. (2,592 hours) Note: this estimate does not include
contributions to humanitarian preparedness and response which
amounts to 5 days a month for key staff (50)-- (24,000 hours)
Because UNICEF has strong professional presence on the ground,
it tends to carry more of the UNDAF and Common Services

All Specialist have been involved in the two joint programme . As
in 2008, 4 staff members have been involved in the UNCT
functioning. The Area Representative chairs the Thematic Group
on HIV and the Deputy Representative and the M&E focal points
led the process of UNDAF monitoring processes, as well the
Deputy Representative and the HIV Specialist are participating in
the CCM activities.
The health Specialist has been playing an important role in the
process of Emergency Preparedness and Response.

UNCT, SMT, OMT meetings are very time consuming and every
sitting runs overtime. While efforts are being made to keep the
meetings to 2 hours maximum, more improvement is needed in
terms of efficient time management, better coordination and
information sharing to strengthen UN Coherence and Delivering
as One.

Key areas realted to cluster coordination and the UNDAF
This includes participation in:
UN Interagency Programme Group
UN coordination group in field location
UN contingency planning and reponse
UN review process
UN communication group and UN events

Calculation made counting on four hours for S/Ms for a minimun
of 40 weeks in order to contribute to the results mentioned above
among other interagency activities.

Essentiellement dans les réunions des Groupes de travail :
Groupe d'harmonisation des Programmes ; Groupe d'information
et Communication ; UNCT ainsi que les réunions de coordination
de l'Urgence et de Coordination du Programme conjoint de la GF


@ 100 hours for each CO, For all 3 COs estimate includes UNICEF
staff engaged in monthly UNCT meetings, quarterly SMT
meetings and scheduled Theme Group Meetings on (1) MDG, (2)
HIV and AIDS,(3) OMT, (4) Communications and (5) Gender (6)
Environment and (7) Disaster Management. Additional to this the
Suriname CO participated in the Common Premises Management
Committee, Contracts and Procurement Committee, Security
Management Team
A more structured time scheduling for the UNCT/UNDAF related
meetings, workshops, and trainings would be helpful.

The UNICEF Representative was RC a.i. from December 2008 to
September 2009 (66 hours/month fro 10 months). In the
meantime, the Chief Social Policy, Planning, M&E covered UNCT
meetings representing UNICEF and acted as member of the
Planning and Review Committee (PRC) of Solution Exchange (8
hours/month). Deputy Director Operations chairs monthly UN
Disaster Management Team meetings (5 hours/month). UNICEF
participates in all 10 UNDAF Thematic Clusters and leads in leads
2 out of the 10 (3 hours/month). UNICEF Chiefs of Field Offices
are also Area Security Coordinators in their states (approximately
22 hours/month x 13 Field Offices). UNICEF participates in 3 Joint
Programmes in India - Census, HIV and Convergence, one at
global level - Joint Monitoring Programme on Sanitation and a
joint programming initiative - Polio eradication (96 hours/month).

This includes total UNICEF hour contributions (590) to: UNCT,
SMT, OMT, UNDAF theme groups and working groups in 2009.
The UNDAF/CCA process was instigated by UNICEF
Representative. UNICEF has in fact initiated the process and
advised the RC to start the process for 2009. UNICEF has
assigned a full time UNDAF consultant at a P-5 level that co-
assisted the IAU and contributed to the drafting of the UNDAF
and at times took the lead in the writing of the UNDAF. UNICEF
had also advised the RC for the full participation of the UNCT in
the NDP planning process at the country level.
UNICEF‘s Representative had in fact suggested that since Iraq is
preparing its NDP, there is no need for the UNDAF. This
suggestion however was not taken.

Operation Officer: 20 hours
Representive: 60 hours
Deputy Rep. : 10 hours
Programme Staff: 12 hours
IT: 4 hours

We have nine staff who in total we estimate spend 3400 hours on
UN Coherence activities. The degree of involvement of each staff
varies. Our coordination role in the education and psycho-social
sectors of the Emregency response for Iraqi's in Jordan makes
1,600 hours of the above mentioned figure.
KCO staff members from the Representative,Deputy
Representative, Chief of Planning, HIV/AIDS specialist, M&E
specialist and section chiefs provided leadership, technical
support and representation in various UNCT fora and Outcome
Working groups over the year.

The RC Coordinator position will hopefully be partially covered
from a Joint UN project that might possibly be funded by the EC.
UNICEF does not contribute directly to th UNRC to maintain the
functionality of the UNRC Office as such; these calculations
represent an estimate of the time spent during the year by 6 staff
members (Rep, DepRep, Emrgency Specialist, Palestinian prog.,
Youth prog. and Comm. officers) directly and regularly involved
in UNRC-led activities.

It is important to note that the time spent on the preparatory
work for the revision of the UNDAF and Delivering as One often
constrained the agency specific work.
Bulk of time is for Deputy Representative who takes an estimated
40% of her time on IAPT, IAPT+ and UNDAF - related work. In
addition the time of the Operations Manager to prepare and
participate in the monthly OMT meetings.

UNICEF Rep served as UN RC ai for approx. 9 months in 2009. I
estimate that I spent approx. 25% of my time on RC related


The work on Delivering as One is bringing additional workload
and is labour intensive

- Coordination is time consuming, and particularly for small
country offices like Malaysia. - Saying "No" could be interpreted
as unwillingness to "coordinate";
UNICEF has been very active in the functioning of the inter-
agency groups and leading the group on Monitoring and

The Representative commits almost 15% of his time to UN
coordination business. In addition to UNCT meetings etc, he is
also the patron of the UN Communication group.
Other technical staff spend about the same time in theme group
meetings or in HACT/FACE processes. UNICEF invested a lot of
time in 2009 in two major activities, namely:
i) the development of the UN coherence in Mali and ii) the
organisation of the joint UNDAF review in December 2009.
UNICEF is the lead agency and chairs 3 theme groups of the
UNDAF namely : i) the basic social services group ii) the Paris
Declaration and data analysis, management and M/E group as
well as iii) the communication group UNICEF is also a member of
UNCT work requires also support time from the Deputy
Representative and other heads of programmes that could not be
determined exactly.
In average each programme staff has dedicated 4 hours per
month to interagency work. The most recurrent activities have
been developing joint proposals, attending interagency meetings,
fielding of inter-agency missions to States like Chiapas,
programme coordination meetings of the on-going joint
programmes and attending emergency meetings particularly
during the time of the Influenza outbreak.

UNICEF staff members spend a significant amount of time
participating in virtually all UN thematic or working groups and
providing/coordinating inputs for the UNDAF and UNRC report.
UNICEF also provided logistics support to the RC's office on
request, for the distribution of UN Moldova documents to

This include staff time for Representative, Deputy Representative,
Operations Manager & Heads of sections in participating in UNCT
meetings, OMT and preparation for the UNDAF MTR process.

The UNICEF Representative was the chairperson of the Gender
Theme Group for most of 2009. The UNICEF Programme
Specialist is a member of the Joint Team on AIDS and UNICEF
Operations Officer chairs the Operations Management Team.
UNICEF is actively present in the theme groups on Human Rights
and on Social Inclusion and in the Gender Theme Group. The
UNICEF Communication Officer is member of the UN Joint
Communication Team. The UNICEF Representative has spent a
significant amount of time advising and liaising with RC and
providing input to his speeches and presentations on behalf of
the UN. UNICEF has also spoken on behalf of the United Nations
and represented the system on a number of occasions, including
in Prime Ministerial level engagements.
this time covers time spent by UNICEF M&E specialist and the
deputy representatives who worked on the review of UNDAF, the
representative who is the acting RC since October up to now. The
UNICEF communication specialist has also worked with the UN
working group on communication.

Senior UNICEF staff (Representative, Deputy Representative and
Chief Operations) committed about 25 per cent of their time to
common UN activities and processes, and other key staff in the
office committed approximately 10-15 per cent, with some staff
involved in joint programmes committing additional time in
certain periods of the year.

UNCT meets bi-weekly whcih lasts about two hours and in
addition there are several adhoc consultations which may amount
to the same amount of time. Special UN CT meetings are also
caleld during the visit of high level visitors from various UN

Includes time directly spent on duties as UNRC/OIC along with
time of UNICEF communication specialist on ORC/UN
communication work.
UNICEF provided significant support in terms of human resources
as follows:
•	 the RC‘s request UNICEF established and managed the
national UN radio service – Radio Chautari on behalf of the UN RC
Office and the UNCT‘s 22 member agencies. This involved taking
over the management, funding and recruitment of UNMIN‘s radio
team of one international and four national staff. This has
required significant staff time from the Communications Chief and
his team, the Operations Officer, the HR team and the
•	 section supported a range of activities (for UNDAF, Aid
effectiveness, HACT, ECF, Nepal Development Forum)
coordinated by the UNRC unit and supported a total of 55 hours.
 UNICEF co-chairs the UNDAF Consolidating Peace and Basic
Services UNDAF theme groups and leads the UNDAF reporting
process for these groups.
 UNICEF is the lead agency for the establishment of the UN
Learning Team on HIV/AIDS (UN Cares). The UNICEF
Representative is the UN HIV/AIDS Theme Group Chair. Both UN
Learning Team members moved on and new members appointed
and trained in 2009. The UNICEF member provided technical
support to celebrate UN World AIDS Day events. The Learning
Team Member spends about 5% of his time on UN Care activities.
•	ith the activation of the IASC cluster approach in 2008,
UNDAF coordination and the participation of UNICEF staff in
several interagency groups has noticably increased. This situation
has been rationalized ant a new structure for the UNCT and
working groups will be prepared in 2010.

seee section A.3.

UNICEF chairs both the Programme Management Team and the
Operations Management Team under UNCT. The heads of our
zone offices also serve as Area Security Focal Points. The
majority of the time is spent in meetings. Due to inconsistency of
participants from agencies, both in terms of absolute attendance
as well as frequent changes of attendees) the use of time is very
inefficient. Getting to consensus decision takes time and
decisions are often not followed up by agencies. Much of the time
is spent on management and process issues. In UNCT meetings,
more time should given to discussing substantive issues of UN
support to the country such as common results and strategies.

It is not possible to provide an estimate of time. The UNICEF Rep
was acting RC a number of times when the RC (a.i) was on travel
or leave.

The usual CMT, along with joint programming (spanish funds),
theme groups, and coordination groups were taken into
consideration for this estimate
We need to precise what we mean by time spent on support to
the RC office as we do all programming as ONE UN. We don't
spend time on RC office but on UN related matters.
We participate in many monthly meetings as representative as
well as most of the staff.


Chief, Operations was also heavily involved in negotiations with
Government for the securing of common premises, as he chaired
the UN operations group. Good collaboration with UNCO on SCR
1612 monitoring and the co-chairing of the CTFMR.
Mostly Rep, DR (when OIC) and Operations Manager (security,
common services incl UN common house)

At 20% of overall staff time
- Being flexible on moving toward joint programming increased
likelihood of success.

During the year there were an estimated 12 UNCT Monthly
Meetings, including a 1 Day Retreat and several Ad Hoc UNCT
Meetings and sessions that required our involvement, totaling a
minimum of about 90 hours during the year of varied staff time.


based on the lessons learned from the experience, in a country
such as Senegal the RC office should be equipped with skilled
people able to play an efficient role for a sucessful implmentation
of the UN refiorm and able to feed the UNCT with relevant topics
and sound analysis on the added value of the UN agencies.

Time in UNCT and specific role in Programme Working Group
(Chair) and M&E Team (Lead)
Please note that the number above (100) was included to allow
acceptance by the system. Difficult to estimate exact number of
hours. Representative attended all 14 or so UN CT meetings in
2009 (each meeting last 3-4 hours); a two-day UNCT Retreat in
Feb 2009 and three other retreats with the Government and with
the new UNRC. The Rep also chairs the UNDAF Social Cluster and
Inter-Agency Humanitarian Team. Programme staff attend the
various monthly meetings of UNDAF clusters, including joint
review and planning. Operations staff attend the monthly
meeting of the UN Operations Management Group.

including: UNCT, SMT, CMG meetings, time as RC a.i., OMT, joint
programming: CHAP, early recovery, intersectoral cluster
meetings, ect...

The above number is rough percentange. We estimate that about
25% of key programme staff time is spent for the UNCT efforts
through active engagement in the Work Plan (CAP) and CHF
(Common Humanitarian Fund) processes, provision of cluster
leadership, participation in joint programmes, and vaious
meetings. Significant amount of staff time is also spent in
supporting the RC‘s office whenever UNICEF Representative acts
as the RC/HC a.i. In 2010, as UNICEF will lead the peace
campaign initiative, UNICEF‘s contribution to the UNCT is
expected to further increase.
A lot of staff time was spent on the development of the UNDAF
and Joint Prgramme of support for HIV and AIDS. UNICEFstaff
played a key role convening theme groups for the Joint
programme ofSupport on HIV/AIDS as well as in the preparation
of he Complementary Analysis for the UNDAF. 10 staff members
were involved in OMT, HACT, CCA/UNDAF, UN Communication
Group, Gender Theme group and Joint Programme of support for

UNCT meetings, security meetings, UNDAF retreat, UNDAF mid-
term, Humanitarian response to drought

HACT working group is currently chaired by a staff of UN
Coordination Unit (UNCU). Further to a decision by UNCT to
proceed with new Macro and Micro Assessments in time for the
new CP cycle, the Operations Manager, as the ex-chair of the
working group, had to coordinate and set the grounding for this
process to start. TOR was developed for the Macro Assessment to
be advertised by UNDP in Dec. 2009.

Around 8000 hours
UNICEF staff time was dedicated to UNCT joint communication
activities, inter-agency task forces and thematic groups, the
UNDAF annual review and UNCT meetings.

The UNICEF Representative acted as RC for most of the 2009
following the appointment of the existing RC to another post and
pending a new appointment. This took up at least 20% of his
time during the period in question. the Representative led the
development of ligth and strategic UNDAF document. Total hours
of other staff (monitoring, communications, operations etc.) for
the year are estimated at 200-250.
The 5,280 hours includes varying amounts of staff time from 13

For the first six months, UNICEF Representative acted as UNRC
ad interim, in the absence of the UNRC prior to the new RC
arrival. The duty was taken over by another agency's
Representative for July-August, till the arrival of UNRC in
September. With the new UNRC in place, the UNICEF
Representative still acts as UNRC ad interim while the UNRC is
out of the country. The RC a.i. function requires approximately
20% of the UNICEF Representative's workload. Although the
demands may get high on this duty, it often enhances the
UNICEF Representative's presence for his/her leadership and also
facilitates the UNICEF participation at UNCT more effectively.

Too many meetings on non substantive isuues
This year in particular, substantial amount of time had to be
devoted to development of UNCT work plan for 2009, evaluation
of UNDAF, finalisation of the new generation UNDAF,
Reconstitution of the Theme Groups as per new UNDAF outcomes
and participation in meetings, discussions on the Global Fund
(GFTAM) application, UNCT/ SMT/ OMT meetings, review and
development of revised inter-agency contingency plan, and UNCT
retreat. In the absence of the RC, the UNICEF Representative
acted as RC a,i on a regular basis.

The Representative was acting UNRC and DO for 86 days, 2,064
hours in a year. Also the Representative assumed the
Representation of UNFPA in this period. FAO designate the
representation to the UNICEF representative for one week in
2009. As part of the UNCT and in the role of acting RC
importance has been given to the factors that UNICEF can and
must promote. • Children are relevant to the UNCT agenda as
they represent a third of the UNDAF outcomes. • UNICEF has
promoted building on each others‘ comparative advantages and
leveraging partnerships for greater impact on the MDGs/UNDAF.
Good examples include the alliance between PAHO/WHO, UNFPA,
UNICEF, the Ministry of Health and the Sociedad de Pediatria y
Puericultura on the matter of maternal and neonatal mortality. •
On controversial issues such as promotion of the new Organic
Law on Education, UNICEF undertook internal analysis with the
support of experts provided to UNCT so that the system could
have an understanding of the law and assume a united front on
the issue. • UNICEF better positioning at the highest political
This year, the UNICEF Representative acted as Resident
Coordinator for 5 months, which represents a susbtantial time
investment (over 1,000 hours of direct staff time). While UNICEF
does not provide direct staff time for the functioning of the RCO,
in a One UN context, it is fair to say that UNICEF does more than
its fair share and invests more staff time in helping make the
many components of the Initiative function than most (if not all
other) agencies. For example, UNICEF was instrumental through
its direct involvement in supporting the RCO coordination of
planning and reporting exercises (e.g. extension of the
UNDAF/One Plan; One UN Annual Report).
This includes full time support for the role of Cluster lead in
WASH and Education in the West Bank and Gaza, as well as in
Child Protection, Nutrition; and, Psychosocial sub-clusters.

The Representative acted as DO over a period of 1 month

UNICEF is assisting the RCs office with Emergency Coordination,
approximately 1/3 of Emergency Coordinators time.

UNICEF Representative was acting RC for the period August to
End October 2009 and due to its major profile and position in the
social sectors, UNICEF is being solicited extensively by UN and
Any RC System Issues required from UNDB/UNICEF?


My main concern is an improved and homogenous understanding
of the role of the UN. Is the UN an "implementing agency"; or
"supporting government in its reforms"? Is the "workplan" (or
AWP) a workplan for government, where certain government or
civil society activities will be financed or technically supported or
facilitated by UN agencies; or is the "workplan" an action plan for
the UN agencies, which they will implement come rain or shine?
Has the UNDAF/CPAP to be "approved by government" so that
the UN agencies can move on and implement; or is the CPAP a
negotiated agreement between government and the UN, where
the government agrees to conduct reforms and the UN agrees to
support government technically and financially in this process?
Does the UN have to report to government what it did with its
resources and what results the UN achieved? Or does the
government have to report to the UN on how the life of its
citizens improved as a result of government making use of UN
financial and technical assistance? Generally, there should be
greater shared understanding that UN reform (and DAO) is about
-Reinforcement of the joint strategic thinking and planning for a
better role of UN in Algeria. UNICEF has engaged an Strategic
Moment of Reflection. UNCT has to doi at least the same or be
involved. This should be integtated with the UNDAF MTR
processes .
While some UN agencies have different expectations and needs
from the UNCT, there is a need for more guidance on the use of
thematic groups and clarity on division of labour on other MDG‘s
(except HIV and MDG 4/5).
South South Cooperation needs assessment and coordination.
Agencies play different roles and we seem have different
definitions and perspectives on what is and what is not South
South Cooperation. UNICEF Argentina would volunteer to
contribute to the coherence and organization of this effort from
the UNCT.

- The role of UN agencies in the allocation of resources available
to the RC
- Greater clarity on communications-related issues to avoid losing
UNICEF visibility

How does the M&A System document apply to a small UNCT?
What are the four (three, five?) irreducible minimum things we
should have done?

UNDG/UNICEF can guide the UNCT in reviewing UN agencies
business processes and system in the country context for better
alignment with the government system.

1. The cluster approach to emergencies requires further
strengthening. 2. Challenge in distinguishing between the roles of
RC and UNDP.
UNICEF Belarus is in need of recommendations and technical
advice on monitoring and evaluating progress against UNDAF

Security System in particular role of CFSP when DO is not held by
the UNICEF Rep

- How to engage in a Common Basket Funding with other UN
Agencies, multilateral and bilateral partners? Is there any
flexibility for country offices to address this issue? What require
specific authorization from Headquaters?
- How to bring non "excom" UN Agencies to fully participate to
the RC system coordination mechanisms and activities in the

The case with the UN-house Bhutan needs urgent support; the
project is stalled and costs UNICEF funds as every month that the
case remains pending UNICEF is obliged to rent office space in
the private sector for a monthly amount of US$ 1,700. As of
December 2009, the total rent UNICEF paid amounts to US$

UNICEF considers that the UNCT should devote more quality time
to discussions regarding UN coherence and reform, which have
not received due attention given the priority that the UNCT has
given to the political situation.
Some additional guidance on the political role of the RC and
UNICEF's role would be useful.

UNICEF BCO has not seen the prototype of common results
reporting. UNICEF BCO not aware of revised JDs for Resident vs
Non-resident members of UNCTs UNICEF Botswana not aware of
―incentive system‖ for joint results.

The role of UNIC which reports directly to the SG within the UNCT
the reporting lines with DPI in New York need to be clarified vis a
vi the RC system.

- More guidance needed on each agency contribution to UNCT
Coordination office annual budget - Should set clear criteria/rules
for designing OIC UNRC (e.g. based on level/seniority in UN

We all recognise the challenge of working in a post conflict
country where we have a mission and an ESRG that is also the
Humanitarian Coordinator and RC. Some challenges are related
to programming within a political environment and setting
priority for response within the political and peace consolidation

None. As per last year: UNICEF is well acknowledged as being the
best agency for ongoing guidance on UN coherence, and we
applaud the excellent services received from both HQ (especially
the exemplary ASK) and the regional office (in the Regional Chief
of Programme Planning).

RC needs to understand his role. An assessment needs to be
carried out to determine what is the variance between RC
understanding and UNCT understanding of RC role.
Moving ahead with the innovative approach of both the Joint
Office and DaO Pilots requires time and dedication. The
undiminished and uncoordinated reporting pressures from
Agencies‘ HQs is not supporting the Reform at the Country level,
requiring the drafting of multiple and often repetitive reports.
Stronger efforts should be promoted within the UNDG to limit the
effects of such a situation, thus also improving coherence also at
the HQ level.

The RC system is being reviewed in light of the integrated
mission here in CAR. While greater clarify is being sought, the
UNDG and UNICEF are providing the necessary support for this
process. A strategic framwork will be elaborated in Janary 2010.

See also above. Issues where greater clarity or better guidance
would be beneficial to UNCT and Resident Coordinator are: 1)
Integrated strategy framework – this subject was actively
promoted by UNICE. It found only MINURCAT and UNDP
sustained interest, engagement and participation. The Resident
Coordinator did not consider it as a priority. 2) Gender Based
Violence. The subject became progressively evident in 2009
thanks to a joint UNFPA-UNICEF advocacy campaign. The sense
of urgency, a cohesive strategy and additional analytical support
are needed at UNCT level which is not mobilized on it.

3) The whole Protection Agenda and discussion on innovative
strategies linked to SC Resolutions 1612, 1884, 1888. No
discussion, nor sensitization towards GoC has taken place as a
joint effort of UNCT. UNICEF sustains advocacy, strategy review
and programming by some collaboration with the Human Rights
Unit of MINURCAT and MDM exercise.
4) Early Recovery, Eastern Chad. After the spontaneous return of
20,000 IDPs and the evolution of the peace talks, the subject
Greater clarity on the role and level of participation in the UNCT
and the SMT, as attendance and agendas vary widely.

a) UNDG still has not found a satisfactory solution to the whole
firewall issue, which this Office raised in past years. We do not
understand why the UNRC reports to the UNDP Administrator –
clearly the firewall does not work. The UNRC is effective at
fundraising for the UN as a whole but naturally has to fundraise
for UNDP too.

As noted in last year's Annual Report, further clarity would be
useful on: a) The M&E mechanisms related to the UNDAF: the RC
Support Unit has convened a number of meetings which were
only later presented as having been formal UNDAF milestone
meetings. As noted above, the tremendous number of
coordinating meetings is a challenge for UNICEF to keep up with
(and even more difficult for smaller agencies), and the
preparations for the UNDAF Mid-Term Review have been
particularly onerous. Given that the Government is closely
monitoring UN compliance with the UNDAF indicators, the UN
M&E system needs to be efficient and effective, and guidance on
how to better ensure this could be useful. b) The planning
mechanisms for the Spanish MDG window funds remain
somewhat unclear: Decisions regarding the participation of UN
Agencies is these windows have not been particularly
transparent, and UNICEF has found itself excluded from some
windows (both successful and unsuccessful proposals), while
other Agencies with less background in the sector have been
In the context of Delivering as One, clearer guidelines are needed
on the 'firewall' between individual agency roles and that of the
RCs, the principles of engagement between the two, and on
UNICEF and agency 'non-negotiables' to preserve the missions
and specific character and honor the internal responsibilities of
each agency within the One UN team, within the context of joint
delivery and united action.

The RC Office envisages to strengthen its team with additional
staff to deal with M&E and reporting activities related to UNDAF
and joint programmes, with financial contribution from agencies.
This needs guidance with a view to avoid duplication and reduce
transaction costs, taking in consideration the existence of an inter-
agency M&E platform regrouping M&E Officers/Focal Points, and
put in place in the framework of UNDAF management and follow-
up modalities.
In addition, cost of UNDSS operation, which is shared locally
among agencies, keeps on increasing every year, in spite of an
improving security situation, while internal efficiency of UNDSS
In general, the objectives and the reforms requires by the
Delivering as One are clear to us. However, reading the
documents and resolutions one does not find much explanation
as regards the role of the RC vis a vis the Representatives of
other agencies in the country. It is well understood that these
Representatives need to coordinate, inform, report back to, etc
with and to the RC. What about his/her duties towards the other
Reps? When an RC participates in meetings with government
authorities or travels abroad in representation of the UNCT,
should he/she consult the Reps beforehand, inform them of the
forthcoming meetings and their agendas, and consult them on
their views on these matters? Should he/she then express these
views in representation of the UNCT in the meetings, and inform
back to the colleagues on the results of the deliberations? It is
not known to us, how much this happens throughout the system,
but it is fair to presume that the practices vary a lot between
UNICEF is deeply involved in any UN Delivering as One issues and
implementation at the countyry level, in addition to Integrated
Mission, and UNDAF and PERS implementation issues, influencing
the discussion and subsequent policy making on aid coordination
and Paris Declaration implementation in Cote d‘Ivoire. Guidance
is expected from UNDG, the RO and HQ on these high level
coordination issues.


UNICEF coordinates the Inter-Agency Environment and Energy
Group, which corresponds to one of the five prioritized areas
identified in UNDAF. UNICEF M&E area contributed with analysis
to strengthen UNDAF M&E, as part of the ad hoc team created by
the Resident Coordinator office to move forward in monitoring
the UNDAF. The UNDAF M&E workshop organized by the office of
the Resident Coordinator resulted in concrete actions and
strategies, and a plan of action in place, presented to the UNCT,
to address the obstacles in M&E of UNDAF. For the purpose of
building up the process of disseminating the MDGs, highlighting
the progress made in the country to achieve them, and
promoting the work that each UN System agency work in 2008-
2009, UNICEF took over the role of coordinating the Inter-Agency
Communication Group in 2007. Additionally, UNICEF proposed
and participated in the elaboration of a UN communication
strategy to be discussed and approved early in 2009.
Guidance and support to organize UNDAF annual/MTR reviews
and to establish M&E joint committee (global guidance from all
UN agencies to recommend those process to all UN agencies,
best pratice documentation, introduction of guidance in available
training of UNCT).

In the meeting of countries in emergencies that took place just
before the All Reps meeting of May, there was some exchange on
similar issues/challenges faced in countries where there are
integrated missions. There should be a follow up on this with
better guidance on these issues, particuarly on the functioning of
the RC/HC system in countries with integrated missions.

There should be clear guidance on how UNCT works within the UN
integrated mission, including accountability of UN agency heads
to RC and SRSG.

The weight the administrative and managerial issues have to
have vis a vis the political and strategic analysis of the country. A
new UNDAF and UNICEFs CP begins in 2010 and the Government
has settled a specific agency to coordinate the International
Cooperation, a challenge for the UNS will be to make each
agency planning, financial and administrative systems be more
comprehensive for the Government. The later would be an issue
to be supported by the UNDG and UNICEF in terms of alignment.
sufficient information and guidance received

A more efficient information sharing mechanism is recommended
for all staff to stay abreast of changes in policies or discussions
regarding UN coherence

A 'delivering as One' approach should be considered with a UN
further consolidated in the future and entirely specific to a very
singular country. Guidance/assistance from UNICEF and UNDG on
this regard would be very much appreciated.

- A ‗One Fund‘ is being established in Ethiopia as another conduit
for funding the three new Joint Programmes currently under
development. UNICEF would appreciate a review of the ‗One
Fund‘ experiences from other countries to date.
- The use of results frameworks that go beyond a description of
―outcomes to which the UN system will contribute‖ are highly
problematic in the guidelines for UNDAF results matrixes. This
year saw a radical review of the current results matrix resulting in
a pared-down matrix. Nevertheless, the same tendencies exist
that made for a poor quality result matrix at the beginning of the
UNDAF period: (i) smaller UN agencies insist on including results
for which there is no solid programme already in place; and (ii)
the deadline for the results matrix is not aligned with the more
methodical process of actually preparing coherent programme
documents (e.g. for the three flagship joint programmes) which
include planned outputs backed up by well-structured and
budgeted plans. The guidance on results matrixes should be
reviewed at UNDOCO level.
The flexibility provided by UNDGO and UNICEF to be innovative
and develop approaches that respond to the unique programme
environment of the multi-country programmes in the Pacific is
valued and appreciated.

There are persistent issues as stated in the 2008 report : the
need of better clarity on mandates and responsibilities of
different agencies; in the context of in Gabon, some members of
the UNCT are Area/Regional Directors or Representatives
covering a number of countries. The roles of the Deputies should
be reviewed so that they can serve as formal alternates to the
Representatives for a better functioning UNCT.

How should the RC/RR be held accountable for obtaining GLOC
for UNDP from the Government but not the annual contribution of
$50,000 towards the rental of UN House on the common

UNICEF is well represented within the UNCT. But more efforts are
needed from all of us to help the UNCT become more than the
some of its parts and collectively drive forward the human rights
and development agenda in Georgia.
In Ghana a key issue of debate remains the role of the UN in the
evolving aid environment following the paris declaration and the
accra agenda for action. This is particularly so as most bilateral
donors have subscribed to the General Budget support modality
and continue to advocate for the UN to do so too. There is a need
for "position" of the UN on this..which highlights the normative
role of the UN, stresses the importance for alignment and
harmonisation independent of financing mechanism, and clarifies
the commonalities and diversity of UN vis-a-vis Government

Support to strategic plannning and regional and sub-regional
political guidance.

Necessité d'orientations sur la Revue à Mi Parcours UNDAF,
comme point de départ ou point de conclusion des RMP des
différents CPAP ?

1. HACT - especially for countries with very weak capacity in
Government and weak Human Resources in country
2. Joint Programming -

None identified for Guyana but for Suriname CO - Harmonizing
M&E mechanisms, including MTR was identified & for the Trinidad
& Tobago CO further guidance and support on how to strengthen
the role and impact of UNCT in a net-contributing country would
be appreciated.
A total de-link between the Resident Coordinator and the UNDP
leadership in the country would make management of the UN
system more functional.

UNDG instructions would be welcome on lighter planning process
for the UNDAF Thematic Clusters. Currently we map individual
agency AWP activities under each UNDAF Thematic Cluster. This
is cumbersome and very time intense. We would advocate for a
lighter process by which UN agencies would decide what to take
on collectively and that would constitute the main contribution to
UNDAF, while the rest would be the responsibility of individual
agencies. UNDAF TC work plans should be able to reflect more
than the sum of the agency contributions. There has to be clear
value added.

The UNDG guidelines do provide enough guidance and clarity.

We refer to the UNDG website often to find relevant manuals,
guidance notes and other tools. The UN Coherence team updates
are quite useful. We have had a chance to also refer to the ASK
team at HQ with a question related to UN Coherence and found
the consultation and recommendations very helpful. At this
particular time, we don't have any specific recommendations to
There is the RC office, who is the Humanitarian Coordinator and
the DSRSG at the same time. There is the Trust Fund Manager
who is from UNDP but also with UNAMI. Same is for the Head of
RC office. The IAU is also partly UNAMI and UNDP. The DHS is
partially UNAMI and OCHA. There are 46 coordination entities and
foras, mostly with the GoI membership, and often are disjointed
and disconnected. Some estimates suggest that over 5000 hours
are spent on coordination meetings and discussions, but with the
lack of an established coordination structure and distinct
functions of those coordination entities, those hours and staff
time are at many times wasted.

The main issue is the different geographic coverage of the
agencies based in Jamaica. Special examination of this situation
and subsequent guidance is needed to make the team more
effective given this very significant constraint to delivering as

Resource pooling by UN agencies for joint programme is still
problematic. So is staff accountability visa vie UN joint
programme and planning. The amount of time they have to
allocate to joint UN activities needs more clarity.

The UNDOCO should consider the separation of roles at UNDP
with that of the UNRC and its team. Despite some management
change within UNDP. The UNRC office is still perceived as UNDP
coordinating other UN agencies which might perhaps be
jeopordizing close working partnerships and more importantly

1) The process of integrated mission planing. It is quite unclear
how the steering group (Kosovo forward planing group) in NY
interacts with the UNMIK/UNKT steering group to be set up in
Kosovo. While UNCT are highly dezentralized in their planning for
UNDAFs, the steering of the Integrated mission planing seems
rather HQ driven to date. This is at odds in the case of UNICEF
with the programmatic lead that the country office is mandated
to exercise within the parameters given by HQ and RO. Also the
understanding of programming seems to be quite different
between DPKO/UNMIK and UNDG with the peace keeping
missions rather focused on political, security issues of short or
medium term nature whereas the UNKT takes a long term
approach aiming at human development through the angle of
HRAP and results based planning.
As the UNCT moves ahead with the application for the Expanded
Delivering as One Funding Window, UNICEF, as well as the RC
and the RC Office, tried to collect global experiences related to
Delivering as One. There were, however, little or no
documentation experiences or lesson learned. UNICEF reviewed
the 2007 and 2008 UNICEF Annual Reports from Delivering as
One pilot countries and found some issues and lesson learned,
but found the same needs expressed by some countries: there
needs to be a global review of lessons learned. It seems that
there may be an inherent flaw in the reporting process that may
inhibit learning and documentation of lessons learned. The only
official report from the One UN Pilot countries is prepared and
cleared by the RCs, and, thus, there is a tendency for the report
to gloss over issues and problems, least they reflect on the
performance of the RC. Thus the real concerns and issues felt by
the UNICEF Offices and, it seems, by the RCs themselves are not
openly reported. The Kyrgyzstan RC reports that some One UN
Pilot RCs have shared with him concerns that the Delivering as
One processes are extremely burdensome and time consuming.
This is the major complaint heard from UNICEF Representatives
and also from Deputy Representatives. It is important for the
UNDG to compile lessons learned and to share these globally.
Further guidance is needed on the linkages between the change
management/improvement initiatives, in particular vis-à-vis the
dynamic programming approach, within the framework of the
new UNDG guidelines for the UNDAF preparation process.
Practical guidelines and recommendations on joint efforts to
strengthen national capacity development initiatives are needed
to assist country level efforts in this regard.

The issue if visibility and publicity in joint programmes could be
clarified. UNICEF needs visibility given that most of our fnding is
OR and requires its logo to appear on publications and specal
events, while other agencies such as UNESCO would preer using
only the UN logo. This office's feeling is that joint activities and
coherence should not lead to merging the images of all agencies.
A clarification form HQ would be helpful.

a. UNICEF should make readily available guidance on the
implications of any programmatic and operations realted
guidelines issued by UNDG and how it affects UNICEF and how
the country office should manage or position itself
b. Guidance on resource mobilization – Joint resource
mobilization for one programme and one fund.

Working as UNRC for an extended period made it clear to me how
integrated the RC system is in the UNDP staffing and
management structure. While DOCO and DSS did send to me
appropriate e-mails directly, I received nothing from UNDP and
was not invited to the regional meeting hosted by UNDP that was
to discuss RC (not RR) related issues. Some kind of brief formal
training on security and other accountabilities and on UNDP
administrative structures/contracting procedures (RC staff have
UNDP administrated contracts) would be appropriate for RCai
who will be serving for extended periods.

UNDG should provide further support to encourage UNCT to
better define respective roles in a Code of Conduct, in order to
better deliver as a ONE UN.

There needs to be a clear distinction between Delivering as ONe
and being one UN so thatthe clear mandate and comparative
advantage of the agencies still comes out clearly
- Clear Guidance for the MICs should be prepared in consultation
with the MICs.
The UNCT has implemented MaldivInfo as a Joint Programme in
2009, with UNICEF as the Management Agency. UNICEF sees an
administrative constraint because its financial system would not
allow inter-UN agency contributions, but settlement of bills and
expenditure from other agency‘s commitments as and when they

1- The operationalisation of the the UN coherence in Mali (self
starter country especially with regards to its synchonisation and
alignement to the PSRP and partners joint development
assistance strategy (SCAP in French)
2- Technical assistance and training of staff in the implications of
the UN coherence process and the implementation of the UN
coherence road map; 3- Support in the preparation of a joint
UNDAF 2008-2012 MTR scheduled in 2010 and its alignment to
the PRSP 2007-2011 MTR in view od the on-going UN coherence
4- The coherent operationalisation of HACT

Given UNICEF competence and emphasis on programming and
M&E, the office staff end up doing the brunt of the work for the
whole UN family in all UNDAF related issues. If UNICEF 'divests'
the quality of the processes and programme outputs will fall
considerably. Yet, other UN agencies continue to let UNICEF to
'all' the work. Ensuring staff of other agencies also have inter-
agency collaboration in their PERs have not improved the
situation. More is needed from UNDG/DOCO on this. Guidance
from UNDG is required for the training of UN personnel on UNDAF
monitoring and evaluation and on RBM and Rights-based
programming for UN staff and national partner key staff in 2009.
While inputs planned in 2009, this did not materialise in practice.
UNICEF to support the UNRC and other UN agencies in the
promotion of child rights and social protection issues to that
these matters become at the centre of Government planning and
budgetting. UNICEF support needed for UNRC for the
improvement of Communication and Advcocay efforts in support
of UNDAF implementation.
- More light needs to be shed on the issue of having agencies
which are already ―graduated‖ and operate mainly through
Government funded programs vis-à-vis others which are still
operating with their own funding. These different business models
may at times create obstacles in terms of designing a common
agenda for policy and operational dialogue with the government.
This has been the case in Mexico regarding HACT implementation
(see Mexico COAR 2008).
- Management of funds in joint programmes might need further
clarity/guidance. In some instances, direct management of funds
by agencies implies a de facto stronger decision-making authority
for the managing agency which may sometimes go beyond the
responsibilities/roles agreed at the onset of the programme.

In the context of donor coordination, are there good practices on
merging UN WG and donor coordination groups?
Are there guidance or good practices in making the year end joint
reports more efficient and effective?

1. HACT - role of PIUs, capacity building of counterpart and
lessons learned in direct budget support & using single treasury

Further guidance on UNICEF communications in the context of
Delivering as One would be very helpful. Guidance on the
functioning of the RC system, in a very small UN environment
with a number of non- resident agencies, would be welcome.
* UNDG should ensure that clear messages are sent to all UN
representatives of directors at country level to encourage them
strongly to contribute to UN reform. All representatives or
directors should have in their performance appraisal this
contribution for more UN coherence, effectiveness and efficience.



The issue of 'one leader' and 'one voice' does not mean that the
one voice is the same voice (ie RC). RC's need to understand that
(for example) the 'one voice' around children's issues is UNICEF
just as the one voice on refugees should be UNHCR.

Operational mechanisms are still not standarized among

Guidance are clear, RC system in Niger need to better implement
them at country level

One are of clarity needed is on UNDP's role as coordinator. Here,
UNDP has interpreted this as representing UN system (as an
agency) in discussions of aid-effectiveness and aid-effectiveness
architecture. The role of UNCT has been minimal. UNDP has now
told UNCT that it would report on these issues as a standing item
in UNCT, provided the new UNRC will agree. However, there is
still clarity needed on the interpretation of UNDP role in
coordination. On pooling funds when delivering as one.

Standard salaries for national staff.
Direct pouch between DPRK and NewYork.
Common IT systems.

Better guidance on how to reduce time spent on minor financial

Functionnning on the ONE UN Fund.
How to manage relationshipwith donors as a member od ONE UN
Health parners are thinking of having one single UN health team.
How will be be doing business? implication for accountability and
We are learning as we are doing, so far ASK is a very good tool
where we can read colleagues' concerns.

The UNDG could encourage RCs to promote greater
political/strategic discussions to build common understanding on
socioeconomic and political issues within UNCT. There could be
more clarity on the information provided through the RC UNDG

Greater clarity is needed on the scheduling of UNDAF updates
when agencies have different deadlines to submit their CPDs to
their individual boards. UNICEF needs to submit in Feb. 2011 and
the UNDAF preparation is set to begin in the latter part of 2011.

Good guidance provided.
Some guidance on how agencies should coordinate in the
absence of an RC might be useful.


- Human resource policies related to grades and promotions
within UNCT. Urgent need to harmonize to ensure functional

I think there is a need to ensure greater sharing of information
on the issues of UN Coherence and the leadership role of the RC‘s
Office on this subject. The UNDP has in 2009 assumed its
―Convenor Role‖ in ensuring some level of development partner
and donor coordination. However, this is being done timidly and
requires a more robust approach that moves Government into
more active leadership in this regard.

KSA does not have a UNDAF and at the same time all programs
are funded by government. This special situation make it
challenging to identify common projects and to fund them.

- The recent MTR review showed except UNICEF the majority of
UN agencies (including some UNDG agencies) do nou use the
CPAP to develp and implement their AWP.
- Recent experience showed also misunderstanding between RC
office and OCHA regional office in dealing with the contingency
plans and others humanitarian issues. This should be adressed by
claryfing roles for such issues and clarifying role for the agencies
that have team dealing with national and regional plans.
As noted above, developing an UNDAF during a period of
transition has proved difficult. The lack of RC experience with the
UN system, including the UN reform processes and their
implications for the strategic planning /preparation of UNDAF was
further complicated by the fact that the UNCT received different
advice and guidance from different quarters, be it agencies‘
regional offices, headquarters, or Turin. More strategic support to
the RC regarding the essence of co-ordination, strategic planning,
importance of consensus building and the clear guidance on the
optimal/strategic role of region-based (non-resident) agencies
within UNDAF development and implementation would be

None. Guidance is provided through intranet. However UNICEF
seems to be left out at the highest level of coordination.
Represented by World Bank and UNDP at these levels

Links between the RC/HC/DO functions and those of the SRSG in
relation to the integrated strategic framework.
The UN Country Team will require support and guidance in 2010
as it develops its strategy and business plan for ―Delivering as
one UN‖ and formulates the new UNDAF. UNICEF (Deputy
Representative) chairs the inter-agency task force established to
coordinate inter-agency inputs into this process.


Nothing to report

1) Clarity on whether RC is also head of UNDP or not.

UNDG's guidelines on HACT are ambiguous. 100% HACT
implementation was expected by January 2008, what are the
consequences for not reaching this? Are UNDP and UNFPA ready
to implement HACT and when? UNICEF can not move forward

The recent guidelines issued from DOCO as well as UNICEF
ongoing discussion on the issue of Resident Coordinator and
UNCMT management accountabilities require further clarification.
Common understanding on the issues related to immediate
access by the RC to technical staff from various agencies and how
the heads of agencies will be accountable to both Regional
Directors and the Resident Coordinator still need further guidance
and clarification. The DOCO guidelines try to make a distinction
between accountability and reporting lines, which is not always
With reference to the feedback to the Question No.2, meaning
and purpose of ―jointness‖ needs to be properly and clearly
addressed in RC training and other relevant occasions for senior
UN staff.

Information and communications
Joint programming

Timely update on UN coherence is welcome from UNDG with
short/clear/practical further clarification from UNICEF HQs on
UNICEF specific role and responsibilities. This will be of
importance in 2010 with the UNDAF preparation for the upcoming
programme cycle (2012-2016)

Nothing in particular.

Vis-a-vis the host governmnt, the RC is now the first among
equals, in some cases this dilutes the representational role of the
UNICEF Rep. There is also a tendency for some bilaterals and
agencies to limit thier discussions with the UN system to RC.
When the RC is away, the OIC role is largely symbolic and
accountabilities are made clear.
Guidance on change management
Best practices on paying for strengthening RC office

In 2010, the UNCT will have the planning exercise of the new
UNDAF. In addition to the new DOCO guideline, it would be useful
to have suggestions fron UNICEF HQ on the latest UN coherence
and UNDAF exercise participation of UNICEF, given the latest
changes of UNICEF programme planning process.

the RC system depends essentialy on the personality of the RC
and on his willigness to adopt a transparent attitude
Role of the RC Office in mobilising funds for all UN agencies and
donor management needs to be strengthened. The Office also
needs to clarify the role of different UN agencies with respect to
their areas of work to avoid overlap in the field and competing for
resources. Overlapping areas of work confuses both government
and donor agencies.UNRC office capacity needs to further
strengthen for effective negotiations and dialoge with the
Government on UN delivering as one, and address UN system-
wide operational issues.

Access and availability of information on UN coherence in HQ and
TACRO improved, especially with regards to accountability. •
Bringing aspects of global discussion that have implications for
the country teams for revision and discussion by the UNCT. •
UNICEF has been able to develop greater leadership within the
UNCT; especially in discussions about UNCT evaluation indicators
and as part of the 180-degree assessments. • Participating in the
definition of better mechanisms for the UN theme groups to
undertake program design, implementation, monitoring and
evaluation for each of the UNDAF priorities. RC accountability will
always be a necessary issue because the work is dynamic and
does not always correspond to role descriptions in the field.

There is reason to compliment DOCO, UNDG and UNICEF (in
particular GMA) for their support and guidance on all matters to
do with system-wide coherence, including the RC system, in
2009. Things began to improve in 2008 and have worked really
well in 2009.
Support in the preparation of the Integrated Strategic Framework
(ISF) and more clarity in the developemnt and implementation of
Trust Funds.


Only the four Ex Com's + ILO are really trying to work along the
lines of Delivering as One, although we have a long way to go.
Other agencies, WHO in particular, is not comimg along and there
seems to be no follow up or accountability vis a vis the RDT.

Best practices on `delivery as one` and improved coordination of
the UN system in situation of post crisis and transition.
Country       Impact of Joint Programmes on Transaction Costs

Afghanistan   There were no Joint Programmes in 2009 – Our approved joint
              programmes, Functional Literacy Initiative, Healthy School
              Initiative, Maternal Mortality Reduction, and National Joint Youth
              Programme, have expired by end of 2008. Thus nothing to report
              for 2009; now, we are developing new joint programme -LEARN
              (a literacy joint Programme) that will be approved soon to start
              implementation from next year. Given the large number of UN
              agencies present in Afghanistan, Joint Programming is a useful
              tool for improving coordination and avoiding duplication.
Albania       There is little directly visible reduction of transaction costs for line
              ministries - as day-to-day transactions, meetings, taskforces etc
              continue as before. Considering that the "work plans" or "AWPs"
              are supposed to be action plans by government, this is not
              surprising: the work has to be done by government whether
              supported by one UN agency or several UN agencies. As for
              transaction costs for UN agencies: Good programmers would
              always coordinate as closely as possible with other agencies
              working in the same area - whether their individual support to
              government is written on piece of paper or on two. To combine
              the assistance from all agencies into one workplan makes
              eminent sense - the question therefore is whether the
              administrative procedures for fund management and reporting
              are reasonable or not. In the current situation administratve,
              fund management, and reporting procedures seem to be
              excessive. But it seems to be the way that "forces" certain
              agencies to actually coordinate - for indeed broader reach and
              possible greater impact. Some Joint Programmes seem to
Algeria       not yet applicable in the case of Algeria
Angola        The joint programme to improve water and sanitation started in
              April 2009. The programme is focused on six target municipalities
              in 2 provinces and has the potential to reduce transaction costs
              for the GoA. Furthermore, there is an opportunity to us the
              visibility of this process to promote more co-financing by
              Furthermore, efforts are still underway to recruit a national
              coordinator for the programme. The suggestion to reformulate
              the TORs and use the same coordinator for the WASH MDG-F
              programme and the recently approved nutrition MDG-F
              programme could reduce costs and improve coordination among
              UN agencies, however it is still not completed and effected. The
              coordination process, through the programme management
              committee (PMC), has been used effectively to involve the actors
              at national and provincial levels and has resulted in improved
              ownership and linkage with other important national programmes
              (i.e Water for All Programme). However, there is a lack of clarity
              of accountability of Agency representatives due to the
Argentina    Joint Programming has not had any consequences in terms of
             increased transaction costs (no additional overheads were paid,
             including those cases where funds were passed from one Agency
             to another).

Armenia      Joint Programmes in some instances reduce the time that
             government has to deal with individual agencies separately.

Azerbaijan   Evidence on the impact of the joint programme on transaction
             costs is limited in both of the cases. However, in terms of
             stronger UNCT cohesion and involving other non-UN partners into
             the common work planning has certainly tangible benefits.

Bangladesh   The MNH Joint Programme has been implemented for one year,
             and in absence of any methodical study, it is difficult to assess
             the impact on transaction costs. However, setting up of joint
             office at the district level has definitely reduced the operational
             costs for individual agencies. With the sharing of implementation
             and monitoring by UN agencies, it would also reduce the
             transaction costs for the government also.

Barbados     There is one ongoing Joint Programming, "Restoring Livelihoods
             in Grenada after Hurricanes Ivan and Emily"- UNTHS, which is
             ending in 2010. UNICEF involvement in psychosocial supoprt
             ended in 2009. The joint UN programme was a response to the
             Grenada hurricane Ivan in 2005. Individual UN agencies
             implemented their projects under the joint porgramme with the
             Government of Grenada. As no joint or pooled UN funding
             systems/mechanism has been established by the UN system
             responsible for Barbados and the Eastern Caribbean locally, 7%
             of the funds were taken by UNICEF NY and the administrative and
             financial accounting hereby was executed mutiple times (UNDP
             and UNICEF headquarter and UNICEF and UNDP in the field). This
             has caused multiple accounting complications. Due to the
             incompatible financial and administrative systems, later
             initiatives and current joint work with UNIFEM have been kept at
             joint work and not joint programmes.
Belarus   In case the project meets all criteria for a joint project, it
          decreases transaction costs at the stage of project

Belize    The joint programming facilitates work with partners and has
          brought more visibility to the UN in Belize

Benin     - The Information and Documentation Center reduces information
          and documentation costs per Agency, allows beneficiaries find in
          a same place documents previously scattered in many Agencies
          and locations and ensures a better visibility of UN.
          - While there is no signed document, the Three-year Teacher
          Training Program initiated by the Ministry of Preschool and
          Primary Education and supported by UNICEF, UNESCO, USAID,
          the Fast Track Initiative and Common Basket Funds set up by
          World Bank and major local donors (the Netherlands, Denmark
          through DANIDA, France through AFD, Germany through KFW),
          can be considered as a joint project. That project help to avoid
          duplication, harmonize and reduce unit costs for teacher training.
          All partners aligned to UNICEF costs which were the lowest, but
          sufficient to cover needs of beneficiaries and trainers during the
          training sessions. In addition, equipment financed by UNESCO
          and UNICEF with USAID contribution, are ensuring a wide access
          to distance training by teachers engaged in the programme.
Bhutan    In 2009, the UN system in Bhutan has applied the joint 18 month
          Rolling Plan with the common government and non-government
          partners towards the same outcomes and outputs stipulated in
          the common CPAP. It has so far reduced the transaction costs for
          the partners through joint mid-year and annual review and
          planning meetings. The joint RWP also helped increase the UN
          coherence and synergies among UN Agencies. Out of UNICEF
          supported RWP, 8 are joint RWP with other UN Agencies while 2
          are UNICEF stand-alone RWPs. However, more time is consumed
          for coordinating with other UN agencies. The five UN Theme
          Groups in Bhutan consist of both UN and government staff, so it
          needs more support and follow-up by the UNCT and the Gross
          National Happiness Commission (so-called Planning Commission)
          to effectively coordinate and monitor the implementation of the
          UNDAF and common CPAP results.
Bolivia    Of the four joint programmes detailed under question 3 of this
           section, only the Human Security one has advanced sufficiently to
           answer this question. The other three joint programmes, have
           only been recently approved for funding under the UNDP/Spain
           MDG facility. On this basis, it is premature for us to provide a
           holistic response, particularly in terms of an analysis of impact on
           transactional costs. Nevertheless, the process of designing and
           implementing these programmes have generated the following: -
           greater cohesion, especiall at the technical level, of the
           participating UN agencies, so that there is more clarity regarding
           responsibilities, accountabilities and attribution. - demonstration
           to government counterparts that joint programmes have a
           definite value added, especially when it comes to illustrating
           synergies and complementarities as they relate to the
           achievement of a particular result.
           - illustration that joint programmes still need agency specific
           efforts to garner and consolidate greater results in a given area.
Bosnia     UNICEF BiH is currently part of three MDG-F joint programmes:
           - "Culture and Development" which started in January 2009 (US$
           1,588,309.98 for UNICEF)
           - "Youth, Employment and Retention" (US$ 1,506,327 for
           UNICEF) - "Economic Governance" (US$ 1,388,803.39 for
           The preparation and initial implementation of these joint
           programmes had an impact on transaction costs in terms of Staff
           Time. However, they are important to strengthen UNCT cohesion
           and image and to better coordinate support to counterparts.

Botswana   None yet. Joint programmes will be operational in 2010 only.

Brazil     There has been a notable increase in transaction costs in terms of
           staff time. However it must be recognized that this has led to
           enhanced knowledge of each respective agencies mandates and
           has strengthened collegial forms of working within the UN
           system. The joint programmes have also enhanced the visibility
           and position of the UN system in Brazil.

Bulgaria   No joint projects
Burkina Faso                     New Joint UN program (WHO/UNFPA/UNICEF) on acceleration of
                                 the reduction of the maternal, neonatal and infanto-juveniel
                                 mortality in 2 regions is reducing significantly transaction costs
                                 for GVT given the use of Health sector PADS basket funding
                                 facility as well as joint programming, monitoring and evaluation
                                 and the use of GVT rules and procedures (supplies/audit). It is a
                                 tangible example of UN move towards the Paris Declaration
                                 agenda (harmonisation/alignment) strongly supported and
                                 acknowledged by the GVT and several key other donors On 14
                                 February 2006, five UN agencies (FAO, UNDP, UNFPA, WFP, and
                                 UNICEF) signed a Memorandum of Understanding (MOU) for the
                                 purpose of developing a joint programme initially targeting girls‘
                                 education. As the Lead Agency, UNICEF had the responsibility of
                                 managing the funds received from the other agencies to ensure
                                 proper follow up of programme implementation and reporting.
                                 Later, initial focus on girls‘ education was widened to basic
                                 education in general. Currently, FAO no longer participates in the
                                 joint Education programme. In 2009, a new financing mechanism
Burundi                          Increase in the transaction cost to Government has not been felt;
                                 however transaction cost to agencies has been enormous... the
                                 agency programme delivery was suspended during the time that
                                 Joint porgrammes were bieng developed. Agencies all have a
                                 different understanding and in some cases different agendas. We
                                 have had many discussions on target populations, geographic
                                 focus and funding. The guidance from UNDG is clear, however the
                                 agency definitions of identifying the vulnerable groups for
                                 targeting will vary. Programming in a political environment
                                 doesn't clearly reflect vulnerability reduction, marginalization and
                                 disparity reduction.
Cambodia                         Joint programmes, as defined by the UNDG Joint Programming
                                 Guidelines, are not presently carried out in Cambodia. However,
                                 UNICEF has been working closely with other UN agencies as
                                 already recorded in the main text of this Annual Report (see
                                 various sections on partnership). A joint programme on children,
                                 food security and nutrition, under the Spain MDG Achievement
                                 Fund, is in the process of finalization.
Cameroon                         No joint programmes/projects
Cape Verde                       N/A
Central African Republic (CAR)   Joint Programmes are currently absent in CAR although joint
                                 programming takes place on a regular basis through the UNCT
                                 but also through the Joint UN Team on AIDS which functions with
                                 varying success and in the absence of a UCC. The benefits usually
                                 associated with Joint Programmes are unlikely to be realised in
                                 the near future due to the difficult working environment. The
                                 UNCT would do well to concentrate on Joint Programming as an
                                 interim objective, rather than Joint Programmes per se.
Chad       There is no apparent increase in the transaction costs for
           government and the UNCT due to increasing focus on joint
           programming beyond some additional staff time in select cases to
           ensure cohesion, and coordinated action.

Chile      N/A
China      Transaction costs are extremely heavy. While some benefits are
           seen in greater cooperation between the agencies, not every
           agency does its fair share of work in the joint programming
           processes. UNICEF staff have had to bear a disproportionately
           heavy workload in these processes. While the Joint Programmes
           are still ongoing and many are new, it is unclear whether the
           actual programme themselves will have a greater impact or
           broader reach than UNICEF is having already.
Columbia   Joint programming was strengthened during 2009 amongst UN
           agencies in Colombia, ensuring collaborative UN activities that
           leverage the clear value-added of each agency and harnessing
           the UN‘s collective strength to address multi-dimensional
           development challenges anchored in the UNDAF, the national
           development priorities, and in response to emergencies. In all
           cases, the modality of ―Joint Programme Planning and Monitoring
           and Parallel Fund Management‖ was adopted by mutual
           agreement. In relation to the UNDP-Spain MDG Achievement
           Fund, UNICEF contributed to the Colombia UNCT submission of
           concept notes for all of the thematic windows launched during
           2009. These efforts required lengthy, and sometimes challenging
           processes of negotiation and technical agreement between
           participating agencies as well as with different Government
           institutions, which implicated high transaction costs in terms of
           the time spent to coordinate and participate in a myriad of
           meetings, involving staff at both management and technical
           working levels. Transaction costs were particularly high
Comoros    The joint programmes in 2009 have been UN-AIDS, Comores
           Info. Both have led to greater UNCT cohesion, and reduced
           transaction costs for both UNICEF and the government.
Congo                One joint programme on Health was signed on August 2009;
                     three others are currently being finalized (Food and Nutrition
                     Security, Monitoring of MDGs, HIV/AIDS). It is too early to assess
                     transaction costs aspects, as their implementation wil start in
                     2010. However, the programming process increased significantly
                     transaction costs in terms of staff time allocated to meetings. In
                     addition, with regard to the multiplicity of coordination structures
                     in charge of individual programmes (e.g. UNDP, UNFPA, UNICEF)
                     at the level of the Ministry of Planning, transaction costs will
                     likely to increase with the management of joint programmes.
                     Therefore, there is a need to harmonize coordination of UN
                     supported programmes within a unique mechanism.
Costa Rica           Collaboration between the agencies has allowed maximize use of
                     resources through introducing the theme of interculturality in FAO
                     supported market places. The joint programme has allowed
                     UNICEF to introduce and increase resources for adolescent work
                     and and building of protective environments at community level.
                     The joint programmes have allowed increased impact on issues
                     affecting children in Costa Rica, like violence. UNICEF has
                     invested staff time, office space, communication facilities,
                     transport, etc, but these investments are justified by the boost
                     for the CPAP provided by joint programmes.
Cote D'ivoire        N/A
Croatia              By the end of this year, the UNCT has reached majority of
                     planned objectives, with 70% combined commitment of MDGF
                     funds necessary to request the 2nd year of MDGF funding. Even
                     so, due to the late arrival of MDGF funds in 2009, the 2009 AWP
                     officially runs until April 2010, UNCT started development of the
                     2010-2011 AWP, in order to have it prepared for submission with
                     the request for 2nd year funds. Before submission, the new AWP
                     will be approved by the MDGF National Steering Committee,
                     whose next meeting is scheduled for late January 2010. This all
                     has brought increased UNCT cohesion, stronger impact and
                     broader reach within the relevant ministries and Government.
Cuba                 It is too early to assess the programmatic impact of the joint
                     programme in Cuba since it was recently approved and its funds
                     were received in November. Its implementation has not started

Djibouti             All participating agences to the joint project on Human Rights
                     could benefit from the progresses made by one another and its
                     operations seem very cost effective for all. FGM? Shall we add
                     The JointUN LTA signed in 2008 and imlemented also over 2009,
                     consierably improved deliveryschedule of programm commoditie
                     for all agencies? On the other side we can not yet tal about the
Dominican Republic   impactis no official joint programme yet in the DR which UNICEF
                     There of the MICS!
                     is involved. This will certainly change in 2010.
DR. Congo           Preparation and management of joint programmes demands
                    more staff time to be allocated to them. This offsets partially the
                    reduction of financial transaction costs for the donor. The pooled
                    fund mechanism has without doubt strengthened the cluster
                    approach. Clusters have become far more professional and are
                    seen more and more as technical reference points.
East Timor          It is too early to comment on this as we have just started one
                    MDG-F Joint Programme on gender equality and women's rights,
                    and about to start another one on nutrition and food security in
Ecuador             In Ecuador the experience of joint programmes come form the
                    MDG Funds from the Spanish Government. The mechanism
                    requires that a specific Agency be in charge of the coordination of
                    each of the windows that where approved. How ever, each
                    agency has a percentage to cover technical costs and recovery
                    costs. These particular issues are not well understood by the
                    Government. The UNCT and UNICEF CO regularly explain these
                    process to Governmental counterparts, however, it would be of
                    great support that HQ would further explain the funding and
                    functioning mechanisms to the Missions of the State Parties. Joint
                    programmes have proven to be effective in stronger UNCT
                    cohesion, which is a process that has to be constructed on a daily
Egypt               An assessment was conducted in 2009 on 17 joint programmes in
                    which UNICEF participated. Findings indicate that there were
                    reduced transaction costs but there still is a need to harmonize
                    further UN financial/administrative processes.

El Salvador         There has been no significant impact on transaction costs for
                    government and the UNCT, except the significant amount of staff
                    time dedicated to technical, programmatic and operational issues
                    related to joint project drawing up, planning, implementation and
                    monitoring. The joint projects is a tool for greater leverage with
                    the government and political influence with key sectoral
                    ministries. This is also true with any unified or joint approach of
                    the UNCT on critical social and economic issues, even in the
                    context where there are no concrete joint projects in place.

Equatorial Guinea   N.A. We have four "joint projects" but these do not meet all the
                    characteristics described above, more specifically the common
Ethiopia   1.The HIV-AIDS joint programme: has been seen at the MTR by
           counterparts as delivering results and decreasing transaction
           costs of government counterparts. There were however,
           outstanding issues related to better alignment with government
           processes especially regarding review processes. It did
           considerably increase the number of meetings within the UN. As
           such the management and coordination set up is not a workable
           model for other joint programmes and the MTR recommended a
           drastic simplification of coordination mechanisms. 2.UNFPA and
           UNICEF Joint programme on adolescent sexual and reproductive
           health and development (NORAD funded): there is an additional
           workplan which in the case of UNICEF is an addendum to the
           regular GOE-UNICEF workplan; for government there is a
           reduction of transaction costs and for the two UN agencies an
           increased coherence in their support to young people, the regular
           review meetings and visits by NORAD who is especially concerned
           about the participation of adolescent girls in the programme did
           have wider sector benefits. Transaction costs for the two UN
Fiji       Joint missions and Joint Programme Review and Planning
           processes have lowered the transaction costs for partner
           governments and implementing partners where those processes
           took place at an individual agency/country level in the past. This
           is now established practice in at least 6 Pacific Island Countries.
           This is being taken a step further with the imminent signing of
           the Joint programmes fo Palau and FSM where one agency will be
           Managing Agent and work with the Government on the
           implementation, review and planning of all agency programmes
           With regard to the joint SPC-UNFPA-UNICEF Adolescent Health
           and Development (AHD) Programme there is now one channel of
           communication at country level i.e. through the in-country
           Adolescent Health and Development Co-ordinator. This has cut
           transaction costs for partners. Work still needs to be done to take
           forward joint resource mobilisation for this Programme
           The Joint Programme on HIV and AIDS has now been
           operationalised with UNICEF as the Managing Agent. As the funds
           arrived in November 2009 there is little to report on so far.

Gabon      UNICEF is involved in two joint program on (1) community
           development in the districts called Omboue and Gamba, (2) HIV-
           Aids. The first program have been signed by U.N Resident
           Coordinator and the government in July 2009. Unicef for this year
           focused its support in strengthening capacity of Omboue
           community radio (RACOM) in collaboration with UNESCO. In
           addition, 17 primary schools teachers in Gamba have been
           trained on the new education system called competencies based
           approach. Presently, it's difficult to assess the impact on the
           transaction cost for government and UNCT because the joint
           program has just started. But it is to be noted that the specialists
           of UN agencies involved in these program meet on a regularly
           basis to discuss about implementation issues and the team's
           capacities were reinforced.
Gambia      The DevInfo Joint Programme is the first joint programme of the
            UNCT and hence it is a pilot project. In terms of transaction
            costs, there is no noticeable difference but the benefits are on the
            stronger UN coherence and greater impact on strengthening the
            Gambia Bureau of Statistics, the National Implementing Partner
            for DevINfo. UNICEF-UNFPA COs in the Gambia entered into its
            second joint programming arrangement in 2009 for the
            accelerated abandonment of FGM/C. This is an operationalisation
            of UNICEF-UNFPA Joint programme at the Global level funded by
            Government of Norway and covering 17 countries in Africa. The
            joint programme used a pass through mechanism with UNFPA as
            the Administrative agent and covers the period 2009 to 2012. For
            2009 a total of US$300,000 was allocated split equally between
            UNICEF and UNFPA for activity implementation. The objective of
            the joint programme is to contribute to the accelerated
            abandonment of Female Genital Mutilation (FGM/C) in one
            In the Gambia through the Joint Programme UNFPA and UNICEF
            worked jointly towards actively contributing to the accelerated
Georgia     A short joint UNHCR/WFP/UNICEF programming exercise was
            launched to provide winter cash benefits to newly displaced IDPs.
            This reduced transaction costs for government and ensured well
            targetted assistance to IDPs. Collaboration on birth registration
            with UNHCR and local governance with UNDP have reaped
            dividends but are not formally in a joint programme format. A
            large scale joint programme has been developed based on a joint
            social sector review in Abkhazia and resourse mobilisation efforts
            are ongoing. A minor joint programme on gender is ongoing
            though due to external political considerations it did not progress
            much during the reporting period.
Ghana       We have been working on joint programmes/projects of two
            types.i)those that have been conceptualised and funded as such
            eg the three that have been entered into the database, ii) joint
            UN support to government workplans ie, all agencies sign off
            onactivities that they are supporting with the same partner on a
            thematic basis-- HIV/AIDS, gender, data/monitoring. In both
            instances the result has been a reduction in transaction cost for
            Government, however, as agencies more time has been needed
            to ensure alignment and inter-agency coherence.
Guatemala   At their initial stages, the joint Programmes implemented by the
            UN System in Guatemala have involved a high level of
            participation from our staff. Many hours have been devoted to
            discuss and agree on workplans, strategies and activities.
            Transactional costs have been the usual ones when dealing with
            MDGs, following the MDG-UNDP Spain Fund's requirements.
            The requirements coming from the donors for these projects are
            the most clasical project activity approach far from the new
            flexible, results oriented promoted by UNICEF.
Guinea      1-) Le PC a permis de développer les services communs et de
            base de données commune ;'
            2-) Par exemple en GF, au niveau régional la Direction du Plan
            qui assure la coordination du Programme Conjoint est la
            réference aujourd'hui pour la coordination des interventions de
            développement dans la région.
            3-)Une gestion consensuelle des approches Droit et Resultats
            entre les partenaires ONO, ONG et Gouvernement
Guinea Bissau   Attempting joint programming still has huge opportunity costs for
                the process and ensuring all are on board, and no-one is left out.

Guyana          For the Guyana CO, no examples are currently being undertaken
                according to the criteria except in HIV/AIDS where the UNAIDS
                Joint Programme of Support proposes a 3-phased research
                initiative to gather strategic information on the actual
                role/involvement of males in the AIDS response. The PCG has
                noted with regret the fact that their efforts at joint programming
                have not been successful in other areas for example in the
                proposed study of Indigenous Women in Guyana which was
                supposed to be a collaborative effort between UNIFEM, UNICEF
                and UNFPA. For the Suriname CO, It is too early to assess
                whether the joint programmes have had any impact on
                transactions cost for government and the UNCT, or whether joint
                programmes so far proved more effective than agency specific
                interventions. The Mid Term Review of the UNDAF and C CPAP,
                which is scheduled for early 2010 will hopefully shed more light
                on that.
                For the Trinidad & Tobago CO, • UNCT‘s support to joint
                programme and projects with Government partners are is
                primarily in the provision of technical support, including
                generating and documenting lessons learned; exchanging best
                practices; convening and building partnerships; and developing
Honduras        The impact depends on each Joint Programme. The programmes
                with many participating agencies, especially when it includes non
                resident agencies, usually face more difficulties in coordination,
                as consequance, Joint Programmes usually suffered considerable
                delay in commencing, and thereafter in the financial flow . The
                progress made by each agency differs greatly, which affects
                negatively the implementation of activities by other agencies
                which are ongoing as scheduled, especially when the activities by
                participating agencies are closely linked. At the planning stage in
                2009, it was noted that each programme has considerable
                amount allocated for the great number of consultant services by
                each agency, which was later modified to some extent. Once the
                programme started, however, the synergy created through the
                UN Joint Programme made the imapct of the programme greater
                and more visible.
India           Broadly speaking, joint programming initiatives like the MoU on
                Census generate less transaction costs for GoI and UNCT than
                Joint Programmes. These joint programming initiatives stem out
                of pure interest from participating agencies and funding is
                parallel. There is a clear division of labour as per comparative
                advantage. Same could be said of the Polio eradication initiative
                with WHO, even if there isn‘t such a thing as a common AWP or
                common budget. UN Joint Convergence Programme, on the other
                hand, is also parallel funding but UNDP works in National
                Execution mode and sets up a Project Management Unit in
                Government. This certainly reduces transaction costs for the
                Government, but not necessarily for the UNCT. Any delays on
                UNDP side affect all the other agencies.
Indonesia       So far, there has been a limited experience in joint
                programme/project in the Country. While a stronger UNCT
                cohesion might have been experienced at the beginning of the
                process (i.e. during the development of the JP for Belu, NTT
                Province), the experience so far would not be enough to answer
                the question in terms of impact and reach.
Iran            N/A
Iraq        UNICEF-Iraq does not have joint programmes that fit under this
            section, following the above criteria that would fit into the
            definition of a Joint Programme. Although the programmes under
            the ITF are considered Joint but are governed under the IRRFI
            and do not contribute to the UNDAS/UNDAF.
Jamaica     The Safe Motherhood Joint project between UNICEF, PAHO and
            UNFPA has benefited from complimentary mandates of each
            agency in the partnership. There has been no obvious savings
            however on transaction costs. The UNDAF review pointed out the
            lack of joint projects and this is an area the UNCT hopes to
            address in 2010. The UNCT has made little progress in this area.
Jordan CO   As demonstrated in the CEDAW report preparation, the
            transaction cost was reduced through a reduction of time that the
            Government and relevant stakeholders had to spend with UN.
            Joint programmes are bound to contribute to UN coherence
            based on JCO‘s experience.
Kazakstan   There is no programme that complies with characteristics of a
            joint programme, but there is an attempt of four agencies to
            work together. Travel and subsistence costs caused by joint
            reviews and planning are offset by better coordination and
            savings when agencies jointly work with same groups of
Kenya CO    The UNFPA/UNICEF/Government of Kenya Joint Programme on
            Female Genital Mutilation/Cutting has strengthened
            complementarity between the two UN agencies working on
            similar programme, stopped duplication & unfocused use of funds
            and helped Ministry of Gender, Children & Social Development
            work with UNICEF/UNFPA harmoniously, thus improving efficiency
            and timely implementation of programme. The Joint Programme
            has paved the way for enhanced articulation of the UN
            Development Assistance Framework (UNDAF) as the platform for
            UN ―Delivering as One‖. For the HIV programme there is
            insufficient data to determine impact on transaction costs.
            Though it is too early to give an indication of the impact on
            transaction costs, it might be worthy to note that; There has
            been a realignment of the UNDAF to: the Medium Term Plan (
            MTP 2008 – 2012);National Financial Planning Cycle;National
Kosovo      Sectoral groupings and development indicators nature and the
            The transaction costs depend very much on the
            set-up of a programme. Whereas the joint programme on
            Maternal and Child Health (UNFPA, WHO, UNICEF) is very clear in
            its mandate and focused on one sector wih one main partner
            ministry, the integrated area based programme for Mitrovica
            (UNFPA, UNDP, WHO, UNICEF, UNOHCHR) is by nature
            multisectoral and politically complex. While the first has certainly
            decreased transaction costs and increased leverage of the UN
            agencies participating, the second one has been very intensive in
            terms of coordination and clarification of respective roles without
            so far producing the corresponding benefits in terms of impact.
            However it can be hoped that better results will be produced once
            the initial teething problems are overcome.
Kyrgyzstan   The coordinated UN support for World AIDS Day reduced
             transaction costs. UNICEF donated $5,000 to UNAIDS which
             covers such activities. There is no indication of transaction cost
             saving, and UNICEF notes the increased workload from joint

Laos         2009 witnessed good progress in reinforcing existing joint
             programmes initiatives, in particular the « Support to an Effective
             Lao National Assembly » programme, which became fully
             operational this year through a pooled funding mechanism.
             Financial transaction costs for UNICEF have not been reduced vis-
             à-vis this joint programme (given the high UNDP overhead as the
             administrative agent). Benefits include a stronger UNCT cohesion
             and successful impact vis-à-vis the National Assembly‘s
             embracing the importance of the MDGs in the framework of the
             7th NSEDP preparation process. In tangible terms, the initiatives
             have helped to increase enrolment and reduced of drop-out rates
             in schools where the Joint UNICEF-WFP Programme on Access to
             Basic Education is being implemented. Apart from these two joint
             initiatives, joint programming remains at an initial stage in the
             Lao PDR.

Lebanon      There is no information on transaction costs for the government
             or other UNCT members. For UNICEF, the participation in joint
             programmes migt be beneficial if this office coul rely on UNRC
             office for coordination and project monitoring. However, this is
             not the ase at themoment. In adition to this, UNICEF's
             accountability vis-a-vis our donors remains even in joint projects.
             The major benefit of joint programming has been a stronger and
             clearer position vis-a-vis the Government on some issues, such
             as, for example, the situation of the Palestinians in Lebanon or
             the role of young people in the Lebanese society. The
             fragmentation of authority in the country calls for a UNCT that
             acts in front of the Government as a solid cohesive entity, with its
             development agenda harmonised with its political and its security
             agendas in the country.
Lesotho      Taking into account the importance of HIV and AIDS in Lesotho,
             the UNCT developed Joint UN Support Programme for HIV and
             Aids – a framework for UN Joint Programme in HIV and AID. The
             document was launched by UNAIDS Executive Director in April
             2009. In the recent retreat that was held in November, UNCT
             identified Maternal Health and Nutrition as thematic areas for
             joint programming where two or more UN agencies come
             together to work around a joint programme. The development of
             ground work for Delivering as One and Joint Programme
             documents has been highly demanding on the UN agencies at
             both UNCT and technical levels. Colossal time was spent by UNCT
             and Technical arm of UNCT on attending series of meetings and
             participation in the preparation of relevant documnets. So far
             there is no siginficant effect on the transaction cost for the
Liberia      The joint programmes are still relatively new - the oldest is 18
             months. Joint programmes are helping in mobilising more
             resources and strengthening UN cohesion. But contrary to
             expectations, the transaction costs have instead increased. The
             programmes will be reviewed in 2010.
Macedonia    No obvious impact on transaction costs but our joint programme
             on domestic violence has improved communication and cohesion
             within the UN system but at a cost. As noted earlier, the lack of
             signing authority of some agency representatives has delayed
Madagascar   There are two joint programmes in Madagascar: one on HIV/AIDS
             and a second one on decentralisation and deconcentration. The
             division of labour and lead agency system of early 2005 helped to
             finalize the first Joint UN HIV/AIDS programme. So far, no major
             impact has been witnessed on transaction costs by the joint UN
             HIV/AIDS programme. The programme has opted for a parallel
             funding system with a common budget, and it has not yet
             succeeded in significantly cutting down the number of
             transactions. However, conducting joint reviews and establishing
             a monitoring plan contributed to better harmonization. The
             purpose of the Joint UN Team on AIDS is to promote coherent
             and effective UN action in support of an expanded national
             response to HIV. To this end Madagascar is progressing well and
             the national prevalence remains below 1% in coherence with the
             overall goal. In parallel, the UN joint programme constitutes an
             entry point for national stakeholders to access technical
             assistance. No increased transaction costs have been witnessed
             with regards to the decentralisation/deconcentration joint
Malawi       In alignment to the Malawi Growth and Development Strategy,
             the five agencies have aligned their work through the five UN
             CLusters. In each cluster there is a lead agency and that agency
             coordinates the work in that sector to avoid duplication and
             enhance collaboration. This methodology of cooperation has led
             to more clarity from the UN towards government and more
             efficient collaboration. There are no specific joint programmes
             yet. To establish those, there would be
             singnificant transaction costs.
Malaysia     There are currently no joint programmes or projects. Two joint
             projects are planned for 2010:
             1. A joint UNCT report on progress towards the MDGs on a
             disaggregated level.
             2. A joint UNDP-UNICEF project on assessing poverty-reduction
             programs for the Orang Asli indigenous group.

Maldives     MaldivInfo, the UN joint programme did not move ahead as
             expected due limited staff and other limitation of the
             implementing partner: Department of National Planning.
             However, there were few transaction costs for government which
             reduced logistics costs.
Mali         There are three on-going joint programmes in Mali: 1. Gender
             and human rights, 2. HIV/Aids and 3. a recent Spanish MDG fund
             nutrition programme in 4 very poor communes of the north of
             Mali. However, no evaluation has been carried out so far to
             validate if these joint programmes reduced transaction costs for
             government or the UNCT. The main benefit of the joint
             programmes has been the UNCT cohesion and collaboration they

Mauritania   Three UN MDG Funded joint programmes were signed by the
             UNRC with the Government of Spain. These three programmes
             cover the Food Security and Nutrition, Conflict Prevention and
             Environment. All three were signed and Environment programme
             is already in its second year of implementation, while the other
             two were started in mid 2009. No programmes impact could be
             assessed at this stage as it is still too early to verify the
             outcomes from these programmes. The coordination of these
             programmes remains difficults, in view of the multitude of
             partners involved and due to the limited available Government
             institiutions support and monitoring.
Mexico       The experience so far indicates that reducing the transaction
             costs for government and the UNCT through joint programmes
             represents a progressive goal whereby the gains may not be
             evident in the first stages of the process. However, there are
             obvious gains beyond the transaction costs, namely in terms of
             having a stronger voice to dialogue with the government, a larger
             pooling of expertise and resources, and probably more
             sustainability of actions. In the case of Mexico, this has been the
             case with the UN Joint Programme ―Construye-T‖ (see below).
Moldova      In 2009, there was usually no negative impact on the transaction
             cost for the Government and UNICEF, with 2 exceptions (See

Mongolia     This is too early to measure because the existing joint
             programme are using funding mechanism.
             An effective, joint coordination mechanism to monitor the
             implementation of the JPs have not been put in place with the
             exception the JP on "Comprehensive Community services to
             improve human security for rural disadvantaged populations in
Montenegro   Mongolia. the work of the joint team on HIV/AIDS and the
             Aside from
             project towards the UN Eco Building, no joint programmes are
             currently being implemented. However, with the move towards
             Delivering as One, and the anticipated successful application of a
             joint UNICEF/UNDP IPA (EU) funding proposal, as well as
             UNICEF‘s anticipated engagement in a UNDP Gender Project
             under IPA, it is anticipated that the landscape will change
Morocco      significantly in 2010.
             No systematic evaluation was conducted on the change in
             transaction cost for all joint programmes. however, having one
             Lead Agency managing different financial aspects of the
             programmes reduced transaction costs for the government's
             partner and UN agencies. for example, the gender MDG joint
             programme has 8 agencies and 12 government departments. the
             coordination mechanims set up within the framework of this joint
             program contributed to drastic reduction of transaction costs on
             both side as there is onle leading UN agency, and one leading
             government department.
Mozambique   One important component of the ―Delivering as One‖ initiative in
             Mozambique has been the development of the One Programme,
             which consists of 11 joint programmes in the four pillars of the
             UNDAF, namely Governance, Human Capital, HIV/AIDS and
             Economic Development. In 2009, an additional Joint Programme
             on Children, Food Security and Nutrition was developed in
             response to the effect of rising food prices on already
             marginalized and vulnerable groups in Mozambique, as
             documented by the Government‘s Secretariat for Food and
             Nutrition Security and by the Famine Early Warning Network. By
             December 2009, ten joint programmes had been signed by the
             Government and were fully operational. UNICEF is contributing to
             the eight joint programmes detailed below and is convening two,
             ―Building Capacity of Civil Society Organisations‖ and ―Ensuring
             the most Vulnerable Populations have Access to a Social Safety
             Net‖. The implementation of the One Programme has led to a
             greater understanding of each agency‘s comparative advantage,
             including their respective technical capacity, and in some
Myanmar      Myanmar do not have any joint programmes. However, some
             joint activities with WFP were held in 2009 in line with the MOU
Namibia      First joint programmes commenced in late first quarter 2009 and
             hence impact difficult to measure. However, transaction costs
             have clearly gone up in this period: but that was expected in the
             first year of a new operating modality.

Nepal CO     There are three Joint Programmes approved that involve UNICEF
                                         Local Governance and Community
             as a participating agency: •	
             Development (UNCDF, UNDP, UNFPA, UNV), •	     Delivering Essential
             Reproductive Health Care, Education and Counselling to
             Vulnerable Women and Adolescent Girls affected by Conflict
             (UNFPA, WHO),
              Gender-based Violence (UNFPA, UNIFEM) After the signing of
             the Joint Programme documents, significant delays were
             experienced transferring funds through the joint programme fund
             management mechanisms. The Joint Programme on Gender-
             based Violence was signed in July 2009; however, the funds were
             not transferred to UNICEF, which delayed programme
             implementation. Fund management options are another cause for
             delays in implementation. The Joint Programme on essential
             reproductive health care and education was agreed and approved
             by the UN Human Security Trust Fund early 2009. However, after
             approval, the Trust Fund contribution was reduced and
             subsequently the funding management modality was changed
Nicaragua          Transactions cost have increased, given the complexity of the
                   programs with diversity of agencies and counterparts. Teh new
                   planning and implementation modality has been very time
                   consuming of UN agecnies and copunterparts, inluding high
                   decition makers such as Governors and national authorities.
                   Operational and admisnitrative systems do not converge, causing
                   confusion in counterparts. Nevertheless, initial positive results
                   are being observed: greater cohesion among agencies, better
                   understanding of mandates and technical expertise that
                   complement each other, higher visibility of one UN, greater
Niger              The only existing joint programme, on gender, wasn't continued
                   in 2009, because of the reorientation of strategic approach of the
                   leading line ministry (Women Promotion and Child Protection).
                   Hopefully the joint programme will be reconducted in 2010. So
                   far, no main transation constraint have been reported for this
                   programme, but the benefits in terms of more coherence of UN
                   agencies interventions as well as appropriation by the
                   government are clear and recognised by all actors.
Nigeria            HIV joint programme is currently the only joint programme the
                   office is engaged in. Currently discussions are on-going for two
                   more, hopefully starting in 2010. Joint programmes inevitably do
                   incur higher transaction costs within UN. The additional constraint
                   is the highly federated nature of Nigeria's governance. Thus,
                   advocacy as well as planning have to happen also at State level,
                   and most agencies do not have the field presence to enable this.
                   Thus, the effectiveness of the joint programme may be
                   hampered, as many activities are conducted centrally. Stronger
                   UNCT cohesion has happened. The next challenge, in the seven
                   States/Territory where the full AWPs are joint, is to see how the
                   HIV joint AWP development process (which spans beyond the
                   seven States/Territory) can be merged.
North Korea, DPR   There are no formal joint programmes and close coordination has
                   certainly led to better understanding of agency mandates and
                   priorities as well as stronger advocacy where required.

Oman               No inceases in transaction costs. The joint programme under
                   implementation through the UNTG (UN theme group) on
                   HIV/AIDS is only forum that brings UN team in Oman as one
                   united forum - thereby bringing more visibility to UN in Oman
                   and more cohesion.
Panama CO          No impact on the government's transaction costs. No impacts for
                   the CO.
Papua New Guinea     The second year of implementation of the One UN Country
                     Programme has seen significant advances in how the UN does
                     business within its respective agencies and between the UN and
                     GoPNG. Major changes within the UN include greater emphasis on
                     joint programming. For UNICEF, UNFPA and UNDP this means
                     100 per cent of programming is joint programming covered by
                     joint AWPs. While this is leading to greater efficiencies, such a
                     reduction in duplication of efforts, overall the One UNCP still
                     required additional work and is very process driven. The major
                     change between the UN and GoPNG during the year was the
                     decision to align the UN annual planning process with that of the
                     GoPNG. What this means in practice is that planning for the
                     following years activities commence in May with final drafts of
                     AWPs and budget allocations agreed to by August. This
                     information is then channeled into department submissions to
                     Finance and Treasury and then into the government budget which
                     is handed down by GOPNG in November. AWPs are then reviewed
                     and if necessary revised based on the budget papers and are
Paraguay             Thanks to the inter-agency nature of the "Investing in People-
                     Social Expenditure in the National Budget" project,the
                     Government deals with only one interlocutor instead of three to
                     discuss issues regarding social expenditure and budgetting,
                     resulting in a decline of transaction costs. Similar positive results
                     from the other two joint programmes are still to be materialised.

Peru                 While transactions costs have not decreased, they have not
                     increased either. However, there are high levels of collaboration
                     among the UNCT and between the UNCT and counterparts on
                     joint programmes.

Philippines          UNICEF Philippines is involved in four joint programmes for:
                     maternal and neo-natal health; child nutrition and food security;
                     economic governance and migration and development. In some
                     cases, there as been added value in the development of a
                     cohesive joint strategy between the UN agencies. In other cases,
                     UNICEF should not have joined in the endeavour since it has
                     diverted energy from our four major programme thrusts focusing
Romania              on the lagging MDGs. implemented in Romania
                     No joint programmes
Russian Federation   n/a
Rwanda                  - Education
                        - HIV
                        - Gender-Based Violence

Sao Tome and Principe   There is only 1 Joint Programme between UNICEF and UNDO and
                        a total of 2 in the UNCT as a whole. The second refers to the Joint
                        Programme between UNDP and UNFPA in the Strengthening of
                        Capacity of the National Institute for Gender Promotion, Equality
                        and Equity. In October, UNICEF and UNDP signed a Joint
                        Programme Memorandum to undertake a National Study on
                        Adolescent Pregnancy; a needs assessment of 4 Youth Health
                        Centers and the development of a definitive mechanism on how
                        best to integrate affected victims with on-going solutions and
Saudi Arabia            - This is a new initiative and the impact is still unclear. - Cost
                        sharing and staff timing to achieve a common UNDP goal.
Senegal CO              The preferred managing option for the majority of the UN
                        agencies is parallel fundings. This doesn't allow reducing
                        transaction costs as the UN agencies continue to have teams and
                        manage on their own.
                        In our opinion among the main constraints is the lack of
                        commitments of the UN agencies heads
Serbia                  The implementation of the first joint programme started only in
                        mid 2009 and it is still too early to draw any meaningful lesson.

Sierra Leone            Increased focus on the issue of maternal and child mortality in
                        the country. However the joint programme is not fully functional
                        as we are at the early stages of implementation
Somalia        No notable impact – in fact only increased transaction costs (for
               the agencies) and increased staff time negotiating and
               communicating. This has not been offset by benefits elsewhere.
               The only exception would be the Child Health Days – a joint
               WHO/UNICEF venture – whereby the comparative advantage of
               each agency was brought to the fore and there were clear
               complementary roles.

South Africa   There was no formal ―joint programme or project‖. However as
               explained above substantial efforts were made to promote joint
               programming, i.e. review of the common results framework and
               institutionalizing joint programme reviews and planning. As a
               result: •	 partners are working towards the same results;
                UNICEF is working in partnership with other UN agency/agencies
               and UN partners are working with common government or non-
               government, or private sector partners;
                There is a common AWP or other common work planning
               instrument which includes a common budget. As mentioned
               above, SACO did not implement joint programmes/projects in
               2009 as defined in the guidelines. Work is in progress for the
               implementation of a joint project with UNAIDS and UNFPA in
               2010 – Youth Risk Behaviour Survey in five provinces – which will
               provide strategic information for out-of-school youth to inform
               prevention initiatives and policy development. The project is to
               be funded using UNAIDS PAF and implemented through UNICEF
Sri Lanka      in 2010.
               The cluster approach through which humanitarian assistance was
               provided resulted in greater coordination and efficiency. In
               addition this coordinated approach proved very useful when
               humanitarian access was negotiated with the Government and
               the provision of emergency relief assistance based on
               humanitarian principles.
Sudan        The UNICEF joint programme with UNFPA on FGM/C has
             established a stronger link with government and civic groups at
             federal and state level since it addresses the creation of a
             movement in shifting norms toward abandonment of the practice.
             Utilizing national expertise such as local consultants within
             government department and monitoring mechanisms increased
             the transaction costs offset by a stronger impact on more
             cohesion in terms of concepts, planning, programming and
             reporting. It also reduced the gap between NGOs and
             government especially where modalities of implementation were
             jointly planned to ensure the coordinated plans. Similarly, the on-
             going joint programme MDG-F (USD 9 million from the Spanish
             contribution for 11 agencies) on Creating Opportunities for Youth
             Employment in Sudan has a total of 11 UN agencies participating
             UNOPS, UNAIDS, UNV). The joint programming helped in sharing
             information and understanding mutually each UN agency‘s
             priorities, strategies and activities especially in the Education
Swaziland    There is no Joint Programe as per UNDG guidelines. UNCT started
             developing a Joint programme of Spport for HIV/AIDS in 2008.
             The programme is now in the final stages of review and editing
             and will be implemented in 2010. Therefore, there is no
             information on impact of Joint programme on transaction costs.
Syria        NA

Tajikistan   N/A
Tanzania     Considerable discussion has been taking place to better estimate
             transaction costs. The UNCT is yet to conduct a perception survey
             to estimate transaction costs and measure the benefits. The Joint
             Programme modality adopted as part of Delivering as One in
             Tanzania has required considerable staff time at technical level.
             The increased technical support in Programme coordination,
             planning and monitoring of Joint Programmes has resulted in
             higher costs in terms of staff time. Transaction costs were
             probably reduced at government level in terms of participation in
             meetings and dealing with the UN. However, there are still issues
             relating to compliance with government planning cycle, review
             mechanisms and systems for disbursements and reporting. This
             is further exacerbated with the continuing agency specific
             planning and reporting requirements requested by their
             respective HQs. The Delivering as One process evaluation
             planned early next year will provide evidence on whether there
             has been any measurable reduction in transaction costs, including
             relevance, efficiency and effectiveness of DaO in Tanzania.
Thailand CO    As mentioned earlier, UNICEF in Thailand has been taking very
               active initiative and coordination role on strategically important
               issues with other UN agencies, such as implications of rapid
               demographic and population changes; impact of economic
               downturn on the most vulnerable; systematization of social
               protection measures; and quality of national human resources
               including the issue of IDD and very low levels of learning of Thai
               students. But they are coordinated more through working groups
               of more agile forms and not necessary traditional ―joint projects‖
               with common AWP/budget/project proposal. The latter type of
               joint endeavour has often proven to be very slow and transaction
               cost-heavy. A case in point is one area-based project participated
               by eight UN agencies and has taken three years to finish the
               project proposal and receive funding from one of the UN trust
               funds. UNICEF took part in the same process in the first several
               months but opted out of it afterwards as it was taking too much
               of its staff time with little larger and clear vision.
Togo           No measurable impact of existing joint programmes. The impact
               of UN joint programmes is challenged by weaknesses in
               implementation and poor monitoring/evaluation.
Tunisia        UNICEF is involved in one joint programme on maternal
               mortality. As the programme just started (signed in December
               2009), the impact on transaction cost is not tangible yet.
               However, it allowed a better positioning of UNCT and individual
               agencies with partners regarding an issue of common interest.
Turkey         There are UN Theme Group on HIV&AIDs. gender and youth and
               also a Joint Program on Gender & culture (funded by Spanish
               MDG fund). In the gender program, the issue of costs versus
               benefits has not arisen, due to the limited nature of the program
               and the fact that it is largely run by a single agency, the UNFPA,
               although there is a joint management structure. For HIV/AIDS,
               too, no significant transaction costs are incurred by the
               government or the UNCT. Joint initiatives have benefits with
               respect to UN coherence in terms of inter-personal relations and
               exchange of knowledge and information.
Turkmenistan   The programmatic scope and financial flows are too small to
               warrant a commment - there are no setorwide approaches here
               as UN agencies do not operate in budget support mode. The
               current Human Rights Programme of UNDP does not interface
               with the Child Rights intiatives managed UNICEF, indeed the view
               seem to relegate th CRC to cadet status, rather than belonging to
               the universe of Human Rights instruments.
Uganda         The answer depends on the size and scope and partners in the
               joint programme. Small joint programmes such as female genital
               mutiliation have resulted in greater coordination, harmonisation
               and, probably, impact. However, larger joint programmes with
               multiple partners and wider scope have greatly increased
               transaction costs for the UN and delayed funding flows. Nor have
               they necessarily increased UNCT cohesion as they are a source of
               frustration against one another.
Ukraine      At the moment there are no joint programmes with other UN
             agencies that UNICEF is a part of. There were several attempts to
             develop joint programmes with UNICEF participation. Two most
             notable cases were: joint programme between UNICEF and
             UNFPA to implement DevInfo (in 2006) and joint programme
             between UNICEF, UNDP, RC office and IOM - Alliance for Human
             Rights and Civil Society Empowerment (in 2007). However,
             although the joint programme documents were developed in both
             cases, funding and implementation modalities were not very clear
             and transaction costs were very high on the stage of negotiation -
             that is why none of them was realised.
Uruguay      Transaction costs have not been evaluated in Uruguay. Joint
             programmes help to improve collaboration between UN agencies
             and to avoid overlapping. They are an oportunity to commit other
             agencies on children agenda.
             The shift from a traditional project approach to a political
             upstreaming should be stressed and the next UNDAF is an
Uzbekistan   No new joint programme was initiated in 2009 primarily because
             of percieved lengthy process to develop joint action plans and
             manage joint budget, and the last year of the current country
             programme cycle. The RC Office is expected to take on renewed
             efforts for developing few joint programmes in 2010-11 within
             the framework of new UNDAF outcomes.

Venezuela    The JPs have strengthened Information Systems for monitoring of
             the MDGs (INEInfo) and the national system to register violence
             against women. They have contributed to the formation of public
             policies and the mobilisation of public resources, thus ensuring
             sustainability. For instance, the INEInfo JP will be fully assumed
             by the government starting in 2010. On an inter-agency level
             UNICEF has encouraged cohesion within UNCT, in terms of
             adolescent development and particularly in the prevention of
Vietnam      gender violence.
             No systematic assessment or exercise has been done to
             determine whether transaction costs have increased or decreased
             from the three JPs. On the Gender JP, transaction costs for the
             UNCT have increased in terms of the number of meetings held -
             there is coordination at the JP level, but also at the level of each
             of the NIPs (there are three NIPs). The recent National Steering
             Committee of the Gender JP showed that progress has been
             made, although it was a struggle to reach a 70% implementation
             rate this year (the first year of implementation). All ministries are
             more aware of GE issues, and there is clearly commitment by all
             parties to the JP.
West Bank & Gaza   There is no official joint programme yet in which UNICEF is
                   involved. However, in 2009 the UNCT has planned a joint
                   programme on Youth which UNICEF and UNFPA among others
                   were involved. But inspite of many hours invested by UNICEF
                   staff no concensus was reached. The challenge will remain to
                   develop programmes respecting the mandate of each agency. We
                   are unfortunately still dealing with agencies for which taking the
                   lead is taking decision, having authority and taking recognition
                   and positioning their own agency only. In conclusion the
                   transaction cost has been very high for UNICEF without no
Yemen              None undertaken in Yemen
Zambia             Between the three agencies that are part of the joint programme
                   the cohesion is stronger. It is still too early to say if there are any
                   lower transaction costs for the government. The setting up of the
                   joint programme, MoU, funding etc has been very work intensive
                   and at that stage there were certainly increased transaction costs
                   for all participating agencies.
Zimbabwe           Joint Programmes when they have been developed (but due to
                   the situation in the past years, there have been very few joint
                   programmes) have demonstrated their effects on stronger
                   coordination and government leadership and ownership of
                   development processes for greater impact. Reporting
                   requirements by government to the UNCT, and by the UNCT to
                   donors have been minimised and the number of meetings have
                   been reduced .
Joint Programmes more effective than Agency-specific
Agency specific programming can be quicker under certain
circumstances as there is less reliance on other agencies,
however no assessment/evaluation has been done in order to
measure or compare effectiveness.

Joint action always is likely to be more effective (for instance
joint advocacy events reach further and louder than single-
agency events). The issue is whether "joint programming" needs
to involve the signing of complex Joint Programme Documents,
and subsequent cumbersome formal monitoring and reporting
procedures. For instance, UNICEF and WHO jointly support H1N1
preparedness, financially and technically, without having a
formalized joint programme. It works perfectly. So, the question
is not: individual agency programmes or Joint Programmes. The
complete question or alternatives should read: (1) Uncoordinated
agency programmes, (2) joint programming with possibly a joint
workplan but without a joint programme document, (3) a joint
programme with all the paraphernalia created by the UNDG.
Current practice has it that a joint programme is only recognized
if there is a joint programme document (not only a joint
workplan). Joint programming (having a joint workplan without
the rest of the joint programme documents and agreements) can
be as effective, and possibly more efficient, than having a full
not yet applicable in the case of Algeria
The programme is still in early stages of implementation and it is
difficult to assess concrete results in terms of effectiveness
compared to agencies‘ regular programmes. The complexity of
coordinating a programme at various levels (national, provincial
and municipal) with various UN agencies, donors and NGO
partners poses some serious challenges for all stakeholders in
terms of improving implementation and effectiveness. The MDG-F
for children and food security and nutrition has just been
approved by the MDG-F Secretariat and will start from January
2010. The process through which the UNCT went to elaborate the
proposal, with clear UNICEF leadership, helped to strengthen
collaboration and cohesion within the UN Agencies and also with
Government Institutions. Collaboration with the World Bank
During 2009, UNICEF WASH staff collaborated with the World
Bank (WB) regional office of Nairobi and the local WB Luanda
office in the first stage of the preparation of the Country Status
Overview (CSO) for the WASH sector, as per the mandate of
AMCOW (African Minister Council for Water). The WASH team
Although it is still early to assess results in terms of impact, there
are some benefits in some areas which suggest that for specific
situations improved effectiveness and efficiency may be the
consequence of combining efforts and resources in a common
work plan and budget. The benefits include:
a) The collective UN voice, in the case of the Joint Programme
'Environmental Contamination on Children‘s' helped build
consensus on the nature of the problem.
b) Agreements reached by UN agencies with state ministries are
more clear and constitute a solid basis of information concerning
situations addressed and capacities in need of being
strengthened. c) Projects tend to me more comprehensive.
Joint Programmes have greatly contributed to the impact of the
work both in terms of bringing resources together for greater
results, as well as greater visibility.
Although it took relatively longer preparatory tme than an agency-
specific programming would, the joint programme ensured
bringing together both technical expertise and financial means of
different agencies. Having multiple agencies work towards the
same objectives, certainly increased the effectiveness of the
project. In the case of NGO reporting, for example, interventions
of different actos would have been ad-hoc and scope is not as
broad as it is now. No single agency would have been able to
cover the total cost of the project in both cases. Moreover,
advocacy leverage would have been minimal.
Under the leadership of the RR/RC, an assessment of UN Joint
Programmes in Bangladesh was conducted by an independent
consultant in 2009. Overall, the findings showed that the
development of UN Joint Programmes is very labour intensive
and does not generate more resources for the UNCT. UNFPA,
UNICEF, FAO, WFP are partnering in several joint programmes
totalling to date about USD46 million, UNDP is less enthusiastic
about this modus operandi as it has been able to raise twice this
amount by acting in isolation while encroaching into other
agencies‘ mandates. Notwithstanding, the UN Joint Programme
on Maternal and Newborn Morbidity and Mortality Reduction
(UNICEF, UNFPA, WHO) made considerable progress in achieving
results in 2009 and was highly rated by external assessors from
DFID and EU.
Unless good administrative and financial systems are put in place
and all UN agencies comply and show commitment to the UN
Coherence, joint programming will continue to be weak in the
Eastern Caribbean sub-region and achieve limited joint results.
The work on justice system reform and on the juvenile justice in
particular within the joint programming gives more power to
influence on the officials opinion, provides with opportunities to
ensure high representation of the national government and key
stakeholders at the project events having the juvenile justice
issues on their agenda. The consolidated efforts of UN agencies
make clear the international point of view for the national
government to undertake necessary actions in the realization of
its international obligations. Results in the juvenile justice area
are expected to be more sustainable if achieved within the
broader results framework (improvements in the system of
administration of justice in general).
Joint programmes present challenges but has seen the UN
moving forward towards a joint national capacity development
project which will be undertaken in Q1 of 2010.
- With the CID, more visitors are registered than when each
Agency had its own information and documentation service.
- The Three-year on-the-job Teacher Training Program mentioned
above is underway because several financial and technical
partners, including UNICEF and UNESCO, have agreed on the
same priority, have decided to put together their technical and
financial resources, and provide sound advices to the
Government for continuously improving the quality of the
education system, elaborate the teacher training modules,
identify the practical modalities of organizing these training
events for more than 10,000 teachers, and how to manage the
resources allocated to the Programme.

Apart from increasing efficiency in terms of better coordination
and reduced transaction cost to the government, it is quite early
to assess the effectiveness of joint programmes in achieving
results. But there are anecdotal evidences wherein through the
joint prgramme and therby involvement of other UN agencies and
implementing partners the results relevant to wider stakeholders
are achieved. This particiulary is the case for Food and Nutrition
Security Plan of Action which expanded the issue of rational
nutrition beyond the border of MoH.
Not necessarily. Our experience has been that joint programmes
neither supplant agency specific programmes nor are more
effective. Rather, they are important complementary mechanisms
that facilitate agency contributions to a given common goal, and
simultaneously strengthen agency mandates.

Initial implementation of the "Culture and Development" joint
programme already shows benefits in terms of advocacy,
visibility, complementary activities etc
While it is too early to assess overall results of the three
programmes, we expect that they will generate important
synergies and be more effective in achieving results.

The expectation is that in 2010 there will be programmatic and
operational synergies because of the joint programmes. For
children we anticipate that the work in support of the
implementation of high impact child survival interventions,
juvenile justice, poverty reduction for the most vulnerable
especially orphans will be enhanced by closer collaboration with
UNFPA, WHO and UNDP. The potential is there as well to jointly
build the capacity of civil society in Botswana to provide services
as well as hold government accountable for results.
The joint Human Security Programme in Sao Paolo, has
demonstrated that the inter sectoral approach to the design, and
implementation of training and capacity development initiatives
at the local government level has greatly enhanced results and
has also ensured wider visibility for the UN system as a whole. It
is too early to access the other joint programmes. However we
are confident that these will also be an effective way of ensuring
high level results and enhance UN coherence. The major difficult
faced is that the UNICEF engagement at scale to influence Public
Polices is not yet the business model of the other agencies. The
other difficulty faced is the global concept of joint programmes
which is based on a joint ―project‖ approach - this needs to
transform into a vision for joint policy level work.
Recent experience on the implementation of joint programmes
has demonstrated that agency-specific programming is usually
more effective in achieving results than joint programming,
mainly because of continued parallel funding and lack of common
programming, implementation, monitoring and evaluation
Where strong Sector wide approaches (e.g Health or Education in
Burkina Faso), challenge is more and more joint programming
with all partners (common planning, common funding , joint
supervision and monitoring/evaluation) than joint programming
with sisters UN agencies. THis is even more true with new
initiatives such as HHA/IHP+ in Health and moving to Compact.

I view that all the Joint Programmes are focusing in the same
geographic areas we should expect to see some impact.

The UN have jointly produced a youth situation analysis, with
UNICEF acting as lead agency, with a view to jointly promoting a
youth policy. The UNCT has discussed this as a priority area for
future joint programming.

As mentioned above it is highly probably that the effort of
creating Joint Programmes where they do not exist may not be
balanced by the associated benefits which they are supposed to
bring about. CAR is a very difficult working environment where
work processes are already extremely heavy. It would make
more sense to work on Joint Programming in already established
inter-agency working groups such as the JUNTA which might then
organically lead UN agencies towards Joint Programmes per se.
The structure and institutionalization of the joint programming
framework (UNDAF, ISF etc) is poorly evolving and will need a
increasing focus top management and follow-up action. The joint
programming framework document such as, UNDAF requires
increased ownership and involvement of key stakeholders to
become the over arching guiding document for UN programming
in the country. The alignment of UNDAF and PRSP in terms of
having the same programme cycle should be of help in improved
cohesion and coordinated action for results. In addition, since
Chad still has the presence of UN mission, it is one of the
countries expected to develop integrated Strategy Framework
(ISF) to ensure better coordination among the mission and UN
agencies. However, the ISF process is yet to be fully understood,
accepted and discussed and need more focus and dedicated
Still too early to assess. See above for anticipated effectiveness.

Cognizant that the challenges and complexities of the
humanitarian situation in Colombia require greater cohesion
amongst members of the international humanitarian community,
IASC Colombia has played a pivotal role to ensure the credibility
and effectiveness of the overall response. The apparent
difficulties of UN agencies in the past to develop a common vision
on humanitarian, human rights and development issues are being
addressed in order to strengthen UN is collective capacity to
make assessments and respond effectively. Although IASC is not
officially recognized as functioning in Colombia by the
Government of Colombia, which instead relates to the Roundtable
for Humanitarian Reform led by the Government, the IASC
humanitarian coordination mechanism is de facto functioning.
IASC Colombia includes the participation of 9 UN agencies, 45
humanitarian INGOs (approx. 80% of INGOs in Colombia) as well
as ECHO, ICRC and the IFRC as observers. Members meet on
regular basis and are organized into 3 operational working
groups. (Protection Thematic Group, Early Recovery Thematic
Joint programmes have proved more efficient in strengthening
advocacy and ensuring more adequate financing, technical
support and appropriation by the Government. They are also a
practical demonstration to the partners of the UN as a family
acting as One, which they strongly support for simplifying
procedures and enhancing the impact of interventions.
Although the UNDAF process was conducted properly as per
UNDG guidelines, most of joint programmes developed so far
appear actually to be a compilation of activities drawn from
individual CPAPs, so that the structure of planned activities does
not reflect the results chain leading to common results enough.
Therefore, and even it is too early to assess their effectiveness,
joint programmes are likely to contribute more on specific agency
programme outcomes.

The UNICEF promoted violence prevention model has been
adopted by the joint programme, thus increasing the impact at
the local level, as well as the that of the advocacy efforts at
national and political contexts.
The programmes have also allowed to complement and broaden
the coverage of the agencies' activities and brought about
increased opportunities for youth participation in priority
communities. l

For UNICEF effectiveness is the same as in agency specific

An important result achieved so far has been the joint work
carried out by the participating agencies on the design and
elaboration of the programme. The coordination bonds between
the agencies and the UN System with the Government have been
For example, the joint project on HR provide many progresses in
the ratifications of important convention (on People with
Disabilities), reporting to CEDAW committee or training, that are
not financially or even technically supported by UNICEF, but that
could benefit for the work of UNICEF. The MICS data will benefit
for all UN agencies, even if they will not support much of the
budget thethe survey???? joint programme is to create sinergy
One of of benefit of the
and complement each other in supporting/promoting an
intervention/initiative. Some UN Agencies still have a "project
approach" and/or are operating through Governemental funded
programmes that is leading to some confusion in particular when
we are working with same governemental counterpart. The
challenge will remain to develop joint programmes respecting the
protagonism of each agency. We are unfortunately still dealing
with Agencies for which taking the lead is taking decision, having
authority and taking recognition of effort and good work for their
own agency only.
Too early to assess.
In general we experienced a better collaboration at the field level
between the different agencies involved. Still more needs to be
done on the coordination level, but impression is that agencies
intervention areas are more tuned in than they were before.
Implementation modalities between agencies are still far from
harmonized, which process for preparing the
Despite the tedious complicate effectiveness. joint programmes,
the interaction and planning together with other agencies proved
effective in the areas of coordination, communication and
information sharing.
It is too eraly to asses joint programming. To date the UN
Organizations are implementing several joint programmes,
financed by the MDGs-Funds of the Spanish Government. UNICEF
coordinates one related to migration, youth and employment.
The leading role, sometimes becomes difficult.

Joint surveys/research with other UN agencies, such as youth
survey and human trafficking, have enabled UNICEF to better
focus its support to national partners and expand our depth of
analysis for our work - this mean a more comprehensive
understanding of these development issues and more strategic
involvement. The FGM/C joint programmes have contributed to
more policy dialogue and upstream work and more government
ownership of service delivery and direct involvement wih NGOs..
A reduction in female genital cutting has resulted from this
It is too early to assess since the joint projects are in its initial
stage. However, the experience has shown so far some positive
and negative effects. The Spanish Government‘s MDG Fund has
opened an opportunity for the agencies to concretely develop
joint projects, but limitations and challenges have been
experienced in relation to: different administrative mechanisms
of agencies, inflexible administrative requirements of the donors,
project coordination and management, reporting, fund
disbursements and financial management, and the specificity of
the planning required by the donors. A significant amount of staff
time is dedicated to draw-up the projects, planning, and agreeing
and fulfilling with administrative and operational requirements. It
has been particularly difficult to keep up a homogeneous and
efficient implementation flow, as well as an articulated and
integral vision and programmatic approach, aspects that would
be an added value of a joint project. The government of El
Salvador favors a coordinated approach of the UN System,
however, the governmental institutions involved in the joint
1.Joint Programme on HIV/AIDS: the UNDAF MTR noted the
significant progress made with respect to: mainstreaming;
support to communities and vulnerable populations to mobilize
and plan; effective prevention and protection; and provision of
treatment, care and support services. Technical expertise
provided by UN agencies through research, data generation, and
coordination, contributions to policy and strategy development
and active follow-up of government-led activities have been an
added value. The MTR noted the improved capacity of Federal
HIV/AIDS Prevention and Control Office (HAPCO) but also the
weak capacities of regional HAPCOs which is adversely affecting
the ability to effectively use the funding available. 2.UNFPA and
UNICEF Joint programme on adolescent sexual and reproductive
health and development: No noticeable difference in results have
arisen from the joint programme as there was already a good
coordination with UNFPA in this area. 3.UNFPA/UNICEF Joint
Programming Abandonment of FGM/C towards Social Convention
Change: The July update on this joint programme reported that
The Joint Programmes in the north Pacific are anticipated to
improve the effectiveness of the UN's engagement with the North
Pacific. It remains tobe seen whether these will be effective
vehicles for resource mobilisation and increased engagement in
key issues for children. The Adolescent Health and Development
Programme continues to priove to be a challenging forum for
programming for young people. It is taking considerable time to
and effort to move the programme towards scaling up successful
initiatives and focusing more on EVAs MARYPs The Joint
Programme on HIV and AIDS has secured funding from the
Regional Coordinationed funding mechanism for HIV and AIDS.

In the case of RACOM, UNICEF and UNESCO have put together
theirs funds, channeled through UNESCO. But to date it's too
early to assess the efficiency of this joint program.
No, the joint programmes are not more effective in achieving
results. However, they promote the theme of "One UN Voice" and
strengthen our efforts towards "Delivering as One". As the joint
programme with UNFPA started in August, it is too early to tell
how effective it is in achieving results. But when it is fully
functional it has the potential to give greater weight to the
advocacy voice of the UN system, and harmonize UN Systems
approach and position on this very sensitive subject. It also has
the potential to facilitate dialogue among the different operators
in the field, resolve and prevent misunderstandings between
some of them, and ensure that all the operators have the same
information and are heading in the same direction.

Too early to assess yet . However the joint programme in Abkazia
would enable systematic programming in the social sector and
enable isolated outposts of UN agencies to function as a mutually
reinforcing team. It is also essential to function with one voice in
this politically charged and complex environment.

This is difficult to assess as there is little basis for comparison.
This subject is being taken up in the evaluation of the joint
UNICEF/UNFPA project on HIV/prevention planned for 2010.

It is recognized the important level of funding coming out of
these Joint Programmes that are initiating and therefore is too
early to assess them.
Implementation of Joint Programmes will require time and
additional efforts to become a more effective and efficient way of
working. The different areas and priorities worked by
participating UN agencies in any Joint Programme envisage a
multisectoral and integral approach to the deal with country's
problems in close cooperation with the National Planning Body -
L'instauration d'une synergie d'actions crée un environnement de
confiance qui facilite l'atteinte des résultats.
Inter agency work producing concrete results: immunisation
campaigns and cholera work with WHO; work on FGC/M with
For the Guyana CO, this is not applicable.
For the Suriname CO the Mid Term Review of the UNDAF and C
CPAP, which is scheduled for early 2010 will hopefully shed more
light on that.
For the Trinidad & Tobago CO, while it is too early to assess the
effectiveness in achieving the results, joint programming and
projects provide excellent opportunities for UNCT in Trinidad and
Tobago, where financial and human resources of UN agencies are
limited, to improve coordinated advocacy and programming
efforts to promoting the human right and development agenda.

UNCT started the planning process early this year to ensure the
effective coordination of the Joint Programmes in Honduras,
however the Political Crisis has interrupted its planned progress
and achievement. The Joint Programme would be more effective
if the followings can be ensured: 1) Ensure that each agency
contributes with its specialised areas (for example, in one of the
Joint Programmes, a non resident UN agency specialised in
Education is engaging in construction work), 2) more efficiency in
fund transfer, 3) funding allocation to be made to the
programmes based on the need in the country, not just to
"balance" the funding allocations between countries.

HIV JP claims greater synergy among the agencies and better
distribution of roles as per their comparative advantage, avoiding
duplication, speaking with one voice, etc. Planning is not truly
joint, but rather a cut and paste of various agencies‘ plans.
Besides, UNAIDS takes 1% as Administrative Agent and UNICEF
7% on top.

It is too early to assess.


NO. The UNDAF review showed that progress on UNDAF
outcomes were achieved as result of agency-specific

The joint programmes have the potential to increase
effectiveness provided smooth collaboration between agencies
and necessary experience gained.

Depends if partnering UN agencies are working towards the same

The Joint Programme has paved the way for enhanced
articulation of the UN Development Assistance Framework
(UNDAF) as the platform for UN ―Delivering as One‖. Within the
first work plan, a common fund consisting of the first allocation of
USD 1.4 million from the 20 million grant from DfiD allowed joint
and flexible prioritization for funding of strategic and emerging
areas. It has helped the UN system to move from planning based
on immediately available financial resources to designing and
prioritizing interventions based on strategic considerations and
new evidence.

The joint programme on Child and Maternal Health health has
certainly increased the leverage ability of the three participating
UN agencies. The decision on whether to engage in a joint
programme versus agency specific programmes will have to be
taken on a case by case basis. It has to be based on
pogrammatic (results and cost effectiveness) considerations.
The support for the RC Coordination Specialist has enhanced the
UN coordinated work in all area of coordinated work including
emergency preparedness, dealing with all aspects of the Flash
Appeal coordination. The UNCT is hopeful that significant funds
will be received from the Expanded Delivering as One Funding
Window as well as from the EC called ‗Voice and Accountability‘ –
both a result of joint programming. When all the UN Agencies
combine their efforts in HIV/AIDS, the UN is one of the largest
donors for HIV/AIDS in the country with a combined budget of
over $1 million. By speaking with one voice, the UN‘s advocate
efforts are much more effective.
The implementation of various UN Joint Programmes is still at its
early stages and it is therefore difficult to evaluate their overall
effectiveness. An assessment of the effectiveness of the UN Joint
Programme in support to the Lao PDR National Assembly will take
place in 2010 and will help inform the subsequent management
of similar future initiatives. As noted above, the joint UNICEF and
WFP programme has resulted in increased enrolment and
reduced drop-out rates in the 465 primary schools which are
jointly supported. Expansion of the joint programme is under
review for 2010, in order to reach more schools and school-aged
children. UNICEF and WFP have also collaborated in the
implementation of the external evaluation of the Schools of
Quality approach.
2009 also saw significant increase in collaboration at the project
level including on H1N1 prevention and response and Avian
Influenza (with WHO, FAO and UN RC Office), MNCH core
package (with WHO and UNFPA), on nutrition (with REACH
framework, FAO/WFP/WHO/UNICEF), as well as on social
There are indeed factors that in principle should prove more
efective in reaching results than agency specific interventions.
Thesefactors are: 1) Consolidated M&E capacity, access to larger
volumes of data at the planning stage, more a
New Messageccurate result measurement; 2) Stronger advocacy
and negotiation position vis-a-vis national counterparts; clearer
messaging;3) Larger fundraising options open to joint project
proposals; EU funding channels successfully explored; 4) Unified
and clear UNDG guidelines on project document formats;
implementation of HACT lessening the burden of financial
transactions. In conclusion and for the moment, evidence of
greater efficiency is not yet available; it seems that coherence,
convergence and effective coordination might not require joint
programme to yield all the benefits described above as in the
case of programming for Palestinian children and women where
coordination wth UNRWA is being substabtally strengthened,
where planning and implementation are being done jointly
without the need for a joint programe.
The actual joint programming with a common annual work plan
following the standard UNDG guidelines has not yet commenced
in Lesotho. Currently, the UN agencies have been collaborating
based on a collaborative capacity building rather than Joint
Programming per se which requires having a joint annnual work
Plan. This collaborative effort is based on common arrangements
and agreements of UN agencies to work around common
objectives and sharing planning documents without having a joint
annual work plan. It is, expected that these collaborative capacity
building efforts will maximize results through complementarities
of efforts and synergies of interventions with each organization
while each agency maintaing its own business processes and

The programmes have not yet proven more effective in achieving
results. This is largely due to programme design and
management arrangements instituted.

To early to assess. However, it has improved the image of the UN
as a whole in the eyes of the local Dutch embassy (key UN donor
in the past) which had voiced private concerns about lack of
coordination between key UN agencies on the ground

The HIV/AIDS joint programme launched in 2005 has led to
better division of labour and better monitoring and evaluation,
thereby increasing benefits for mothers and children. The benefits
stem from the joint reviews and common M&E plan, which allow
enhanced coordination and common agreed adjustments in
programming, as well as preventing duplication of efforts. The
HIV/AIDS joint programme is the only programme that has the
specific common M&E plan in UNDAF. Joint and coordinated
assistance to the decentralization process in HIV/AIDS was
initiated in 2008. However, its operationalization was stopped in
July 2009 due to the political crisis. So far, regional task forces
on HIV/AIDS have been created in the 22 regions and 22
HIV/AIDS regional integrated plans were developed thanks to the
joint, coordinated assistance. It is expected that the
decentralization process will resume once the World Bank funds,
frozen because of the crisis, can be released. In general, the
principal benefit of the joint programme so far has been
harmonization with partners involved in decentralized support.
Yes, Alignment to the government strategy in five clustrs has
identified leadership and the lead agency communicates to
goernment instead of 5 - 7 UN agenices separately. There is
more effective work according to one plan.
- The preparation of the Framework has proved useful in
enhancing coordination amongst TG members. Duplication has
been avoided, while clearer division of labor established. - It is
premature to assess the effectiveness of the joint efforts, but
there are clear indications that the UN as a Team is being more
coherent in addressing the challenge of attaining the MDG 6 (the
only one not so far achieved by Malaysia). The UNTG was
effective in organising a first-ever dialogue between the Civil
Society, and the Government - discussions focused on the
difficulties faced by the Civil Society to support the MARPs; it
included financial constraints. - The UNTG through its Chair
(UNICEF), also active member of the CCM, advocated strongly for
the stting up of a Task Force on Feminization of HIV/AIDS.
Joint programmes and joint projects/activities have always
yielded positive results, in terms of providing opportunity to pool
limited resources and bringing in expertise from the UN‘s global

The joint HIV/Aids programme enabled greater coverage results,
especially with regards to PMTCT and the protection of vulnerable
youth and adolescents than would have otherwise been possible
through agency-specific programming. The gender and human
rights programme supported the development of a national
gender policy and national action plan. The last joint nutrion
programme was only launched in Nov 2009, so it is anticipated
that more children and families will be reached and will benefit
from both food and nutrition security in 2010.
It is still early to report on joint programmes effectiveness but
these are large scale interventions and it seems that coordinating
these programme activities remains somewhat difficult to
evaluate actual results. It can be noted that UNICEF has received
enormous praise for the way it is handling/ leading the food
security & nutrition window. Overall though, agency programmes
seems to be more manageable at this stage.

In the case of Mexico, the UN Joint Programme ―Construye T‖ has
reached in less than a year a nation-wide coverage mostly due to
its innovative institutional design based on a strong partnership
between the Ministry of Education, three UN Agencies and a
network of civil society organizations. Under such an operating
modality, the programme is becoming a model for policy making
in the area of adolescent development and participation.
However, there are also other cases where agency-specific
programming has been more effective in achieving results. In
sum, the effectiveness of a particular programming design will
depend on various factors, including the nature of the results
Joint programmes are often more effective as they are supported
by the specific expertise and credibility of each UN agencies. In
addition, coordination prevents overlapping or gaps.
However, there were two joint projects in 2009 where this added
value is questionable for several reasons. In the context of the
economic crisis, UNICEF joint efforts with several UN agencies to
develop an assessment of the impact of the crisis on vulnerable
populations and a monitoring mechanism at the local level. These
joints projects were delayed by extensive consultations and slow
processes, resulting in data being available too late. The
preliminary conclusion is that, when a result needs to be
achieved fast (in a develoment context), it might be more
efficient and effective for UNICEF to work on its own - while
continuing consultations with UN agencies and other donors.
Too early to comment. Joint needs assessment, clarification of
the agency roles as per their normative and operational mandate
to identify objectives and results have contributed in providing
more clarity in terms of agency role and avoiding duplication of


UNICEF would not be able to conduct the different activities
required for the improvement of the capacity of partners to
effectively implement the new components being supported by
joint programmes (Human development evaluation, family court
for more gender equity in family justice affairs and gender
equality/violence against women, maternal mortality reduction
etc) incorporated within the framework of the joint UN
programme. however, Unicef has contributed its unique and rich
experience, and knowledge particularly in term of child right
programming to enhance the implementation process with a
special focus on the best interest of the children, but also staff
time for reviewing project documents, agreements and others. It
has also enabled the involved UN agencies to use their
comparative competencies effectively, create linkages between
interventions by the agencies and reduce duplication of efforts
and share knowledge and experience.
While there is only limited evidence to date relating to the
effectiveness of joint programmes in achieving results, initial
findings point to the fact that when joint programmes have clear,
specific results based on an analysis of the situation and the
comparative advantage of the UN, then there is the potential of
effectively realising synergies between agencies and the
enhancement in results. The extent to which the joint
programmes are promoting more effective interventions varies
among the eight joint programmes that UNICEF participates in.
In some cases, the joint programmes were able to generate
programmatic and operational synergies and collaborations that
ultimately improved the UN interventions. For example, within
the Joint Programme on Social Protection, the ILO provided
technical support to the Ministry of Women and Social Action for
development of the overall Basic Social Protection Strategy;
UNICEF contributed to the policy dialogue resulting in the
targeting of vulnerable children as a specific beneficiary group
within the strategy and WFP advocated to ensure incorporation of
Not applicable

Too early to assess, but the initial diagnosis is that perhaps 50%
of the joint programme will prove more effective than agency-
specific programming, but the rest is, in fact, agency-specific
programming which has been crafted to fit into the joint
programme in order to obtain resources. From discussion with a
few other offices - and the electronic feedback at the meeting in
Labouisse Hall following global reps meeting - an overarching
problem with the Spanish MDG-F joint programmes has been a
'grab for money' first by agencies and then seeing how this can
be massaged into a joint programme
With regard to the Local Governance and Community
Development Joint Programme, enhanced effectiveness in
achieving common results is expected in terms of district based
joint Annual Work Plan which use the Joint Programme
frameworks to support local governance. Once a common AWP is
developed with the district authority, it will facilitate enhanced
joint monitoring and review; and eventually joint evaluation.
Yes, although it is still a learning process. Several agencies allow
a greater comprehensive approach to one same issue. The nature
of each agency allows to create sinergies and maximize results
that one sole agencie could not achieve.

A systematic assesment of efficiency and effectiveness of the
"gender" joint programme wasn't conducted so far. The country
experience in implementing joint programmes is quite limited. A
new large inter sectoral joint programme started in 2009 but so
far it is implemented as a simple parallel contribution of the
different agencies, without increased coherence.

Too early to assess. Also, implementation in 2009 was low, partly
due to leadership change in the National AIDS Control Agency.
However, a united voice in providing advice on the development
of the National Strategic Framework II, has been and continues
to be important. Clarity on agency leadership on a given results
area (such as UNICEF with PMTCT) is also important, as is the
capacity of the agency then to provide leadership in a
participatory manner. This is probably one of the key factors in
being effective.



Too early to assess. Limited effectiveness expected, unless
government counterparts demand/encourage it.
Still, none of the above mentioned new processes have replaced
existing UNICEF processes to the extent that there has been an
overall reduction in workload or in transaction costs. UN in PNG is
already following the UNSG guidelines on Programme
Performance Assessment in reporting the achievements. As
endorsed by the UNCT, progress towards achieving results is
monitored by assessing three basic parameters: (a) resources (b)
indicators and (c) annual deliverables. A ―comprehensive
measure‖ is developed on the basis of these three parameters
and the implementing partner together with the UN task teams
indicates whether a result is ―completed‖, ―on track‖ or ―requires
attention‖. This is not a subjective assessment, but one that has
to be substantiated by evidence derived from looking at the
resources (e.g. percentage expenditure), indicators (quantifiable
targets) and annual deliverables. As this assessment will be one
of the changes that UNICEF is planning to be adopted 2010
onward, it is expected to reduce the workload of UNICEF staff and
in transaction costs in the near future.
The Investing in People joint project brought about that three
agencies involved have a single voice and therfore a stronger
hold on espected results tha would have been the case if each
agency would have worked by itself. The most important results
achieved during 2009 by the work of UNICEF and its partners
relate to: increasing and improving the quality of public social
investment; expanding the reach of the anti-poverty conditional
cash transfer programme ´Tekopora´; promoting and protecting
the rights of indigenous children; developing a comprehensive
information system (SIGPA) to better formulate and monitor
public policies During 2009, UNICEF furthered its collaborative
work with other UN agencies. Two joint programmes were
initiated, with funding from the Spanish MDG-Fund: ―Youth,
Employment and Migration‖ (with ILO, UNDP, UNFPA and
UNIFEM) and ―Strengthening the Ability to Define and Apply
Water and Sanitation Policies‖ (with PAHO/WHO, UNDP and
UNFPA). It is too early to say if these joint programmes are more
effective. So far effective articulation remains fragile, as does
Given the complexity of the issues being addressed by the joint
programmes in Peru - Chronic Malnutrition - joint programmes
could prove more effective when agencies allocate sufficient nad
adequate financial and techncial resources. The joint programme
on support to the CRECER startegy on chronic malnutrition
promises to be effective given the decision to employ a fulltime
coordinator, high level particpation in meetings by UN and
government and the technical and territorial divion of labour
strategy employed.
In the case of the maternal and neo-natal programme, whilst
there have been difficulties in the start-up, there is added
benefits for the key agencies in working together to address very
high unplanned births and high maternal mortality rates. Now, we
are approaching WB, ADB and the EU to join this effort.

See B1 above
- Improved coordination both within UN and with donors; e.g.
donors participate in UN Theme Group meetings (Education);
- UN speeaks clearly with one voice;
- One UN fund go mustly to joint programme, addressing
financial gaps which have been preventing some technical
agencies such as WHO, FAO to play their role in joint efforts;
- Government and donors perceive the comparative advantages
of UN when working in joint programming mode: normative and
It is in some ways a little premature to dote the levels of
comparative effectiveness. However, the advantages for small
UNCT Teams like that in the country are clear. Namely: - There
has been a deliberate and conscious level of inter and intra
agency discussions and dialogue which is rarely the case when
agencies are effecting their work individually;
- The UNCT has been able to identify key and competent staff in
other agencies and use them in both collective and individual

Yet, but it is too early to assess.

In Senegal there is huge expectation from national counterparts
to see more coordinated approaches and more joint programmes.
However the UN lack to meet this expecation for 2 reasons which
are : lack of technical coordination and donor driven
The implementation of the first joint programme funded by the
MDG Fund only started in the second half of 2009 and it is too
early to have results of any use for analysis. However, when
compared to the initial development of the proposals for first
joint projects 2 years ago, the UN agencies have improved their
ways of working together. The quality of coordination depends to
a large degree on the lead agency and its ability to reconcile the
interests of the various participants in the project.
The process of project preparation and implementation which is
bringing together a number of UN agencies in a joint initiative
has at the same time brought together a number of ministries
and other government bodies. Although coordination is a
demanding task, these projects may potentially provide for initial
steps towards future successful inter-sectoral cooperation that is
at the moment lacking within Serbia‘s government structures.
It is too early to assess this. Plan to have the first evaluation of
the process by end of 2010 However collaboration with other
agencies to address the issue of MCH is proving to be a better
strategy than agency specific prgramming to achieve results for
children and women
As noted above the CHDs have proven more effective through
joint work – WHO covering the training and providing the
manpower inside Somalia to deliver the campaigns, and UNICEF
covering the C4D and supply management. Under the auspices of
the UN Joint Programme on Local Governance and Decentralized
Service Delivery (JPLG), UNICEF and partners embarked this year
on a process of harmonization of approaches for implementation
of community and district driven recovery and development
processes which culminated into the endorsement of one
common participatory planning and budgeting approach at the
district level. This harmonization process, which also involves
CDRD partners, is critical to improve service delivery at
community and district level and maximize access to funding. The
programme is benefiting from the comparative advantage of each
agency, with UNICEF and CDRD partners focusing on community
mobilization and other JPLG partners focusing on strengthening
the institutional capacities of district councils. The JPLG is still
very heavy on processes and the different modalities for
N/A (no joint project/programme). However, joint programming
is more effective than agency-specific programming as it
harnesses the expertise and resources of the participating
agencies. We find joint programming more flexible and therefore
less time consuming than the (often donor-driven) traditional
joint programmes/projects.

Although the focus throughout 2009 remained mainly on the
humanitarian crisis, the UNCT started looking at a join approach
to early recovery and document to this effect is being finalized. In
addition UN agencies contributed to the elaboration of a national
framework for DDR of LTTE former combatants. UNDP and
UNICEF submitted a US$3 million joint proposal to the Peace
Building Funds for demining, mine risk education and
rehabilitation of victims which was approved.
For UNICEF the joint programme with UNFPA has been effective
in initiating a process for scaling up implementation at the
community level, but within the frame of expanding donor
support using the framework of the joint programme. The results
have been clear in terms of reaching out to 224 communities
compared to 39 in 2008. In addition, the monitoring and
reporting tools of the joint programme have been very effective
in creating coherent and uniform process for implementation and
reporting by counterparts. For the MDG-F programme, it may be
too early to assess as the programme is still at initial stage. It
would be more effective if a few agencies (smaller number of UN
agencies) make well-coordinated and prepared joint programme
for certain focused results in clearly defined geographical areas.
Sudan has not fully integrated joint programming. Programmes
mentioned above are parts of the AWPs activities of the
respective agencies which have been collected together for a
common result. Since monitoring and evaluation depends on
each agency, it may be difficult to assess the effectiveness.

UNICEF has started a joint programme with ILO on assessment of
child labor in Syria. The collaboration between UNICEF and ILO
has been crucial in getting the approval and involvement of the
Ministry of Social Affairs and Labor.
The set of Joint Programmes within the framework of Delivering
as One were developed after the current UNDAF was signed.
Eleven Joint Programmes were established as part of DaO and
these often covered common areas of intervention or
geographical focus. This enabled greater coordination of
collective efforts among agencies within a Joint Programme. For
some agencies the Delivering as One Fund window has provided
increased opportunity for fund raising through the joint
programmes. There is also a strong perception that the intensive
joint planning and reporting processes have increased coherence
and coordination of interventions, and contributed to a better
understanding of the comparative advantage and mandate of
each agency. This has led to better complimentarily in individual
agency action and thus better coordinated UN programming. At
the same time, with only two years of implementation, it may be
too early to evaluate the effectiveness of Joint Programmes. The
performance varies from one programme to another and the
historical engagement of UN agencies in the particular area of
Not really, but I think the real question is not whether joint
programmes are generally more effective than agency-specific
programming. As there are "bad" joint actions, there are also
"bad" agency-specific actions, so there is nothing sacrosanct for
both. They are both only means and are for different purposes
and situations. For instance, on an issue like impact of very rapid
demographic and social changes which have so many and inter-
connected facets, we cannot provide effective support without
coordination as quite a few agencies have been involved in it
based on their mandates and specialities, eg. ILO on overall
social protection floor issues, UNFPA on aging and pension, WHO
on health insurance scheme, World Bank on selective social
protection measures and fiscal issues, and UNICEF on support for
vulnerable children and child benefits. As fiscal space of the
government is limited at least in a short-term (though one of our
roles is to advocate to expand it with more equitable tax system),
it is not helpful at all if different organizations approach their
government partners in uncoordinated manner. There is a zero-
As above.

It is too early to assess the effectiveness in achieving results.
Where the design of a given joint programme takes into
consideration the added value of each agency and the
complementarity of interventions, with clear responsibilities and
respect of agencies' mandate, it is more likely to be effective
than agency specific programming.
The current joint programs provide little evidence for or against
enhanced effectiveness towards achieving results, as agencies
continue with planning and implementing their own projects often
outside the joint programme. the joint programme funded by
Spanish MDG fund are generally coordinated better than the ones
funded by agencies.

While the programmatic scope and financial flows are too small to
warrant a commment, it is noteworthy that the most joint
initiative is the HIV/AIDS project supported by

One joint programme that may have increased effectiveness of
delivery is the Joint UN Team and programme on HIV and AIDS.
Abiding by a clear division of labour in a budgeted work plan has
avoided costly competition and duplication of effort. It has
allowed Agencies to concentrate their resources on agreed
outcomes, thus reducing fragmentation and increasing impact.
On the other hand, where an Agency or Agencies failed to deliver
in an assigned area, the whole UN failed to make a difference,
such as in adolescent and adult prevention.
It is difficult to anticipate potential effectiveness of the joint
programming given experience described above. However, there
is some evidence that suggests that having Joint Programme
document and common budget increases transaction costs both
on negotiation and especially, implementation stages. It seems
that optimal cooperation modality would be working towards the
same goal, but having clear division of labour and separate
mutually complementing workplans and budgets.

A national evaluation is undergoing on this subject. a point that
deserves to be analyzed is the sustenability of the UN support in
the framework of DaO. At the moment ther has been an over-
enphasis on financial movilisation/ execution and insufficient
attention to modalities of cooperation and results.Particularly in a
MIC as Uruguay the added value of UN should be placed on policy
upstreaming, HHRR promotion, monitoring of Government
programmes. has been no joint programmes, there were couple
Though there
of joint initiatives such as introduction of DevInfo (UzbaInfo), and
capacity gap assessment of local governments in delivering basic
services (between UNICEF and UNDP). UNICEF, UNESCO, and
UNDP also worked on the development of conceptual framework
for inclusive education. Joints efforts bewteen UNICEF and UNDP
have resulted in the development of regional strategies and
action plans for child well-being.
The JPs encourage coherence and synergy in alliances with
counterparts and donors. This is a suitable mechanism for
achieving results related to UNDAF purposes. The mobilisation of
resources emerges as good practice in cases like that of the
gender violence JP. Previous inter-agency work (Campaña Cuenta
Tres, 2007) has been highly relevant to the government and
various sectors of society. This led to the current donation of USD
500,000 from a new donor (the Government of Spain).
In the case of gender JP, it is too early to assess this. However,
we are seeing evidence of more inter-UN coordination and
coherence, for example, on data related to children and women.
In the case of the Kon Tum JP, the 3 agencies (UNDP UNFPA and
UNICEF) were able to strengthen the inter-agency collaboration
by undertaking a number of joint assurance activties such as the
Joint Audit and Financial Spot-Checks. This JP is coordinated
under the Programme Coordination Group on Governance and as
a part of joint action by the PCG, a field visist to the project was
carried out jointly by the Deputy Representatives of the 3
agencies. The project is currently doing an exteral assessment as
part of the mid term review of the project which is expected to be
finalized by end of January 2010. In the case of the AI JP, there is
a clear and functioning division of labour between the
participating agencies, which promotes efficiency and
effectiveness by all those involved.
Not able to asses at this stage.

It is too early to assess this, see previous response.

Yes, improved coordination, reduced duplication of efforts,
increased transparency and accountability among the UNCT,
however there is room to assess more as more joint programmes
are expected in the short to medium term.
Country       Comprehensive Country   If yes is it a formal PRSP?
              PRSP?                   Yes/No
Afghanistan   Yes                     Yes

Albania       Yes                     No

Algeria       Yes                     No

Angola        No                      N/A

Argentina     No                      No
Armenia      Yes   Yes

Azerbaijan   Yes   No

Bangladesh   Yes   Yes

Barbados     Yes   Yes

Belarus      Yes   No
Belize    Yes   Yes

Benin     Yes   Yes

Bhutan    Yes   No

Bolivia   Yes   Yes

Bosnia    No    N/A
Botswana       Yes   No

Brazil         No    N/A
Bulgaria       Yes   No

Burkina Faso   Yes   Yes

Burundi        Yes   Yes
Cambodia                         Yes   No

Cameroon                         Yes   Yes

Cape Verde                       Yes   Yes

Central African Republic (CAR)   Yes   Yes

Chad                             Yes   Yes

Chile                            Yes   No
China           Yes   N/A

Columbia        Yes   No

Comoros         Yes   Yes

Congo           Yes   Yes

Costa Rica      Yes   No

Cote D'ivoire   Yes   Yes

Croatia         Yes   No
Cuba                 No    N/A

Djibouti             Yes   No

Dominican Republic   Yes   No

DR. Congo            Yes   Yes

East Timor           No    No
Ecuador             Yes   No

Egypt               No    N/A

El Salvador         No    No

Equatorial Guinea   Yes   No

Ethiopia            Yes   Yes

Fiji                Yes   No
Gabon           Yes   Yes

Gambia          Yes   Yes

Georgia         No    No
Ghana           Yes   No

Guatemala       No    N/A

Guinea          Yes   Yes

Guinea Bissau   Yes   Yes
Guyana      Yes   Yes

Honduras    Yes   Yes

India       Yes   No

Indonesia   No    N/A

Iran        Yes   No
Iraq         Yes   Yes

Jamaica      No    N/A

Jordan CO    Yes   No

Kazakstan    Yes   N/A

Kenya CO     Yes   Yes

Kosovo       No    N/A

Kyrgyzstan   Yes   No
Laos        Yes   Yes

Lebanon     No    N/A

Lesotho     Yes   N/A

Liberia     Yes   Yes

Macedonia   Yes   No
Madagascar   Yes   N/A

Malawi       Yes   Yes

Malaysia     Yes   No

Maldives     Yes   Yes

Mali         Yes   Yes

Mauritania   Yes   Yes

Mexico       Yes   No
Moldova      Yes   No

Mongolia     No    N/A

Montenegro   Yes   Yes

Morocco      Yes   No
Mozambique   Yes   Yes

Myanmar      No    N/A

Namibia      Yes   No

Nepal CO     Yes   No
Nicaragua          Yes   No

Niger              Yes   Yes

Nigeria            Yes   No

North Korea, DPR   No    N/A

Oman               No    N/A

Panama CO          No    N/A
Papua New Guinea     Yes   Yes

Paraguay             Yes   No

Peru                 Yes   No

Philippines          Yes   No

Romania              Yes   No

Russian Federation   No    No
Rwanda                  Yes   Yes

Sao Tome and Principe   Yes   Yes

Saudi Arabia            No    N/A
Senegal CO              Yes   Yes

Serbia                  Yes   Yes

Sierra Leone            Yes   Yes

Somalia                 Yes   No
South Africa   Yes   No

Sri Lanka      Yes   No

Sudan          Yes   Yes

Swaziland      Yes   No

Syria          Yes   No
Tajikistan    Yes   Yes

Tanzania      Yes   Yes

Thailand CO   No    No

Togo          Yes   Yes

Tunisia       Yes   No

Turkey        Yes   No
Turkmenistan       No    No

Uganda             Yes   No

Ukraine            Yes   No

Uruguay            Yes   No

Uzbekistan         Yes   Yes

Venezuela          Yes   No

Vietnam            Yes   N/A

West Bank & Gaza   No    N/A

Yemen              Yes   Yes

Zambia             Yes   No
Zimbabwe   Yes   No
IF YES, is it other PRSP?   Comments/Add'l Info on PRSP?
No                          n/a

Yes                         National Strategy for Development and Integration. It is a
                            national strategic plan meant to prepare Albania for accession
                            into the EU.

Yes                         Le Gouvernement a mis en place depuis 2001, deux programmes
                            destinés au soutien de la croissance économique et la réduction
                            de la pauvreté. Le premier intitulé Programme de Soutien à
                            Relance Economique a couvert la période 2001-2004. Le second,
                            intitulé Programme Complémentaire de soutien à la Croissance
                            (PCSC) couvre la période allant de 2005 à 2009. L‘enveloppe qui
                            lui a été alloué a été début 2005 estimée à 55 milliards de
                            dollars. Une enveloppe additionnelle a été allouée en 2006 pour
                            atteindre un budget global de 144 milliards de dollars, si on
                            considère le montant consacré au programme spécifique destiné
                            à la région des hauts plateaux (44 milliards de dollars). Le
                            Programme Complémentaire de Soutien à la Croissance 2005-
                            2009, accorde une priorité aux secteurs productifs créateurs
                            d‘emplois, à l‘infrastructure de base, aux grands travaux, à
                            l‘agriculture ainsi qu‘aux secteurs de la santé, de l‘éducation et
                            de la protection sociale. La réalisation de cet objectif permettrait
                            de ramener le taux de chômage à hauteur de 10% soit le niveau
                            du début des années 80 avant le choc pétrolier de 1986. Le
                            Programme de Soutien à Relance Economique (PSRE) a permis
Yes                         The 11 Commitments for Children: In June 2007 at the Angola
                            Third Child Forum in Luanda, with the theme of ―Children,
                            Absolute Priority‖, the GoA adopted the 11 Commitments to
                            Children to address the major challenges confronting Angolan
                            children today.

No                          The federal nature of the state does not facilitate a national
                            planning tool.
Yes   The document has now replaced the PRSP and is called the
      Sustainable Development Plan (SDP), however is prepared in
      joint collaboration with the WB and IMF.

Yes   Yes, the name is ‗State Programme on Poverty Reduction and
      Sustainable Development in the Republic of Azerbaijan in 2008-
      2015‘ (SPPRSD).

N/A   While continuing the PRSP, government has decided to switch
      over to five year development plans from 2010 for the period
      (July 2010 - June 2015). The Medium Term Budget Framework
      (MTBF) will also be developed for five years. A long-term
      perspective plan (2010 -2021) will also be developed.

Yes   We are working with 10 small islands development states and as
      such they all have different poverty strategies and papers...some
      national and some supported/linked to the World Bank, the EU,
      UNDP, DFID or recently (due to the economic crisis) to the IMF.
      Monserrat, St. Lucia, Antigua and Barbuda and St. Vincent and
      the Grenadines have created social policy frameworks using the
      OECS Social Development Policy Framework. Dominica, Grenada,
      St. Lucia, and St. Vincent and the Grenadines have prepared
      PRSP and/or IPRSP. Some countriesahve also developed medium
      Term Macro-Economic Policy Strategies.
Yes   The major national development plan titled ―Main Directions of
      Social and Economic Development of the Republic of Belarus for
      2006-2010‖ was approved by the President of the Republic of
      Belarus in 2006. Within the framework of this plan the
      Government determines for each sequent year the specific
      targets as regards economic growth and poverty reduction which
      are approved by the President.

Yes   The National Long Term Perspective Studies (NLTPS Bénin Alafia
      2025) constitute the first reference document for Development
      planning. The Strategic Orientations for Development (OSD)
      2006-2011 are notably based on the NLTPS Bénin Alafia 2025.
      The Document for Growth and Poverty Reduction (DSCRP) 2007-
      2009 is based on the OSD. All these documents were elaborated
      by the Government with the involvement and support of the
      World Bank, IMF, UN Agencies and other technical and financial
      partners of Benin.

Yes   The current 10th Five-Year Plan (2008-2012) is the government
      overall masterplan and Poverty Reduction is its overriding
      objective. All development assistance, whether multilateral or
      bilateral contribute to the plan and are as such incorporated in
      the plan. The formulation of the national plan is based on the
      macro-economic framework and involved wider consultative
      processes. The UNDAF planning exercise in 2007 fed significantly
      into the national prepareation process for the current 10th Five-
      Year Plan (FYP).

Yes   The government has recently finalized the National Extreme
      Poverty Eradication Programme, also known as Plan Vida. This
      plan aims to reduce the prevalence of extreme poverty in the
      country, currently estimated at 38%, through a series of
      geographically localized interventions aiming at economically
      empowering poor families complemented with an increase in
      access to basic social services. The Programme complements the
      National Development Plan. In addition, the government has
      finalized the Interim Strategy Note (April 2009) with the World
Yes   The country has been developing a Social Inclusion Strategy
      (SIS) and a Country Development Strategy (CDS) which include
      strategies on economic growth and poverty reduction.
Yes   National Development Plan (NDP). Preparation for NDP 10 started
      in July 2007 and the process was overseen by a Reference Group
      comprising representation that included Government, private
      sector, NGOs, academia and labour unions. Thematic Working
      Groups were formed from a cluster of Ministries. Consultations
      through a National Stakeholders Conference were concluded in
      October 2008. Following the Cabinet discussion in June 2009 the
      Draft NDP 10 was presented to Parliament on 6th July 2009. The
      Plan contains 2 Volumes; Vol. 1 includes Strategies and is divided
      into 7 Sections; Section I -Introduction, II – Macro Chapters, III
      – Educated & Informed Nation, IV – Prosperous, Productive &
      Innovative Nation, V – Environment, Compassionate, Just &
      Caring Nation, VI – Governance and Security, VII – Monitoring
      and Evaluation. Vol. 2 contains development projects. The overall
      Theme is ―Accelerating the Achievement of Vision 2016 Through
N/A   NDP10‖.
Yes   Bulgaria is a member of the EU and poverty Reduction strategies
      are part of the Social Inclusion Agenda

N/A   N/A, it is a PRSP
Yes   The National Strategic Development Plan (NSDP) resulted from
      the merger of the former Socio-Economic Development Plan and
      National Poverty Reduction Strategy, and is guided by the
      principles of the Royal Government of Cambodia (RGC)
      Rectangular Strategy for Growth, Employment, Equity and

Yes   Growth and Employment strategic Paper



No    N/A

Yes   The ―Chile Solidario/Programa Puente‖, which is targeting approx.
      354,000 families living in extreme poverty.
Yes   The main instrument for national long-term development
      planning, including poverty reduction, is the ―Five-Year Economic
      and Social Development Plan.‖ There are also more specific
      sectoral five-year plans such as Health Development Plan and
      Education Five-Year Development Plan, Five-Year Plan for People
      with Disability, etc. which all have poverty population group as
      priorities. Targeting poverty alleviation, the China Rural Poverty
      Reduction and Development Programme for 2001–2010 is
      managed by the State Council Leading Group Office on Poverty
      Alleviation and Development (LGOP).

Yes   National Development Plan

N/A   Strategie de Croissance et de Reduction de la Pauvrete (SCRP)


Yes   National Development Plan (Plan Nacional de Desarrollo, PND)


Yes   The National Development Strategy and the Joint Memorandum
      on Social Inclusion between the Government of Croatia and the
      European Commission.
Yes   There is a comprehensive national plan for economic
      development: Plan de la Economía Nacional

Yes   It is a second generation PRS, adapted into a national planning
      tool and named National Initiative for Social Development
      (INDS). Some The IMF has agreed a Growth and Poverty
      Reduction Facility (GPRF) to support implementation of INDS
      (US$ 20 mllion), pedning a number of reforms in the areas of
      dmocracy and governance.

Yes   Significant milestone of 2009 is the formulation of the National
      Development Strategy 2010-2030 (Estrategia Nacional de
      Desarrollo), which allows for mid term and long term planning
      and the definition of a common development agenda.

Yes   Common Assistance Framework (CAF): planning document
      between government donors, IFI's and UN.
      Plan d'Actions Prioritaires (PAP): Government's planning
      document focussing on priority areas
      Contrat de Gouvernance (CDG): Governments Governance action

Yes   The government is drafting a national strategic plan for 2011 to
      2015 and the yearly National Development Priorities.
Yes   The Country has a National Development Plan, which was just
      updated to respond to the new Constitutional Framework. The
      Plan was technically coordinated by the Ministry of Planning.
      Planning units from all Ministries participated, as well as local
      governments (municipalities and Provincial Governments). The
      planning process was mainly based on the logical framework, it
      also include strategic planning. There was a consultation process
      by region, the people participated through representatives if each

Yes   The Government does not have an overarching poverty reduction
      framework; however, a recent initiative to reduce the poverty in
      the poorest 1,000 villages of Upper Egypt is receiving high level
      political and policy priority and can be considered as Egypt's de
      facto poverty reduction programme. In addition, to the general
      economic reforms that are continueing.
No    However, this year UNDP in coordination with other UNFPA have
      drafted a national scheme to combat urban poverty, which is not
      fully developed yet.

No    "Plan Economico y Social al Horizonte 2020" based on the MDGs
      where poverty reduction is the main objective


Yes     In
      •	 the form of National Development Plans or Strategies: Kiribati
      has ‗National Development Strategy 2004-2007‘ and is currently
      finalizing the new national Sustainable Development Plan 2008-
      2011; Solomon Islands has a ‗Medium Term Development
      Strategy‘ 2008-2010); and Vanuatu has a ‗Priorities and Action
      Agenda 2006-2015‘. Other Pacific Island Countries have similar
      national development plans and strategies (e.g. the Republic of
      Marshall Islands has ‗Vision 2018‘; Federated States of Micronesia
      has a National Strategic Development Plan‘; Palau has ‗Palau
      2020‘ and a ‗Medium Term Development Strategy‘; and Tuvalu
      has the National Development Policy (2006-2015) known as ‗Te
      Kakeega I‘).


No    NA
Yes   Ghana has been through two cycles of "poverty reduction
      strategy" documents, the last being for the period 2006-2009.
      The Government embarked on the development of a
      medium/long term national development strategy in 2008 which
      has not yet been completed as processes changed following
      election ofthe new Government in Jan 2009.

Yes   The Government Programme provides the framework and
      Government priorities to reduce poverty


No    Guyana has a PRSP linked to the National Development Strategy.
      During 2009 the Government of Guyana has developed a Low
      Carbon Development Strategy based upon the adaptation &
      mitigation to Climate Change of the PRSP. In 2009, Guyana
      embarked upon developing the National Low Carbon
      Development Strategy which is which is supposed to be a
      government blue print outline the national commitment to
      mitigate and adapt to climate change based on Reducing
      Emissions from Deforestation and Forest Degradation - REDD.
      Given Guyana‘s abundant forests, there are considerable fiscal
      benefits accruing from the carbon trading transfers of which
      Guyana standards to benefit enormously. (250already pledged
      from Norway). It is not known yet to which extent the LCDS will
      be incorporated into the PRSP. For the Suriname CO, there is a
      Multi-Annual Development plan from 2006-2011.
      For the Trinidad & Tobago CO, the country has a national
      strategic plan, Vision 2020 (2005) which contain 5 development
      priorities which are aligned with the MDGs. Trinidad and Tobago‘s
No    n/a

Yes   11th Five Year Plan is prepared by the Planning Commission, a
      think tank under the chairmanship of the Prime Minister.

Yes   The Government has a long term development plan against which
      Mid-Term Development Plans are formulated. The MDTP 2005 -
      2009 is ending and will be superceeded by the one for the period
      2010 - 2014. The MDTP highlights the key government priorities
      and it is usually a good and comprehensive document reflecting
      committment to i.e. reduce poverty and pro-poor growth. It is
      formulated against human rights principles and reflect the
      government's coomitment to the human rights in general. On the
      other side, the formulation of the plan is not usually very
Yes   In the guidance (broad overview) of the 5th National
      Development Plan (details of which are under development),
      poverty and disparity reduction strategies have been identiified
      as one of the key priorities for the next 5 years. The draft plan
      has not yet been shared externally hence its details are presently
      unknown. Also the so called "economic transformation plan" of
      the 10th Government that envisages to substitute universal
      subsidies with targetted subsidies has been framed as a poverty
      reduction plan in addition to it being a strategy to improve fiscal
Yes   The PRS was developed as part of the 2010-2014 Iraq National
      Development Plan

Yes   Medium Term Socio-Economic Policy Framework (2009-2012)
      Vision 2030 (The National Development Plan)

Yes   The National Executive Programme (NEP) is a three year
      programme covering the period 2009 to 2011. It represents the
      GoJ socio-economic plan for the period. It also serves as a
      guideline to dierect foregin aid to proveid funidng to priority
      projects, while taking into account the MDG. The plan envisions
      to create a sustainable development that will lead to better
      livelihood for all Jordanians. The plan has seven pillars has one
      called Social Welfare that aims to broaden the base of social
      welfare and focus on poverty alleviation.

Yes   Kazakhstan has a development strategy till 2030 which sets out
      broad results in all sectors. In addition, the country is now
      working on a mid-term inter-sectoral development strategy 2010
      and 5-year action plans.
Yes   Kenya Vision 2030. The overall objective of Vision 2030 is to:
      ―Achieve a competitive and prosperous nation with a high quality
      of life for Kenyans‖
      The Vision has three key pillars: Economic, Social and Political.


Yes   it is called Country Development Strategy 2009-2011. The
      preparation process was very participatory and included all
      stakeholders. Before final approval by the President and
      Parliament, the draft was shared with Donors Community that
      provided inputs and comments that were included in the final
Yes   The National Growth and Poverty Eradication Strategy (NGPES) is
      a formal PRS based on a number of Government documents
      including the Interim PRSP and the National Poverty Eradication
      Programme. It was approved by the National Assembly in
      February 2004 and transmitted to the World Bank and IMF in
      September 2004. The strategy was updated with the 6th National
      Socio-Economic Development Plan (NSEDP 2006-2010) with the
      approval of the National Assembly in June 2006 and transmitted
      to the World Bank and IMF in October 2006. Drafts had been
      shared with the partners in development and discussed at the
      Annual Round Table Process Information Meeting in January
      2006. The 6th NSEDP is now formally perceived as the second
      generation PRS of the country by the IFIs.


Yes   Lesotho completed the design of the first full-fledged PRSP
      2004/05-2006/07. The implementation of this very
      comprehensive Poverty Strategy was troubled with several
      difficulties, among them the poor coordination of the rather
      insufficient and unpredictable donor resource support for the
      Strategy. An Annual Progress Review (APR) in August/September
      2007 documented some of the achievements of the PRS 2004/05-
      2006/07, but also noted several of the challenges that
      constrained implementation performance, particularly the lack of
      direct link between the output-based PRS goals and the national
      annual budgetary provisions. Currently, a successor medium-
      term planning framework is being designed, which the Lesotho
      Government hopes will avoid some of the shortcomings of the
      PRS. The latter would be based on adapting and implementing
      provisions of the Paris Declaration and the Accra Agenda for


Yes   It is a national programming document developed with the
      strategic objective of providing an overall framework for
      investments to be (co)financed from domestic and foreign
      sources that will be consistent with the overall development
      objectives of the Government for the five-year period 2008 –
      2013 with the EU multi-annual programming practice.
Yes   The Madagascar Action Plan (MAP) was developed with all
      technical and financial partners but does not necessarily have
      poverty reduction as its main focus. The MAP outlines the priority
      development goals and strategies for the years 2007-2012.

Yes   Malawi Growth and Development Strategy 2006-2011

Yes   The Government of Malaysia prepares 5-year plans to support its
      economic and social development. 2010 is the final year of the
      "9th Malaysia Plan" and it is currently in the process of drafting
      the "10th Malaysia Plan" for 2011-15.

Yes   With the new government in place in November 2008, 7th
      National Development Plan 2006-2010 was replaced by the
      current government manifesto, however manifesto not being a
      operational plan document a seperate exercise was carried to
      develop country's National Strategic Action Plan 2009 - 2013. The
      action plan was published in 13 November 2009. This action plan
N/A   is also seen as the PRS.

No    N/A

Yes   The National Development Plan (2007 – 2012) and the Social
      Development Programme. Both have a clear focus on specific
      strategies for poverty reduction. In addition, a national
      comprehensive strategy on social development aimed at
      coordinating various social programs was launched by the
      Government in April 2008. To the present, Oportunidades, the
      flagship cash transfer program, remains the main policy tool for
      poverty reduction in Mexico. The program currently benefits 5
      million poor families and is expected to expand its coverage up to
Yes   The country has a National Development Strategy, produced in
      2007, covering the period 2008-2011. In the last quarter of
      2009, an additional tool was developed: the Economic
      Stabilisation and Recovery Plan

Yes   In January 2008, the Parliament approved the MDG-based
      National Development Strategy (NDS) 2007-2021. The
      Government has an activity plan to support the implementation
      of the NDS. A renewed attemp by UNCT in underway to conduct
      needs assessment for the MDGs which will be based on
      prioritization of activities, strategies to achieve a MDG consistent
      budget for 2009 and beyond. The main challenge will be to
      ensure that the MDG based costing is than apportioned by
      ministry portfolios.

N/A   The PRSP was prepared in collaboration with the WB and IMF in
      2003. However, no budget was allocated for its implementation.
      The World Bank has provided technical assistance to MONSTAT
      for monitoring the PRSP. The World Bank produced revised
      poverty figures in 2008. Since IMF advice on PRSP
      implementation was not accepted, the IMF has not been involved
      in the PRSP implementation. The Government adopted an
      innovative PRSP strategy in April 2007 without any consultation
      or involvement of international organizations.
Yes   National Human Development Initiative launched by King
      Mohamed VI in 2005 with a budget of $10 M for five years. the
      initiative was designed to tackle poverty in both urban and rural
      areas through local development projects providing optimal
      conditions for social services to adress social exclusion (in urban
      areas) and extreme poverty in rural areas. the NHDI was
      evaluated by the human develeopment observatory in 2009 and
      recomandations are being adressed for the 2nd phase.
Yes   In May 2006, the Council of Ministers approved the country‘s
      second poverty reduction strategy (PRS), the Plano de Acção para
      a Redução da Pobreza Absoluta (Action Plan for the Reduction of
      Absolute Poverty), or PARPA II, to cover the four-year period
      from 2006-2009. The PARPA II is a formal PRS and was prepared
      in collaboration with the World Bank and the IMF, and a range of
      bilateral and multilateral development partners including the UN
      Country Team. There are two medium-term planning documents
      in Mozambique: the PARPA and the Government Five Year Plan.
      The PARPA II is intended to operationalise the Government Five
      Year Plan, which was approved by the Parliament in 2005 for the
      period 2005 to 2009. The Government Five Year Plan is produced
      by each new Government upon entering office and establishes
      the Government‘s priorities and operational agenda until the next
      General Election. The Five Year Plan forms the centrepiece of the
      medium-term planning structure and, unlike the PARPA, is
      approved by the Parliament. On an annual basis, the Five Year
      Plan and the PARPA are operationalised by the Economic and
      Social Plan (PES), which is presented, together with the State
      Budget, for discussion and approval by the Parliament. In
      practice, the existence of two medium-terms plans has created a
      fragmentation between the planning instruments submitted to
      the Parliament and those that comprise the ‗contract‘ between
      Government and donors. There is therefore a bifurcation of
Yes   The Government has 30Five Year Plan being accountable year
      accountability, with the year Education Master Plan Ten to the
      National Health Plan A five year child health startegy
      A ten year water master plan

Yes   National Development Plan 3

Yes   A Three Year Interim Plan (TYIP) was developed for 2007/8 –
Yes   Human Development National Plan, launched in 2008, has just
      been revised with the IMF Greater precision on the outcomes has
      been established, alhtough implementing mechanisms are still
      under construction. Restructuring of the national cabinet of
      ministries and sectoral working gropus are still being designed to
      start the new harmonization and alignment process in 2010.


Yes   Vision 20-2020. This is the Economic Transformation Blueprint for
      Nigeria. The objective of this 10-year plan is to stimulate
      Nigeria's economic growth and launch the country onto a path of
      sustained and rapic socio-economic development. It contains
      plans for soical dimension, where health and education issues
      feature prominently. This plan was launched in November 2009.
      To operationalse the Vision 20-2020, teh government has started
      developing a National Development Plan. This has sectoral
      components. For example, that National Health Stategic
      Development Plan is the health sector plan of the overall National
      Development Plan. The process of developing the Vision 20-2020
      was very much a national process. We offered support and were
      able to provide it by providing technical advise to chairs of
      national technical working groups that were working on parts of
      the Vision 20-2020. We also offered comments via UNDP. UNDP
      was on the steering group, but this group was also not involved
      in the actual drafting process. Our financial support was ear
N/A   marked for consultations with children and young people, which

N/A   N/A. The economic growth strategy is geared at promoting
      economic diversification, and promotion of the SME sector as the
      driver of sustainable growth in Oman. Furthermore, the GoO is in
      process of preparing an integrated social policy. Neither of the
      two strategies mentioned address issues of inequities or
      vulnerabilities in a systematic manner.
Yes   Process: Two national development strategies (1) National
      Strategic Plan (2010-2050) (2) Long term development strategy
      (2010 - 2030) including the aspects of poverty reduction strategy
      were being drafted. The two long term development strategy
      documents have been developed independent of each other led
      by two senior political officials. The document addresses three
      goals: economic independence; economic growth rate of 10 per
      cent; and high level of quality education. The LTDS will be further
      operationalized by Medium Term Development Plans. A
      presentation was made on the draft to the Development Partners
      on 25th Sept 2009 including UN. The next draft to be shared by
      early 2010. formal consultation has been held on the content of
      the LTDS, although several UN initiatives have supported its
      development, e.g. UN supported consultation workshops - on the
      concept of social protection; environmental section; and the
      preparations for the upcoming MDG report 2009 inform
Yes   proceedings.
      There are two major documents: The National Economic and
      Social Strategic Plan, 2008-2013

Yes   Country Partnership Strategy - A medium term economic growth
      strategy aimed at modernization of the state and reducing the
      bottlenecks to private sector and foreign direct investment.

Yes   There is a national anti-poverty commission (NAPC) created in
      1997. Poverty and social impact analysis is being used by the
      World Bank to assess the distributional impacts of crises and
      public policies on welfare, or well-being, including both its income
      and non-income dimensions. Non-income dimensions of welfare
      and poverty—such as human development and social
      development indicators addressing risk, vulnerability, and social
      capital—are given closer consideration. The PSIA looks at
      changes in household and personal expenditures which are at-
      risk in times of income-reducing crises. The UNDP-supported
      study is expected to apply a PSIA-type quantitative methodology
      using consolidated data derived from the latest household
      surveys on income, expenditures, employment, health, nutrition,
      demography and literacy.

Yes   National Development Plan 2007-2013. ( This is a standard EU
      planning instrument). Romania has been an EU member since
Yes   Vision 2020 and mid-term 3 year development plans and 15
      federal programmes (infrastruture, children of Russia and others)
No    N/A

No    N. A.

Yes   Strategie de Croissance Accélére (Accelerated Growth Strategy)
      which is considered as a complement of the PRSP


Yes   The Agenda for Change (PRSP II)

Yes   The plan in place in Somalia is the Reconstruction and
      Development Programme (RDP). The United Nations
      Development Groups (UNDG) and the World Bank co-led with
      Somali partners the 2005 Somali post conflict needs assessment,
      named the Somali Joint Needs Assessment (JNA). The main
      objective of the JNA process has been to assess needs and
      develop a prioritized set of reconstruction and development
      initiatives to support Somali-led efforts to deepen peace and
      reduce poverty. The Reconstruction and Development
      Programme (RDP) is the resultant document coming out of the
      JNA process and has been active since 2006. The RDP is being
Yes   There is no stand-alone PRSP. Poverty eradication is one of the
      five key priorities of the Government and is central to the
      national development plan, along with Education and Health:
      Vision 2014 and Medium Term Strategic Framework (MTSF) 2009-
      2014. As such, the Government allocates substantial portion of
      the national budget to the social sector, in particular, health,
      education and social protection (nine million children receive child
      support grant as part of a comprehensive social protection
Yes   programme).the tool is ―A Ten Year Horizon Development
      The name of
      Framework 2006-2012: Mahinda Chinthanaya‖. The annual plans
      and expenditure by sectoral Ministries is designed to contribute
      to these goals set in the Ten year development plan. The
      consolidated work and expenditure plans of the sectoral Ministries
      are then translated as the Annual Government activities and
      Budget. In the Ten Year Development Framework of the
      Government of Sri Lanka comprehensively addresses the issues
      related to children, especially in the sectors of Education, Health,
      Water and Sanitation, and Social Protection. The Development
      Framework emphasizes on disparity reduction, in geographic
      locations, in terms of improving access and quality of services to
      vulnerable population. The plan gives emphasis on improving
      both access and quality to services of those living in the post
      conflict affected North and Eastern districts. In addition to that
      noted in the Ten Year Development plan, two additional plans
      were prepared for the east and north to accelerate service
Yes   Yes. The to the post of National Unity (GoNU) worked directly
      provision Governmentconflict affected areas of the country. The
      with the SPLM as part of the Joint Assessment Mission (JAM) and
      created a Poverty Eradication Strategy Concept Note, which
      outlined how a full PRS could be possible for the whole of Sudan.
      The preparation of the Joint Assessment Mission report was a UN-
      World Bank process, endorsed by the national authorities. The
      GoNU then created an Interim PRS in 2004 which was followed in
      2005 by the ‗Framework for Sustained Peace, Development and
      Poverty Eradication‘ (called ‗The Framework‘). The Framework
      works toward consolidation of peace as outlined in the
      Comprehensive Peace Agreement (CPA) and is broken down into
      two phases. The first phase is called ‗Consolidating the Peace‘
      and covers 2005-2007. The second phase is called ‗Accelerating
      Progress toward the MDGs‘ and carries through until 2011. The
      second phase should lead to a full Poverty Eradication Strategy,
      although this process is currently stalled. All of the above work
      will be assisted by the growing momentum toward government-
      led development initiatives.
Yes   Swaziland launched the Poverty Reduction Strategy and Action
      Plan (PRSAP) in 2008; the document was prepared in 2006. The
      PRSAP is a strategic planning document for the country‘s National
      Development Strategy: Vision 2022, adopted in 1999. The
      government is currently in the process of operationalizing and
      implementing the PRSAP. The process is in initial stages.
      Swaziland is launching the first SWAps as an operationalizing tool
      for the PRSAP (see item #2). The new UNDAF, which is currently
      being finalized is aligned with the PRSAP. The new CPD is the first
      CPD after the launch of the PRSAP.
Yes   National Development Plan which oulines country's national social
      and economic development
N/A   PRS is a medium term planning tool which is ancored on the
      National Development Strategy, 2007-2015

N/A   The current National Strategy for Growth and Reduction of
      Poverty (MKUKUTA for its Swahili acronym for Mainland, and
      MKUZA for Zanzibar) outlines the strategic framework for the
      country's development agenda and for development partners to
      align their support with national priorities, in accordance with the
      Paris Declaration and the JAST - Joint Assistance Strategy for

Yes   10th National Economic and Social Development Plan

No    N/A

Yes   The 11th National Development Plan

Yes   Together with documents related to EU accession, the National
      Development Plan for 2007-13 is the most important strategic
      document in Turkey. It aims at: increasing competitiveness;
      increasing employment; human development and the
      strengthening of social solidarity; regional development, and
      quality and effectiveness in public services. There is also a World
      Bank Country Partnership Strategy (CPS). A Joint Inclusion
      Memorandum (JIM) has been drafted as part of Turkey‘s EU
      accession process, but has not taken effect.
Yes   Its a broadly concieved set of statements of intent - titled the
      Socio-econmic development of rural areas 2020 as well there is
      another plan - Socio-Economic Devlopment Plan 2020. Neither of
      these conform to what international norms and standards. They
      outline ite broadest terms some vision statements and do not
      contain data nor budget envelopes.
Yes   National Vision 20 years
      National Development Plan 5 years
      Peace, Recovery and Development Plan 3 years

Yes   It is Government Poverty Reduction Strategy for the period 2001-
      2009. The Strategy did not become a workable policy instrument
      and an Integrated Programme to implement the Strategy was not
      financed. Significant reduction in poverty was a by-product of
      economic recovery, not the effect of the Programme. The
      Programme expired at the end of 2009. However, the process of
      development of a new Poverty Reduction Strategy/Programme
      has just started.
N/A   "Plan equidad" to reduce poverty by cash trasnfert to families

Yes   With support of the WB and UNDP, the government developed a
      Welfare Improvement Strategy-WIS (Naitonal Poverty Reduction
      Strategy) 2008 - 2010. This strategy analyses the overall macro
      economic and social situation and focuses on decentralisation of
      the social sector such as health and education. However, WIS has
      limited focus on starategy for addressing child issues. Discussons
      are underway to include child focused strategies in the next
      version of WIS.
Yes   The Simón Bolívar ―First Socialist 2007-2013 National
      Development Plan‖ resulted from the merger of the former Socio-
      Economic Development Plan and is guided by the principles of the
      Venezuelan Government within the framework of the ―21st
      Century Socialism‖ political and ideological plan of President
      Hugo Chávez.
Yes   It is the national Socio-Economic Development Plan 2006-2010.
      Viet Nam does not have a separate PRSP.

Yes   The Palestianina Response and Developement Plan (PRDP) 2008-
      2010. The Palestinian Authority (PA) is currently developing the
      new PRDP 2011-2013, and UNICEF programme of cooperation
      will be in line with this cycle.

Yes   National Five Year Economic Development Plan for Poverty

Yes   Presently Zambia has a the Fifth National Development Plan
      (FNDP). The process which took place in 2004-6 was participatory
      and similar to the formal PRS process. However it is not a WB
      and IMF "controlled" process or document.
Yes   Medium Term Plan (MTP) standing in as a six (6) national
      development planning framework in the absence of the WB and
      the IMF (due to arrears situation to the two institutions). Country
      also has a Macro-Economic Budget Framework (STERP II) a multi
      year budget funding framework.
Comments on timeframe & implementation stage of
existing planning tool?
The time frame is April 2008 to March 2013. The Afghanistan
National Development Strategy was launched this year and the
Government is strengthening mechanisms for its implementation;
the first annual report 2008-09 was published this year. The
Office is discussing with the Ministry of Economy the nature of
support the Unit needs in the Monitoring and Evaluation area.

The NSDI is for 2007-2013. A progress report was issued
December 2008, covering the period of 2006-2007 (yes, the
progress reports also covers the NSDI preparation in 2006)

L‘élimination de la pauvreté et l‘accès pour tous à des moyens
d‘existence décents est une priorité proclamée par le
Gouvernement. Depuis 2000, l‘affinement de la cartographie
nationale de la pauvreté permet de mieux appréhender le
phénomène tant au niveau spatial qu‘au niveau des éléments
constitutifs de la pauvreté humaine. Au delà des initiatives pour
mieux analyser le phénomène de la pauvreté dont la mise en
place de «l‘Observatoire national pour l‘Emploi et la lutte contre
la Pauvreté » comme mécanisme de suivi du Sommet
Extraordinaire de l‘Union Africaine sur l‘Emploi et la Réduction de
la Pauvreté en Afrique (Ouagadougou, septembre 2004), l‘Etat a
mis en place une série de dispositifs d'encouragement à
l‘insertion professionnelle et à la création d'emplois, notamment
des jeunes, pour mieux répondre aux besoins sociaux et limiter
l‘exclusion. Le Gouvernement reconnaît aussi la nécessité de
mieux encourager le développement des régions les plus pauvres
et les plus démunies afin de permettre à la population de trouver
sur place ses moyens d‘existence et de limiter le phénomène de
l‘exode rural vers les périphéries urbaines.
The first mandate of the National Council for Children (CNAC),
responsible for the implementation and monitoring of the 11
Commitments for Children, ended in June 2009 with the 4th Child
Forum that aimed to evaluate progress and identify bottlenecks
in relation to the implementation of the 11 Commitments. Based
on the outcome of the Forum a bi-annual plan of implementation
and budget was designed that will serve as a basis for planning
for priorities for 2010 and 2011. The Minister of MINARS has
been confirmed as Chair of CNAC for another two years. This bi-
annual plan serves as a framework for UNICEF‘s AWP.

Not applicable
The timeframe covers 2009- 2021, however due to the financial
crisis, it has temporarily been put on hold.

SPPRSD covers the period of 2008-2015, but the initial action
plan is for 2008-2010. There have not been so far any active
processes as was the case during the implementation of 2003-
2005 PRSP.

The first PRSP (2005 -2007) expired in 2008 with one year
extension. The second PRSP has been prepared for the period
2009 – 2011 and approved in October 2008 by the interim Care
Taker Government. However, the current elected government has
made few revisions to align with their electoral manifesto.

The plans and startegies are all at different stages of
implementation. Our 2010 Sitan will update the timeframes and
stages of implementation.

All mentioned Programmes are under implementation within the
corresponding timeframe.
2007-2011 and therfore in year three of implememntation but
preliminary results of Poverty study 2009 show an increase in
poverty rates.

The first DSRP covered the period 2003-2005. The second, which
in addition to poverty reduction highlights economic growth,
covers the period 2007-2009. This means that we are at the term
of the implementation of the second document. That
implementation has been evaluated in 2009. One of the major
recommendation of the evaluation was to adopt a five-year
duration for the future DSCRP.

The planning process of the current plan took a long time as it
was required to be endorsed and launched by the newly elected
parliament. Though the planning process started as early as 2007
in parallel to the UNDAF planning exercise, the new and the first
democratically elected government had the first parliament
session only in June 2008. The draft 10th FYP could be endorsed
by the parliament only in the winter session of 2008. The time
frame of the plan is for five year and will last till June 2013. 2009
is the second year of current plan period.

- Interim Strategy Note: 2009 through 2011. - National
Development Plan: 2006-2010
- National Extreme Poverty Eradication Programme: 2008 and
implemented in different phases through 2015.

While goals, priorities and measures of the SIS and CDS have
been approved by the Council of Ministers, the strategy
documents as a whole are still in a draft version and need final
approval. The timeframe for both strategies has been 2008 -
2013 but formal implementation is still pending final approval.
NDP 9 (1 April 2003 - 31st March 2009) was extended to March
2010 to allow more time to develop NDP10. The delay arose from
a) trying to restructure around the Botswana Vision 2016 (to
encourage more inter-sectoral work across ministries) and b) to
accomodate the implications of the financial downturn in 2009.

It is implemented in line with EU guidelines and as part of the
Social Inclusion Agenda
The current second generation of PRSP (the Strategic Framework
for Poverty Reduction, CSLP in French), put in place initially for
the period 2004 -2006 and then extended, is coming to its end in

The PRSP will end next year (2010) and it was developed during
the emergency/conflict period. The mid term review was in 2008
and adjustments were made to incuded HIV. The UN will be
supporting again the preparation of the next PRSP that will be
post conflict development process and after the elections of
The timeframe is 2006-2010, and the mid-term review was
completed in 2008. Based on those conclusions the NSDP was
updated in 2009 and will be extended to 2013, to align with the
mandate of the current government; this would coincide with the
UNDAF (and CP) mid-term review. The UNCT has agreed with the
RGC that the UNDAF cycle (and country programmes of UNDP,
UNFPA and UNICEF) would remain unchanged i.e. 2011-2015.

Growth and Employment Strategic Paper adopted in 2009 will
cover 2010 to 2020.

The current PRSP or rather GPRSP was prepared and approved by
the Government in 2008 and its duration is 2008-2011. GPRSP
implementation is under way. The Government of Cape Verde is
one of the frontrunners in terms of e-governance in Africa and
the GPRSP is managed and monitored online.

The current government PRSP came into effect in 2008. Its
timeframe is 2008-2010. 2009 is the second year of its
implementation. A mid-term review was carried in 2009 and
preparations are ongoing for the design of the second generation
of PRSP in 2010.


See above.
The 11th Five-Year Plan was adopted by the National People‘s
Congress in March 2006 and covers the period from 2006 to
2010. Most of the sectoral plans follow the same timeframe. The
current China Rural Poverty Reduction and Development
Programme covers a 10-year time span from 2001 to 2010, and
its midterm review took place in 2005, with progress and existing
challenges identified.


SCRP 2008-2012, review done 2009, implementation on target.

The PRSP has been approved on 2 October 2008 by the World
Bank, for the period 2008
2010. Actual implementation started in 2009, in conjunction with
progress made on the HIPC process.

The PND is valid for the duration of this administration, 2006-
2010. There is no formal evaluation of the results, but undoutedly
there are several goals that have not been reached (please see
the Country Situation Analysis), and these shortfalls have an
impact on the situation of children and adolescents.
PRSP approved for 2009-2013, but its genuine implementation
will start only in 2010. The preparation for PRSP was the
condition for approving Cot d'Ivoire for HIPIC process.

Weak implementation of both documents. There is no plan to
address new reality of economic crisis within these two
Every year, the Ministry of Economy and Planning elaborates the
Report of the State Budget implementation. At the Annual
Session of the National People‘s Power Assembly, which takes
place in December, the Economic Commission analyzes the
implementation of the State Budget as well as the Budget Law
Project for the following year. The Commission also reviews the
Guidelines of the National Economy Plan for the upcoming year,
and assesses the country situation, including opportunities for
development and risk analysis. The National People‘s Power
Assembly is in charge of:
-Discussing and approving the national plans for economic and
social development;
- Analyzing and approving the State Budget;
-Approving the principles of the national economy planning and
guiding system -Agreeing on the monetary and credit systems.
The National Economy Plan will be reviewed in December 2009,
as part of the Parliament's Annual Session Agenda.
The document is ready, but should be submitted to a Round
Table of donors since more than a year. The roun table has bee
re-scheduled for March 2010 in Dubai and a review of the INDS
has been re-lauched. However, some sectors (Health and
Education), arealready implementing their respective plans as
part o their sectoral plans.

The NDS has been shared with the political establishment, civil
society and private sector.

Implementation has been very slow due to lack of commitment of
government to implement sectoral reviews and HIPC process that
was blocked by not finding a compromise on the 'chinese
contracts' Agreement was only reached in December, following
the renegotiation of the bilateral agreement with China on mining
and infrastructure investments. It is hoped that this will
accelerate the implementation of essential reforms and the
development of the PRSPII.
National Development Priorities, identified and implemented by
government and partners, annually.
The National Development Plan is for a 5 year period (2009-
2014). It is important to note, that a National Development Plan
was formulated in 2006 when President Correa entered office.
The Country went into a Constitutional process in 2007-2008 and
in a new Constitution was approved; this led to elections in 2009
for a 4 year period and an actualization con the National
Development Plan in accordance to the Constitution. However,
both plans have structural similarities, which respond to the
political ideology of the Government. The Planning Ministry is
working on a longer term strategy on the basis that structural
changes go beyond a Government period.
No known time frame. The M&E framework is being finalized.
Actual work has started in 152 villages, but the int6ensity and
exact nature of interventions is not known; however focus
remains on infrastructral development. This focus continues to be
debated and UNICEF is trying to influence the nature of the
intervantions to ensure they also have a social development

2008-2012 development of economic and social infrastructure
2012-2020 economic diversification

July 2005 – June 2010 or EFY 1998 -2002

•Most Pacific Island Country National Development Plans have 5
year timeframes. Implementation level depends on the country.
Where the budget is not linked to the Plans, implementation rate
is low.
Implementation of DSCRP faces some difficulties due to a lack of
continuiing funding of programme and its content is lessknown by
the the civil servants and public administrative managers

The Gambia's PRSP II is a five year development plan (2007-
2011), which was developed in tandem with a CCA/UNDAF to
support the implementation. The PRSP II mid term review this
year was delayed due to the hosting of the Beijing +15
Conference in mid November.

The PRS came to an end in 2009 and the government intention to
complete the national plan continued to be voiced in 2009. An
intensive process of three year medium term development
framework (MTDF) started mid 2009, however this has not yet
been completed.

The Government planning tool runs from 2008 to 2012. In
Jannuary 2010 this plan will reach its medium term.

Document de Stratégie de Rédeuction de la Pauvreté II - 2007 -
2010 - DSRP 2

2005 to 2008, and is being revised - but is being used for
For the Guyana CO, the PRSP was first drafted in 2001 and is
currently being updated based on the 2008 consultative reviews.
There have been a 2004 and a 2005 Progress report undertaken
with UNDP providing direct programmatic support to the
Government of Guyana for the overall process This being a
national strategic plan, during 2008 was reviewed through multi-
stakeholder consultations across all ten administrative Regions
and has been under re-drafting during 2009 based on the
outcomes of these and the Low Carbon Development
Strategy(LCDS) formulation process. For the Suriname CO, the
Multi-Annual Development plan is from 2006-2011.
For Trinidad & Tobago, while there is consensus on the
development priorities articulated in Vision 2020, timely
implementation towards achieving outputs and outcomes of
Vision 2020 has proven to be a challenge. UNCT is committed to
strengthening the operationalisation of Vision 2020.

The PRS Honduras was officially launched in 2001, with specific
goals for 2015, in line with MDG goals. In 2006, the PRS was
revised to include more "integrated approach". The PRS suffered
the various modifications and has not been adequately utilized as
a national planning tool.
11th FYP covers the period April 2007 – March 2012. Currently
the Mid Term Appraisal (MTA) is underway.

Please see above

As of December 2009, law makers and government have been
discussing various scenarios relating to the economic
transformation plan scope and timeframe for implementation. To
date there is no final consensus and negotiations are still
ongoing. The bill on the economic transformation plan has passed
the parliament but has not been ratified yet as implementation
and monitoring details are still being discussed by various
stakeholders. Details of the National Development Plan are being
drafted by the Government. As mentioned above, these have not
been released as yet. National Development Plans are usually set
for a period of 5 years.
The PRS was released in November 2009 and is meant to
complement the GoI‘s National Development Plan 2010-2014.

The two planning tools mentioned have just been launched and
technical groups have formed. UNICEF has been asked to
participate in several of the 22 working groups for the plan
VISION 2030 plan which is broken down into three year interim
targets in the MTSEPF.
The timeframe was from 2009 to 2011; but due various factors it
was not finalized and implementation is forecasted to begin in
2010 with a budget deficit of $377 million deficit for the Social
Welfare component of the Plan.

Please see the above

The VISION 2030 is implemented in five year phases titled the
Medium Term Plan (MTP). The first five year MTP 2008-2012 is
currently being implemented


2009-2011. the CDS is under implementation
The 6th NSEDP is for the period of 2006-2010.


The earlier PRSP was implemented from 2004/05 to 2006/07.
The current PRSP covers the period 2009-2010 and 2011-2012.

PRS implementation timeframe is 2008 - 2011 to coincide with
term in office of the current government. Implementation is
gathering pace and government is increasingly aligning the PRS
with its work plans and budget.
The NDP is designed to be an evolving document. The document
will be updated from time to time to reflect developments and
adjustments in the country‘s own development strategy, and in
order to be consistent and compatible with the relevant planning
and programming documents of the EU. It is aligned with the
MIPD and MIFF, two key documents of the EC related to the IPA
multi-annual programming.
The Madagascar Action Plan covers the time frame 2007-2012. It
includes ambitious objectives related to eight development
sectors (governance, infrastructure, education, rural
development, health, economic growth, environment and national
solidarity). The UNDAF is closely aligned to the MAP. Donors
generously came forth with funding for the MAP in 2008 and a
coordination and M&E mechanism including foreign experts was
put in place. However, the political crisis of 2009 has put the MAP
in question and it is likely that the objectives and strategies
outlined in the MAP will be renegotiated.
The MGDS will last until June 30th, 2011
The Next MGDS will start in July 2011
UNDAF to be aligned behind and to start in Jan 2012
The "10th Malaysia Plan" is expected to be tabled to Parliament in
June 2010, for implementation from January 2011.

National Strategic Action Plan timeframe is 2009 - 2013.
Currently budgetting process of the action place is to take place

The PSRP 2007-2011 of Mali is the second generation of PSRP -
the first one was for the period of 2003-2006; the second one is
in the third year of implementation. The MTR of PSRP is planned
for 2010.

- Mauritania adopted in 2001 the PRSP process to achieve the
MDGs by 2015. - An initial PRSP was adopted in 2001 and a PRSP
was developed for 2001-2004. - In 2005, this PRSP was
evaluated and that evaluation concluded in 2006. - In 2006, the
second PRSP was launched covering 2006-2010. - An Evaluation
of PRSP indicators was carried out in 2009. - 2010 PRSP
evaluation is envisaged as is the formulation of 2011-2015 PRSP.

The NDP was launched in October 2007 and the Social
Programme in November 2007. Both extend from 2007 to 2012.
This was adopted recently by the newly elected government to
mitigate the impact of the economic crisis. It complements the
existing National development Strategy.

The MDG-based NDS has two phases (phase 1: 2007-2015,
phase 2: 2016-2021) and the Action Plan 2008-2011

All strategies are still in initial phases of implementation, given
the relatively short time since independence.

the 1st phase run from 2005 to 2010. it was evaluated a mid
term level. main recommandations concern fine tuning approches
specific to urban and rural as both are facing different issues,
increase women and youth participation within NHDI
gouvernance mechanisms, as well as enhance local ownership of
the initative by delegating the managment aspect of the initative
at local level. an impact evaluation is being designed to take
place in 2010 to inform the 2nd stage that will start in 2011.
To resolve this tension and bifurcation of accountability, the
Government decided, at the time of the development of the
PARPA II in 2006, to shorten the time-frame of the PARPA from
the normal length of five years to four years in order to coincide
with the cycle of the Five Year Plan in 2009. This resulted in both
plans ending in 2009, at which point a single national
development plan for economic growth and poverty reduction for
the period of 2010 to 2014 was envisaged. At the end of 2008,
however, the Government decided to extend the 2006-2009
PARPA II by one year until 2010. This decision was taken in
response to the demand of donors for medium terms targets in
order to commit predictable budget support. Unfortunately, such
a move is somewhat of a set-back, as it means that the country
is likely to continue producing two distinct medium-term planning
instruments that are accountable to separate institutions. In line
with the Accra Action Plan, the UN Country Team (including
UNICEF) have agreed to continue to advocate for the integration
of medium-term planning instruments as a way to strengthen
ownership of the national development process. This is one of the
reasons that led the UN family, and the Government of the United
States of America, to officially join the Group of 19 Programme
Aid Partners (PAP) known as the ―G19‖ and who provide General
Budget Support (GBS) to the Government, as Associate Members
in early 2009. Recognising the UN and the USA do not provide
General Budget Support, associate membership of the PAP allows

Timeframe: 2007/2008 – 2011/2012 Informal mid term review
undertaken this year. Formal/thorough MTR to be conducted by
National Planning Commission in 2010.

The current Three Year Interim Plan ends in July 2010 and
achievements are being reviewed to feed into development of an
Approach Paper for the next Three Year Plan 2010/11 – 2012/13
There are no indicators, anual results or other specific timeline.
At the end of 2009, the national system of planning and
information was created. In addition, a specific plan for the
carribean coast has been developed. Some of the proposals of
policies have been put into action, such as the gratuity of health
and education, programa amor, hambre cero, usura cero.

The PRSP time frame is 2008-12 we are therefore in the second
year of implementation, mid term review is planned for the
second quarter of 2010.

The Vision 20-2020 is a 10-year tool starting in late 2009.
National Develoment Plan is expected to be a 5-year tool, and
expected to be finalised early 2010. (In fact, the target date was
end 2009, however, this is delayed.)

no other tool available


We have finished our MTR this year. There are no macro strategy
papers we are involved with.
 National Strategic Plan (2010-2050)
 Long term development strategy (2010 - 2030)

The plan includes strategic institutional planning for all major
ministries and public institutions for the period 2009-2013,
specifying concrete actions tobe taken. Implementation is

2007 - 2011.



On-going until 2010, then revised and possibly extended.
The Rwanda Economic Development and Poverty Reducation
Strategy (EDPRS) paper is a comprehensive development
framework designed to operationalize the vision (Vision 2020).
We are at the fist EDPRS cycle (2008 - 2012), which is fully
aligned with UN and donor programme planning cycles. 2010 will
be the third year of EDPRS implementation as well as year of
The current PRSP was developed for 2001 – 2015. A second
generation PRSP is being discussed with Government for the
period 2010 – 2015. However, consensus has not been reached
on whether Government accepts the development of a second
generation of the document.

the current PRSP is covering the period 2006-2010. There was a
commitment of the Senegalese governement to provide feed
back to partners and CSOs on a quaterly basis and have annual
PRSP reports. These commitments were mostly meet. In 2009
the government held two meetings and was able to prepare and
share the 2008 annual PRSP report. The quality is still lacking
The Poverty Reduction Strategy was adopted in 2003. The 1st
report on the implementation was issued in 2005 and the 2nd in
2007. The Poverty Reduction Strategy (PRS) implementation
process was formally finalized on March 31, 2009. The
Government has been planning to promote and manage the
transfer to the EU-relevant social inclusion concept. The transfer
from the poverty reduction concept to the social inclusion concept
is guided by the commitment of the Government to achieve the
European integration process, as well as to harmonize its policies
with EU polices targeting a higher level of social cohesion and
poverty reduction.
The timeframe for the implementation of the PRSP is 2008-2012

The RDP is now in its second of five years, and the UN Transition
Plan for Somalia is the sub-set of the RDP that the UN
2009-2014 MTSF

The time frame is from 2006 – 2016. The plan is being
implemented by sectoral Ministries and is monitored on annual
results by the ministries as well as centrally by the Ministry of
Plan Implementation on specified mid and long term results
within each sector towards the 10 year results of the
development plan.

The Government of National Unity has produced a five year
National Development Plan which sets out new development
targets for the north of Sudan to be achieved by 2011. The
Government of Southern Sudan has produced a Budget Sector
Plan for 2008-2010, focusing on health, education, social and
humanitarian affairs, natural resources and rural development,
infrastructure, economic functions and rule of law. Within each
sector budget, key objectives have been set in terms of
infrastructure expansion, capacity development and service
delivery. The Plan sets out clearly defined budgets and projects
for the period 2008-2010, but is less specific on results. Although
the two planning tools mentioned above have different
timeframes, they are reflected in the planned UNDAF for 2009-
2012. Implementation of the two tools which were completed mid-
2007 began in earnest in 2008.

Plan was launched in 2008. Since then, there have efforts to
establsh sector working groups in line with the PRSAP.

Current NPD covers 5 year (2007-2011) and the government
undertook a mid term review. While results of NPD MTR were not
shared, it is acknowledged that the NPD goals of proverty
reduction in the poorest areas has not been met
PRS2, 2007-2009
PRS3, 2010-2012, (draft) now with the Presidential Office for
consideration and approval by the Parliament in January 2010

The NSGRP covers a five-year period from July 2005 to June
2010 and is currently going through a government-led review
process to inform and shape the development of the next
generation of MKUKUTA and MKUZA.

2006 to 2011

2008-2010: Interim-PRSP and one year of implementation
2009-2012: Full PRSP approved

Initially designed to cover the 2007-2011 period, it is expanded
until 2013 (sliding plan).
The Ninth National Development Plan was drawn up for seven
years to parallel the EU budget cycle. Accordingly it has still three
years to run. The World Bank Country Partnership Strategy (CPS)
is for 2008-11. The JIM was originally conceived to cover the
period 2007-8 initially.

The National Vision of 20 years in in place
The National Development Plan of 5 years will start in July 2010
The Peace, Recovery and Development Plan of 3 years, for 40
formerly conflict affected districts, is in its second year

As indicated above, the Strategy has been implemented during
2001-2009 and needs to be replaced with another instrument to
cover the period beyond 2009.

new government will take over on march 2010

Overall natioanl pririties have been defined in the WIS which has
served as a base for development of new UNDAF.

The timeframe is 2007-2013, which would coincide with the
UNDAF (and CP). The UNCT needs to agree M&E indicators and
mechanisms related to UNDAF with the Government.


The new PRDP is in the stage of preparation by Jannuary 2010 all
line Ministry should have completed there strategies. UNICEF is
providing considerable technical assistance.

Time frame 2006-2010 5 Year Plan.
Mid Term review held in 2008.

The existing FNDP is now in its last year, the next plan is being
developed, but the process is severley delayed. The FNDP is too
wide, too inprecise and not strategic to be used as a accurate
planning tool.
MTP supposed to cover period 2010 to 2015 (six years). The MTP
formulation process to be completed by the end of the first
quarter of 2010, taking over from the Short Term Emergency
Recovery Programme (STERP), a stabilisation programme, which
has been operation since March 2009 till end December 2009.
Over and above the MTP the country working on a three year
Macroeconomic and Budget Framework to be known as STERP II
which is a Multi Year Funding Framework (MYFF) over the period
2010 -2012 to anchor the 2010,2011, and 2012 national
Any planned/forthcoming PRS(P)/Planning tool?                  Office Involvement in PRSP or
N/A                                                            comments on drafts

No                                                             comments on drafts

Une carte de la pauvreté, destinée à identifier les communes les
plus pauvres pour orienter l‘intervention de l‘Etat et notamment
le PCSC a été élaboré en 2000 et affinée en 2007. Le traitement
des informations relatives à l‘éducation, la santé, le logement
ainsi que d‘autres indicateurs liés à la capacité financière des
communes a permis de classer les 1541 communes selon un
indice global de pauvreté. Dans 177 communes- abritant une
population de 1,5 millions de personnes- les indicateurs ont
signalé une précarité avancée. Parmi ces 177 communes, prés de
67% se trouvent dans les Hauts Plateaux et le Nord-Centre
(régions montagneuses) dans les régions de Médéa, Chlef et Ain
Defla. Pour plus de la moitié des 177 communes, la mortalité
dépasse 58 pour mille, 62% des ménages enquêtés résident dans
des régions à habitat dispersé, prés de 42% de la population est
âgée de moins de 16 ans, la taille moyenne des ménages est de
6,9 personnes, l‘analphabétisme est de 52%- soit le double de la
moyenne nationale-, le chômage est important, le logement est
de type traditionnel, et le nombre de personnes par pièce est de
3,2. Le taux de scolarisation y a cependant marqué une
N/A                                                              comments on drafts

Some laws include an element of planning (education for
example) in which UNICEF is consulted directly.
As an interim measure resulting from the financial crisis and         comments on drafts
inability to stick to targets of the SDP, the government is
preparing a Short-term Policy Framework (2010-2013) to
temporarily replace the SDP and revise targets.

n/a                                                                   comments on drafts

The second PRSP will continue until 2011. However, the five year comments on drafts
plan will also be prepared for the period from July 2010 to June
2015 and continue simultaneously.

Yes, in light of the economic crisis, most countries are revisiting   comments on drafts
their plans and strategies.

Other documents that constitute the comprehensive national plan
or strategy on economic growth:
- The National Sustainable Development Strategy of the Republic
of Belarus until 2020 was approved in 2005.
- The State Programme of Social and Economic Recovery and
Development of Rural Areas for 2005-2010 was approved in
No but may be revised based on results of the poverty study    comments on drafts
completed this year

A new Document for Growth and Poverty Reduction is currently    comments on drafts
under elaboration and will cover a five-year period instead of
three, running from 2010 to 2014. It is based on the OSD (2006-
2011) and the NLTPS Bénin Alafia 2025, but draws lessons from
the implementation of the two first documents.


The new government takes possession in January 2010, and the comments on drafts
likely course of action will be to emphasize the implementation of
the National Extreme Poverty Eradication Programme and
possibly the updating of the National Development Plan. There is
no indication that the government will pursue a PRS.

See (c)                                                        comments on drafts
National Development Plan 10                                      comments on drafts

n/a                                                               comments on drafts

The government, based on the lessons learned from the                comments on drafts
implementation of two generations of PRSP, has lauched recently
the elaboration of the new strategy (the Strategy of Accelerated
Growth and Sustainable Development or SCADD). This new
strategy is expected to cover the 2011-2015 period and will
explore the potential of economic growth to reduce poverty more
efficiently. However, with little scoping information currently
available on the strategy, there are substantial concerns among
partners that a growth focus will come at the expense of poverty
and vulnerability reduction. It is likely that the impacts of growth
in the last few years have been underestimated and not yet fully

See above                                                         comments on drafts
None                                                          comments on drafts

A long term nationa development plan (Vision 2035) has been   comments on drafts

Currently no.                                                 comments on drafts

Second generation of PRSP to be elaborated and adopted in 2010 comments on drafts
to start in 2011.

Forthcoming PRSP for the period 2012-2015


A new National Development Plan will be formulated by the New
Government, following 2010 Presidential elections in May.

None besides the above.                                           comments on drafts

N/A                                                               comments on drafts

The new administration which takes over in May 2010 will design
a new National Development Plan.

N/A                                                               comments on drafts

No                                                                comments on drafts
No information available.


no                                                            comments on drafts

The process for the development of a second generation PRSP in comments on drafts
2010 has started. It is foreseen that the document is finalised by
mid 2010.

The completion of the National Strategic Plan.
Yes, the Ministry of Planning is working on a Planning tool to go    comments on drafts
beyond 2014

No known plans


NO                                                                   comments on drafts

The development of a PASDEP II has been initiated; the UN and
the DAG thematic groups have provided initial inputs on priorities
to be addressed.

National Development Plans/Strategies and Policies are in varying comments on drafts
stages of development, review and preparation. For example,
Vanuatu will reviewed its Priorities and Action Agenda 2006-2015
in 2009 and Federated States of Micronesia will developed a five
year operational plan 2009-2013 in 2009.
N/A                                                            comments on drafts

The PRSP II Mid Term Review was delayed due to the Beijing +15 comments on drafts
Conference and held at the end of December. Planning for the
next PRSP III (2012-2016) will begin probably in 2010.

as above                                                       comments on drafts

There is no planned PRS.

Oui, Par la régionalisation de SRP2.

New PRSP being developed in inclusive manner to be ready for   comments on drafts
For the Guyana CO, the current PRSP & LCDS are being refined   comments on drafts
and updated.
For the Suriname CO, there will be a new Development plan
developed for 2012 but the process has not started yet.
For the Trinidad & Tobago CO, none are reported.

National Development Plan was being elaborated until the       comments on drafts
Political Crisis interrupted its progress.


No, there isn't                                                comments on drafts

As indicated under c) above.
please see above                                           comments on drafts

None planned other than the VISION 2030 and the MTSEPF>


Please see the above                                       comments on drafts

No addittional plan is expected until after 2030.          comments on drafts


The government is planning to extend the CDS until 2020.   comments on drafts
The 7th NSEDP is being finalized and should be adopted by early   comments on drafts
2010 for the period 2011-2015.


The PRS planning framework of the last 3 years (2004/05 to        comments on drafts
2006/207) has expired. The government has initiated a process
of updating it into the second generation PRSII ―The Lesotho
Strategy for Growth and Poverty Reduction (LSGPR) 2009/10 –

Government started work on a 'VISION' document with a longer- comments on drafts
time horizon than PRS. It is not yet clear how much of a
planning/ programme tool this will be.

It is likely that the objectives and strategies outlined in the MAP   comments on drafts
will be renegotiated once a formal and recognised government is
in place.

The next MGDS starts in July 2011

No. Poverty reduction forms part of the overall framework. A
special focus is on the reduction of "Hard Core" poor, i.e those
families with an income of 450RM/month.

A new development plan will be developed in 2014.                     comments on drafts

The third PSRP is planned for the period of 2012-2016 but not yet comments on drafts

Yes. The PRSP 2006-2010 evaluation is planned in 2010 prior           comments on drafts
launching the last PRSP for the MDGs by 2015.

No                                                            comments on drafts


A National Development Plan will be produced in 2010.         comments on drafts

See above. second stage planning of NHDI will take place in
The new Government Five Year Plan (Plano Quinquenal) is           comments on drafts
scheduled to be developed following induction of newly elected
Government officials in February 2010. The plan (2010-2014) is
expected to be accompanied by an operational document, which
replaces Mozambique‘s second poverty reduction strategy paper
(PARPA II 2007-2009).


Next NDP will commence April 2012. Planning expected to           comments on drafts
commence following MTR on MTP 3.

The current Three Year Interim Plan ends in July 2010 and the     comments on drafts
government is developing an Approach Paper which will lead to
the formulation of the Three Year Plan 2010/11 – 2012/13. It is
planned to share the Approach Paper with development partners
in February 2010. While developing the Approach Paper, the
government recognized that its monitoring of the current TYIP
was insufficient and now emphasizes results-based planning and
monitoring in the next Three Year Plan. It is doubtful that the
Government will develop a PRSP in addition to the National Plan
In 2010 an action plan will be developed to make the national    comments on drafts
plan operational at the regional and department level.

An update of the PRSP will be carried out after teh mid term     comments on drafts

The National Development Plan is to be finished in early 2010.   comments on drafts
This is the operationalisation of the Vision 20-2020.


N/A.                                                             comments on drafts

There is not
same as above


The Government of Peru has several sectoral plans that
contribute to poverty reduction and convenes the Mesa de Lucha
Contra la Pobreza that convenes key sectors and partners in the
fight againt poverty. Strategies include the Conditonal Cash
Transfer Programme called Juntos, the CRECER strategy for the
reduction of poverty and chronic malnutrition, PpR Results based
budgeting that prioritises specific poverty reduction strategies.
The updated Medium Term Philippines Development Plan, 2004- comments on drafts
2010 (NEDA, 2009) has a comprehensive coverage of
development issues and challenges which are classified under five
main parts, namely (1) economic growth and job creation, (2)
energy, (3) social justice and basic needs, (4) education and
youth opportunity, and (5) anti-corruption and good governance.
There are 25 chapters which are distributed according to the
main parts. Those which have direct and major influence on
children‘s rights are the macroeconomy (introduction), green
Philippines (chapter 3), housing (4), infrastructure (6), fiscal
strength (7), labor (9), responding to the basic needs of the poor
(12), national peace plan (14), healing divisions in society (15),
basic need: peace and order (16), rule of law (17), education
(18), culture (20), anti-corruption (21), democratic reforms (22),
defense against threats to national security (23), a responsive
foreign policy (24) and constitutional reforms (25). As essential
services, health and nutrition are covered in chapter 12. Child
protection is for the most part addressed in chapter 15. Each of

N/A                                                              comments on drafts

Yes. UNDP has planned to in collaboration with the Ministry of
Planning and Finance implement a 2nd Generation of PRSP for
the period 2010 – 2015. Government seems to be resistant to
the idea of a document that suggests poverty reduction and
instead is focusing on ensuring a Development Plan.

The Gvt and partners have already launched the process for the  comments on drafts
next PRSP that will have a title closer to developement than
poverty. The new stratégy will cover the period 2011-2015
A road map for its preparation was developed and discussed with
existing partners. This road map is under review

Yes, as per c) above, the Government is planning to develop a    comments on drafts
national social inclusion strategy.

It is envisaged that a new PRSP will be prepared at the end of   comments on drafts
implementation of the current document

With the RDP valid until 2010, coinciding with the revised end of comments on drafts
the UNTP, there is no forthcoming review or development of a
new plan. However, the UNTP will be simplified (as per the
external evaluation undertaken in 2009) and the UN Somalia
Assistance Strategy with duration of four years will be developed.


There is no political will currently in government to develop a full- comments on drafts
fledged PRS, considering the limited chance of Sudan qualifying
for debt relief at the present time. However, the African
Development Bank is currently assisting GONU/GOSS to conduct
a Household expenditure/poverty survey which would hopefully
form a solid basis for preparation of a formal PRSP.

The PRSAP targets are currently beng revised based on new data. comments on drafts

Government is currently initiating the development of next 5 year
NPD ( 2012-2016)
N/A                                                               comments on drafts

The next MKUKUTA / MKUZA will cover the period July 2010-June comments on drafts
2015. At the same time, the Government is developing a long
term Vision (Grow and Development Plan) which will guide
economic and social development efforts up to 2025. The next
MKUKUTA / MKUZA and their successors will become the medium-
term strategic framework and will draw from the goals outlined in
the Growth and Development Plan.

Yes - 11th National Economic and Social Development Plan
covering the period of 2006 to 2011.

N/A                                                               comments on drafts

No planned PRS or other national planning tool.

There will be a tenth Development Plan, possibly covering 2014-
20. The CPS may be renewed from 2013. The JIM may come back
onto the agenda as it is an EU requirement.
These broad statements emanate from the President and while
we have some access at the ministry level, this one is out of our
reach, indeed, out of reach of most governments...

No other tool planned or forthcoming                                comments on drafts

Yes. The development of a new Poverty Reduction
concept/strategy/programme has just started (the format of the
document still needs to be determined).


2010 is the last year of the WIS. Discussions are underway to       comments on drafts
develop a comprehensive poverty reduction starategy aligning
with UN programme cycle, and give a final push for achieving


Planning for the next SEDP (2011-2015) is now underway, and a       comments on drafts
first draft is in circulation. A national Socio-Economic
Development Strategy (SEDS) 2011-2020 is also under

Planning for next cycles should effectively kick-off in 2010 as a   comments on drafts

The Sixth National Development Plan is being developed, but no
significant changes from the FNDP are expected.
No clear plans in the short term until normalisation of relations    comments on drafts
with the International Financial Insitutions (IFI's - IMF and WB).
The current document could however be further developed or
enhanced to become an interim PRSP.
Office involvement in attending
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Specify meetings?

At each step a comment has been to the Government through UN
Coordination team.
Technical working group (TWG) meetings.

don't know - happened in 2006 with previous Rep and Dpty. This
information is copied from last year's report that did not have
these details.

technical meetings, planning meetings
Sectoral meetings and general meetings organized by the SDP

During the preparation stage UNICEF participated in 7 out of 9
sectoral working groups that were established in 2005 to guide
the preparation process. The adopted SPPRSD is very much in
line with the final draft agreed upon before the whole process
stopped. Those SWGs, however, had not been revitalized to
review the changes before the ultimate adoption of the
programme. There have been no pertinent meetings organized in
Meetings of the thematic groups on women and

Not recently

- Thematic groups on the "Develoment of Human Capital" and "
Basic Infrastructures". - National Forum on the DSCRP
- Various preparatory meetings for the new DSCRP 2010-2014.

Meetings convened by the Ministry of Planning to discuss
progress, commitments and other issues with international
development partners.

Moderation of the WG for Protection of Families with Children.
Preparation of Action plans for Education.
Review of draft, Review of monitoring framework.

Meetings of coordination and managing commeetees, working
groups, etc.
(i) PRSP annual review meetings; (ii) PRSP mid-year review
meetings; (iii) sector group meetings, including education,
health, watsan and HIV.

Sector review meetings and the final presentation of the
consolidated document for validation
Technical working groups (TWG)

High level discussion meetings organized by the Government for
the endorsement of the document by international partners

With the Government and others partners involved in this
processes. The Joint Office also provided technical expertise for
the drafting of the Documents

Thematic groups and review meetings

Meeting on the progress of PRSP
Process planning, review of sector indicators and performance,
definition of strategies and priorities, and M&E mechanism.

Finalization and validation workshops

UNICEF financed a consultant who worked from the Ministry for
Social Sector in the preparation of the PND.

After validation of the PRSP, meetings were organized to reflect
on the Operationalization of the strategy. The most significant to
which UNICEF participated were : 1) Development and validation
of the institutional framework of PRSP, 2) Development of matrix
of priority actions, 3) installation of regional committees for PRSP

consultations in the preparations process, monitoring of progress
UNICEF is invited to attend specific sessions of the National
Assembly, where general informationis presented.

Establishment of an M&E mechanism

The first draft of the NDS does not include a strong children and
gender perspective. UNICEF CO has held different meetings with
the NDS steering committee advocating for inclusion. In late
December the Governement formally requested UNICEF support
in mainstreaming children in the NDS and its Multi-annual Public
Sector Plan 2010-2013.
Coordination meeting by Ministry of Planning, Discussions at Inter-
agency Programme Management Meeting, Active participation in
thematic groups on education, Health, Water and sanitation, and
social protection (co-lead)
Active participation in inter-donor working group on health
UN Programme Management Team
Technical meetings organized by the Ministries of the Social
Sector, and meetings of the Planning Ministry

UNICEF was part of technical committee that guided/supported
the study

UNICEF has contributed to the October 2009 issue papers of the
UN especially on issues related to basic social services including
nutrition and social protection and of the DAG thematic groups in
the same areas. UNICEF has also undertaken preliminary
discussion with MoFED to secure an active role in the PASDEP2
development. UNICEF is involved in the preparation of the fourth
Education and Health Sector Development plans which are
subsets of the PASDEP.

In Kiribati, UNICEF provided comments on the draft National
Sustainable Development Plan at a meeting of partners and
donors and has worked with the Government on the M and E
framework for the NSDP in partnership with other UN Agencies
during 2009. UNICEF has attended consultations along with other
development partners in Vanuatu and in Solomon Islands.
the meeting in witch UNICEF staff attended is the meeting where
governement present the document for validation to all partners

UNICEF actively participated in the Review and Validation of the
Annual Progress Report of the PRSP II implementation and the

in 2008 we attended stakeholder meetings on the draft long term
national development plan. in 2009 we participated in sectoral
MTDF and regional MTDF meetings... not all were consistently

Preparation de la Feuille de route Nationale de reduction de la
mortalité maternelle, néonatale et infanto juvénile ;
2) - Programme Sectoriel de l'Education

with MinPlan
Multi-stakeholder meetings & UNCT

Information sharing meeting convened by the PRSP task force
appointed by the President Office.

Informal exchanges upon request from Members of Planning
Commission responsible for the various sectoral child-related
portfolios, e.g. health, nutrition and Mid-Day-Meals programme.

We have not been invited to participate in this process.
In Amman with the World Bank, Workshop on PRS and bilateral

Technical groups in areas of UNICEF coverage, health, education,

The staff was engaged in working group meetings under the
auspices of the Ministry of Health and commented on health and
education strategy papers.

Through the sector (Health, Education,Water) and the process
and of the document

sectoral meetings on Social protection and education
Round Table Implementation Meetings

A high level meeting called to solicit comments on the document.

General strategy meetings, sector meetings, drafting meetings
Technical meetings for validation and input provision were
attended upon invitation.

MGDS drafting team meetings

National strategy on HIV/AIDS

attended and participated in the development of the sectoral
action plan for the National Strategic Action Plan

PRSP annual review; budget meetings

- PRSP Sector Technical Committees (CTS) UNICEF attended 13
CTS in several sectors particularly Health, WASH and Social
- PRSP Thematic Technical Groups (GTT) UNICEF participated to
several of these groups at different times. These groups were
almost frozen in 2009 due to the political crisis.
Planning meeting

Advocacy and technical meetings.

technical and sectoral
UNICEF participated in key PARPA II Evaluation Working Groups
and actively engaged in the drafting of technical reports via
sectoral working groups as well as provision of comments and
technical inputs directly into the Ministry of Planning and
Development. UNICEF‘s leadership on the production of two of
the nine in-depth studies, Nutrition and Non-Monetary Poverty,
was also strategic in highlighting the impact of the economic
crisis on children‘s health and nutrition status. As chair of the
Government/partners PAMS working group, UNICEF chaired and
coordinated various meetings for the implementation of the
PARPA II evaluation.

Not applicable

Sectoral meetings - 'Quality of Life' (under which health sector
falls); Labour & Social Welfare (OVC, protection); Gender
Mainstreaming; Education

Theme Group Consultation meetings
In 2008, the plan was analized internaly as UN, after as part of
donor comunitiy, where each agency worked as secretariate, and
finally in roundtables with the government. This year no
discussion with the goverment on the new version was held.

sectoral meetings and PRSP regional and annual reviews

On sectoral level, especially in Health, HIV, Education and

To discuss drafts
Together with other DPs including UN, attended the presentation
of the draft LTDS

Meetings to discuss the draft of the Economic and Social Strategy
2008-2013, through the joint programme Investing in People.

Organised by the National Economic Development Authority
(NEDA) and NAPC.
Development Partners Coordination Group (DPCG) meeting which
takes place every 3 months.
Government and Development Partners Retreats (Yearly)
Development Partners Meeting with Head of State (every 2

Validation Session

development of the PRSP meeting (preparatoty meetings by
domains (UNICEF is basic services and social protection)
development of road map

UNICEF participated in the PRS international advisory group and
provided comments and inputs in all stages of PRS development,
including the reviews/progress reports.

Technical meetings

consultations in Somalia and Nairobi
Active engagement in JAM process which led to interim PRSP.
Chairing and co-chairing of budget sector working groups.

Preparatory meetings to discuss daft PRSAP. UNICEF attended
PRSAP coordination meetings
UNICEF participated in the group and bilateral meetings of the
PRS Working Group based in the Ministry of Economic Devt. and
Trade and Ministries of Health, Education and Labour and Social

Progress in the implementation of the current MKUKUTA is
reviewed annually through sector and cluster level discussions.
UNICEF is involved in several of the joint Government-
Development Partners Working Groups where such discussions
take place. UNICEF is also a member of the MKUKUTA Monitoring
System, which periodically takes stock of achievements and
shortfalls in meeting the targets set in the national strategies.

Joint meeting between the UN Country Team and the National
Economic and Social Development Board.

sector meetings, national workshops, other consultations
Sectoral Working Groups and National Planning Authority
presentations and consultations

Discussion on the draft with Government and consultants.

UNICEF participates in the Technical Working Groups (TWGs) to
define a national plan for the protection of children and

technical advocacy workshops (details in COAR 2005)

Member of the Sector Working Group. Also UNICEF is co-leading
the Social Protection Working Group with the Ministry of Social

Coordination and technical meetings

Discussions in Sector Advisory Groups at Ministerial level as well
as discussions with Ministry of Finance and National Planning at
Permanent Secreatry level.
Meetings were consultative meetings on the draft which has been
formulated by the Ministry of Planning and Investment Promotion
Advocacy on child rights?

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights

advocacy for integration of children‘s rights
advocacy for integration of children‘s rights
Specify how?                                                        Office involvement in
UNICEF‘s focal persons in the TWG ensured that issues relating to provision of data
children‘s rights are taken into account and appropriate indicators
formulated. This year the Office has started a Child Poverty study
to strengthen the possibilities to better target the vulnerable and
exclude children during the ANDS reviews.

don't know - happened in 2006 with previous Rep and Dpty. This provision of data
information is copied from last year's report that did not have
these details.

organisation of seminars and workshops on impact of CRC on       provision of data
social policies

through meetings with the Council on Children and regular
bilateral meetings with ministerial counterparts
Raising the issues of importance for inclusion                     provision of data

Consultations among youth were organized to ensure expression      provision of data
of their views in town-hall meetings throughout the preparation.
Moreover, face-to-face meetings, SWGs as well the process of
commenting on drafts were used to bring up the child rights
agenda. Quite a number of proposals provided as comments,
including incorporation of juvenile justice, more attention to
preschool education and monitoring the implementation,
including child rights related indicators, are reflected in the
adopted version. and analysis through research, evaluation,
Providing evidence                                                 provision of data
survey, etc., and pursuing in the thematic group, bilateral
consultations and through child rights groups and forums.

Not directly

Through the regular meetings with representatives of the key line provision of data
ensuring that the key areas of the NPA were integrated          provision of data

Advocacy towards key resource persons in the thematic groups,
particularly the coordinating team of the DSCRP preparation.

Indirectly through the UNDAF planning exercise

Through presentation of poverty related data as it affects      provision of data
children. Advocacy around the results-based and human rights-
based approaches to poverty eradication.

See (b)                                                         provision of data
Through comments provided via the UN Resident Coordinator.

In the current PRSP, integration was essentially made through      provision of data
limited advocacy in social sector plans and budgets. In the next
PRSP it will be essential to mainstream child rights and poverty

Ensured that issues of child rights, PMTCT and Peadiatric          provision of data
treatment for HIV/AIDS was taken into account
Through inputs to the line Ministries and TWGs                     provision of data

Mainstreaming of Early Child Development 2010 – 2010 Action        provision of data
Plan into the Growth and Employment Strategic Paper

This is a continuing exercise, through for example the sponsoring provision of data
of national events, particularly in June, children‘s month, which
promote children‘s rights; through discussions and radio
programs with the participation of children; and through training
and awareness-raising of national authorities. Along the same
lines, , the Joint Office has supported the Government in the area
of social protection, including the preparation of studies on the
vulnerability of children and the impact of country‘s graduation
from LDC status on the situation of children.
1. provision of up to date data;                                   provision of data
2. evidence based analysis
3. Techncial assistance in drafting policy documents

                                                                   provision of data
a) Incorporation of the "Facts and Rights" strategy and its nine
priority goals as an avenue to support the MGD thrust in the
development plans of Departments and Municipalities. b)
Integrated Early Child Development National Public Policy.
By using UNDAF and country programme agreements. Protection provision of data
area also included in current SCRP, where it had been little
reflected previously.

Drafting the chapter on Social protection                              provision of data

In spite of the reluctance of the Ministries involved to consult the
UN agencies, UNICEF succeeded to include one specific goal in
the PND.

During the finalization of the PRSP, UNICEF provided support for       provision of data
capacity building in HRBAP and RBM for those responsible for
drafting the Document.

advocating for inclusion of child poverty indicators, and school
                                                                   provision of data

The NDS creates a unique "window of opportunity" to mainstream
children rights in a coherent and cohesive framework.

Strong advocacy in all sectors to ensure that children's rights are provision of data
included. This is not only limited to the thematic groups UNICEF
is strongly active in, but also extends to areas such as justice and
Security Sector Reform.
High level Meetings of the Representative with Ministers of the    provision of data
Social Sector. High level meetings and Technical support to the
National Council of Children and Adolescents

Preparation of the issue papers and engagement of MoFED in a       provision of data
comprehensive Situation Analysis which was initiated this
December 2009

UNICEF has lead the planning and preparatuion process for the      provision of data
Pacific Conference on Responding to the Global Economic Crisis
planned for February 2010. In July UNICEF released the
publication ―Protecting Pacific Island Children and Women during
economic and food crises‖, which has been followed up with
presentations in a number of regional fora and academic
institutions. UNICEF Pacific has also continued to produce
research and publications of tcountries‘ SITAN, MDG and CRC
UNICEF provided comments on the Annual Progress Report with a provision of data
view to incorporate the child rights perspective

We are working with the National Development and Planning            provision of data
Commission to have a round table discussion on the issue of
reflecting child rights adequately in the national plan, likely in

1) Intégration des Stratégies accélérées de Survie et                provision of data
Développement ;
2) Forum de Mobilisation des Ressources

Loobying with line Ministers                                         provision of data
During the 2008 multi-stakeholder consultations, UNICEF
facilitated youth focused forums in all ten administrative Regions.
It is expected that the outcomes from these youth focused
forums will be incorporated into the updated PRSP.

Advocating the inclusion of the Child Rights issues using the         provision of data
SITAN published in 2007

Member Planning Commision responsible for Women, Children        provision of data
and Health issues (Dr. Syeda Hamid) has participated in the
launch of SOWC in the last three years. Member Planning
Commisison responsible for Agriculture and Food Security (Mr.
Abhijit Sen) has participated in the last two Kolkatta Group
meetings. In the past, UNICEF has also interacted closely with
Member Planning Commission responsible for Poverty and Rural
Development (Mr. Mihir Shah). Former Secretary of Planning
Commission (Mr. NC Saxena) is currently Senior Policy Advisor to
UNICEF. Former UNICEF Innocenti Research Center staff member
(Mr. Santosh Mehrotra) was Senior Advisor to Planning
Commission until very recently and now Director of the Institute
for Applied manpower Research, Planning Commission.

Advocacy was carried out in particular with BAPPENAS (the
National Planning Agency). In general, the Government is well
aware of and committed to children's rights and over the past
years has shown an increased openness to discuss human rights
and children's rights, in particular.

As we have been working with the Ministry of Welfare on the
Child Poverty Study and since this Ministry contributes to the
National Development Plan, we have used this opportunity to
advocate for integration of child-centred approaches and child
rights. It is important to note that we have not been invited to
participate or give direct feedback on the national development
plan specifically.
use of MICS 3 in the PRS                                            provision of data

Within the technical groups                                         provision of data

UNICEF has undertaken a Child Budget Analysis, that will be
taken into consideration by various ministries.

In the drafting of strategy papers. UNICEF invested in capacity     provision of data
building and provided technical assistance advice on child rights
issues: ECD, MCH, inclusive education, social policy, strategic
planning and results based budgets.
Continuous engagement with partners and current support             provision of data
provision to develop a VISION 2030 for children that will ensure
the integration of children's rights issues into the current

                                                                    provision of data
Through capacity development and technical assistance             provision of data

There are over 180,000 orphans and other vulnerable children      provision of data
who needs special protection. UNICEF advocated for incoporation
of social protection strategy in addition to focusing on economic

Provided technical assistance to the Minister of Finance, and     provision of data
commented on the draft strategy

Through meetings with President, President of National Assembly provision of data
and key parlimentary leaders and key ministers and deputy PM
through attendance to meetings and bilateral meetings with key       provision of data
technical ministries

Training on childrens rights                                         provision of data

Apart from regular contact and discussion with government
counterparts, the preparation of the 2009 Situation Analysis was
used as a tool for jointly identifying outstanding issues pertaining
to children and developing recommendations for inclusion in the
10th Malaysia Plan.
Participated and commented on the sector action plan                 provision of data

the conclusions and recommendations of the studies on child          provision of data
povertyand the impact of the food crisis contributed to the
influencing of social protection measures under review

UNCEF systematically ensured in all group works attended, the        provision of data
promotion of child rights and particularly in the CTS Childhood in
2006. The UNICEF Representative also advocates continuously
with the members of the cabinet and the delivery of basic
services and on the response to child rights.
bilateral meetings with counterparts. Joint advocacy with other      provision of data
UN agencies and donors. Research.

Through participating in the sector specific MDG costing exercise.

In the process of development of PRSP, UNICEF financed an            provision of data
external expert to provide valuable inputs to be used for the
successful advocacy of the integration of child rights into the

Training of stackholders at local level involved in the design and
implementation of the National Human Development Initiative, as
well as replication of models developed with UNicef-Government
programme of cooperation. the replication concerned 7 provinces
targeted by the Initative.
UNICEF was actively engaged in identifying key topics for further provision of data
research, for which technical groups were formed to develop in-
depth studies. In particular, UNICEF advocated for inclusion and
emphasis on the following topics: (i) Analysis of structure of
budget expenditures; (ii) General analysis of the impact of the
PARPA II on poverty reduction (using the deprivation-based
poverty measurement and a vulnerability analysis); (iii) Analysis
of children‘s malnutrition; (iv) Gender Development Index (GDI);
(v) Decentralisation and access to services; and (vi) Access to
justice. Throughout the process, the level of UNICEF involvement
per study was assessed to ensure adequate incorporation of
children‘s perspectives.

Not applicable

UNICEF technical managers contributed to the development of
NDP III specifically to HIV and AIDS, Health, Education, OVC and
Gender Equality sections

Providing a consultant to support drafting of the Chapter on Child provision of data
Rights. UNICEF participated in the NPC-chaired session on the
education sector
In the social roundtable, all issues regarding children rights in
education, health, WASH were introduced. Fewer issues on child
protection were discused in this general Forum. A more specific
forum on child protection of the most vulnerable was open with
the design of the Programa Amor, where UNICEF provided strong
technical assistance. A meeting with the social cabinet was held
to promote actions towards the elimination fo violence against
On the occasion of above meetings and reviews                     provision of data

Advocating for consultation with children and young people. Also, provision of data
through active involvement in sectoral plan development.

social budgeting;
integration of children and women rights in macro-economic
policies (the national 5-year development plans).
UNICEF supported consultation workshop on the concept of social provision of data
protection which informed the development of section 6.12.
UNDP supported the environment section and the UN supported
the preparations for the upcoming MDG report 2009 which will
inform the base-line on several indicators.

Promoting HRBAP

Advocacy for Roma minority, children in poverty, children in        provision of data
institutions, etc.

Through our research, publications and parnering with key           provision of data
stakeholders in the federal plannng process (ministries, regional
authorities, municipalities, ombuds and federal foundations)
- Relevant children-related data in government-own SITAN (No          provision of data
CCA was done for UN)
- Technical support in result formulation - UNICEF and UNCT
played key roles in HRBA/RBM training prior to EDPRS

Worked with sectors to ensure Child Rights issues were                provision of data
integrated, but this was not done in any systematic manner as
UN staff did not attend the final document stage.

through participation of experts, Deputy Rep and POs in meetings provision of data
feeding the process with studies and surveys (child poverty,
social protection study, feasability of cash transfer for children....

One staff member was seconded to the PRS management unit              provision of data
responsible for education and children.

The initial draft did not contain issues on children's rights, so a   provision of data
priority area for human development was advocated to be
included in the PRSP

Through direct input into the Governance and Security Pillar of       provision of data
the RDP during the Joint Needs Assessment; UNICEF is now a
strong partner in protection in the UNTP
In the assessment and in the situation analysis                   provision of data

collaboration with the Syrian Commission for Family Affairs which provision of data
is under the Office of the Prime Minister allows at highest level on
issues of concern ( draft child law, violence against children)
Through engagement in the process of preparation; provision of provision of data
orientation on use of HRBA to the specialists of the Min. of Labour
and Social Protection; and provision of technical assistance on
how best to integrate children's issues in other sectors beyond
the social sector

UNICEF advocates for the integration of children's issues both   provision of data
through participation in the sector and cluster level policy
dialogue involving Government and Development Partners, and
through the publication and dissemination of child-focused
reports and evaluations, e.g. Situation Analysis of Children and
Women, Child Poverty and Disparity Report, Child Labour Report,
Children and Social Protection, Views of the Children, etc.

Impact and implications of rapid population and demographic       provision of data
changes for children and society, need for systematic social
protection measures, and issues related to national human
resources development (eg. IDD, low learning levels of students).

provision of data, contribution to poverty diagnostics, formulation provision of data
of priority actions and monitoring indicators, contribution to
annual progress reporting on policy, programme and budget

via our partners
Work within sectoral working groups, prepared a paper "Invest in
Children"; placed a consultant in the Ministry of Finance

Involvement of the representative of the Ministry of Labour and  provision of data
Social Policy responsible for the strategy development in the
Regional Child Poverty Study meetings to ensure incorporation of
child rights issues into the strategy/programme.

The current WIS is not child focused. In view of this UNICEF is     provision of data
supporting the Government to develop a child welfare strategy
which will be integrated in to the new generation of WIS.

Through inputs to the line Ministries and TWGs

through technical advocacy workshops (details in COAR 2005)

With the Ministry of Planning                                       provision of data

Children's rights to education and health                           provision of data

In SAG's childrens issues come up naturally, ie Social Prptection   provision of data
SAG, Children and Youith SAG<,Education SAG, Health SAG.
Made representation of the need to incorporate child rights into   provision of data
the document as central to all the development and planning
Specify type of data?

A part from MICS 2003 indicators which were re-analyzed in
2005 (Best Estimate of Social Indicators for Children in
Afghanistan), the Offices did not organize any specific survey in
2008. In 2010, the Office will continue its support the
Government initiative to undertake a MICS, including a National
Nutrition Survey


Available research conducted by UNICEF

Indicators for MDGs, particularly MDGS 2, 4 and 6 and national
targets coming mostly from MICS and DHS

MICS 2006 data in particular


Through our collaboration with UDAPE on different studies,
including the global study on childhood poverty and disparities,
as well as the joint work on social investment and social issues
relevant to children.

MICS and Child Rights Impact Analysis data used for preparation
of SitAn of SIS
Supporting DHS and MICS implementation, but again in next
PRSP we need to broaden our advocacy and data analysis;

MICS 2005
•	 demographic and health data has been provided through
UNICEF‘s support to the Cambodia Demographic and Health
Survey. Education data has been provided through the Education
Management Information System (EMIS). Other relevant MDG-
based data have been provided through the CAMInfo project
(localized version of DevInfo).

Statistics on situatiod of children

Technical and financial support to INE (National Statistics

MICS surveys, sector level studies and data collection

TchadInfo Include PRSP indicators
Census 2003, Household Survey 2004, National Reports on
Human Development (UNDP)

Data on child poverty and child protection

The results of studies/survey conducted in 2008 and 2006 (MICS)
and especially those on child poverty and social protection were
systematically transferred to the Drafting Committee to better
reflect children rights in the final PSRP.
MICS 3 data

MICS, education, vaccination, nutrition
Data was provided mainly through the Child Rights Index; for
2009 the information was disaggregate to the local level of a high
percentage of cantons of the country

Comprehensive SitAn of women and children and a leading role in
the planning for the 2010 Demographic and Health Survey

The first Pacific-based Multi-Indicator Cluster Survey (MICS) was
also completed in Vanuatu was launched in early 2009.

MICS, DHS and other sitan data is available for the national
planning process

Base de donnée de Situation des Enfants dans le Monde - Cring

MICS 2006
same to the above.

UNICEF has shared background notes and policy briefs with
Members on child health, nutrition, water and sanitation and
social policy.


TransMonee, etc.

Suport to collection of disaggregated data.

LaoInfo, MICS 3

Strengthened the Education Management information to generate
information for education compoent.

Feedback from nation wide consultations

UNICEF Public Expenditure Review. SOWC data and poverty data
DHS which is supported by UNICEF was used; Education sector
monitoring through bi-annual joint reviews changed to impact
monitoring of the crisis under UNICEF‘s leadership in 2009

MICS, DHS, Census

MaldivInfo was used as data source and will be used as a
monitoring tool for the acheivements of the action plan

A socio-economic database for tne Monitoring of the PSRP :

MICS and MAURITINFO were the key data sources provided by
UNICEF to donors and national institutions.
Meta-assessment of the impact of the crisis on vulnerable

UNICEF supported the provision of data on Roma, IDPs and
refugee children, children out of school and children with
Results from the 2008 MICS were the single most important data
source for the PARPA II evaluation, ensuring up-to-date social
sector data. Anaylses conducted as part of the MICS were shared
with the PARPA evaluation teams, including preliminary results
that highlighted areas of progress and continued disparities.
Results of other key studies and surveys supported by UNICEF,
such as the Child Mortality Study, were also used as a basis of
data and information for the PARPA II evaluation.

Not applicable

Family expenditure on education and evidence on education
coping mechanisms when confronted with less income and higher
on performance and impact through the annual Child survival and
nutrition survey

At sectoral level, access to MICS data as well as data through
water sector platforms or OVC survey funded by UNICEF and
provide both technical assistance and funding to PNG Info,
Demographic Health Survey (2006, report released in 2009) and
Household income and expenditure survey (2009-2010)

Various studies and analyses

research, and development of a federal statistical profile on
children with ROSSTAT, the federal statistical institute
- Children Poverty study

Programme Cooperation

from studies and surveys


Data used to develop the PRSP mainly came from household
surveys like MICS3

diaggregation of data on children

MICs 2007
documents were shared to the PRS working group e.g. Tajikistan
Living Standard Survey, 2007 MICS, Child Poverty analysis,
Poverty Assessment, MCH strategy and other UNICEF-assisted
working documents and studies

Integration of child-related modules in existing national surveys
and through publication and dissemination of analytical products
on children eg. Situation Analysis, Child Poverty and Disparity
Report. UNICEF‘s support to Tanzanian Socio Economic Database
(TSED), the DevInfo adaptation in Tanzania, continues as the
platform for monitoring national PRS indicators and targets.

Data on the issues mentioned in the Section c. above.

Study on Child Poverty and Disparities is expected to provide
evidence that would inform the new strategy/programme.

MICS-2006 was widely used for analysis of situation and
determine priorities. MICS-2010 will contribute in the same way
for the new WIS.

Through the INEInfo project (a local version of DevInfo).

MICS3 and MICS4 will also provided date if it is completed as per

From studies undertaken

Household Survey (MIMS)
Office involvement in govt.?

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)

support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
support of/collaboration with Govt. in drafting or reviewing
the PRS (P)
Specify govt.?                                                  Other office
Participated in the finalization of developing ANDS sectoral
strategies and ANDS 2008-2013

UNICEF has had the opportunity to help Council members adjust   other
the plan and use the plan as basis for its own planning
Reviewing drafts and providing comments were realized as part          other
of overall UN contribution to the process.

Particularly, in the inclusion of a separate chapter on children and
other chapter relevant to child rights.


UNICEF has been very active in providing comments and
observations on the different drafts of the programme.

See (1.c)
In the current PRSP almost no support was given; in the next
PRSP being prepared next year we are supporting the diagnostic
on the education and social protection sectors in particular and
will integrate elements on child poverty and social protection in

Sector colleagues provided support for the write up and the         other
analysis for the data through thematic groups.
Provide feedback and comments through the relevant joint
Government/Development PartnerTechnical working Groups.

Commenting on drafts as part of UNCT

Financial and technical support provided by the Joint Office     other

UNICEF participates in the work of sector groups such as         other
Education, Health, WASH, Child Protection, Poverty, Governance
and Rule of Laws, etc.

Technical and data support, participation in elaboration,and
financial support to publication

Provided evidence based information to feed into the
multidimensional analysis of poverty and into the chapter on
social protection

See above

The PRSP was finalized and approved in January 2009. UNICEF
participated in all stages of its development. Under the leadership
of the Resident Coordinator, sector programmes contributed
technically to the improvement of the draft document for their
respective sectors

financing consultants for Health part.                  other
Expertise for different sectors included in the PRSP.
Technical support to the Nationcal Council for Children and
Adolescents and the social Sector Ministries

This will be forthcoming in 2010.
Provided technical assistance and gave comments on drafts


Reformulation de politiques Sectorielles                    other


UNICEF ICO organized a national consultation on children at the
end 2006, co-chaired by UNICEF Representative and Deputy
Chairman of the Planning Commission, Mr. Montek Singh

some work was done in the Education, WatSan and health
components of the essential services Thematic working group


UNICEF participated through provision of inputs into sector
strategc plans
Round Table Implementation process, Sector Working Gropus   other
and preparatory meetings.

Used consultants and staff
Draft technical sections were commented upon in technical
review meetings upon invitation.


Full participation and commenting on the draft action plan

Comments on the draft PRSP annual review report, participation
the finalisation of the PRSP annual evaluation framework

In 2009 Government reviewed the PRSP 2006-2010 indicators
and UNICEF participated in this exercise along with other
Provision of TA to the government to negotiate its new
agreement with the IMF

In drafting yes, but in reviewing no.

UNICEF technical support, through three consultants seconded to other
the Ministry of Planning and Development, assured consistent
support to coordinate inputs, consolidate comments and produce
timely revisions for timely completion of the evaluation. As follow-
up to the evaluation, UNICEF has been requested to support the
Ministry of Planning and Development in the preparation of the
next national development plan in early 2010.

Not applicable

Reviewing and commending on drafts as above

Supporting and drafting the Chapter on Child Rights and
providing comments n the draft
UNICEF supported the elaboration of the design of the Stategic        other
Plan of Programa Amor, to address children in vulnerable

Financial support for reviews

At sectoral level, as indicated above. Most intensive support is in
the health strategy development process. This process has been
considered very good now by the HIV development partners.
Though UN or other DPs were not invited during the whole
drafting process, however, after the presentation of LTDS, on
behalf of all UN agencies, UNRC (a.i) sent an official comments on
draft (LTDS).


- Children provided useful input into EDPRS drafting through      other
2007 Children's Summit meeting with participation of over 400
children delegatate from all over the country.

Not done

in specific domains playing a key role in education, social
protection, protection and child poverty

UNICEF participated in the PRS international advisory group and
provided comments and inputs in all stages of PRS development,
including the reviews/progress reports.

Drafting of chapters in the document were jointly done with       other
government and other partners

led consultations in Somalia                                      other

support of/collaboration with
Govt. in drafting the ten year development plan

comments provided regarding children and women

Support to PRSAP unit to attend AU Conference of Ministers in
charge of social wdevelopment
PRS draft was reviewed and UNICEF comments were sent to the
PRS working group

UNICEF has recently compiled and shared with Government            other
extensive comments on the first draft of a Concept Note for the
development of MKUKUTA II and the Long-Term Growth and
Development Plan. However, a formal mechanism for sharing
comments systematically is still to be defined. Government has
recently requested the UN for support to the drafting process of
the next MKUKUTA. Discussions on how to respond to this
request in the context of the One UN are ongoing.


yes, see answer to c.

As above (a,b,c)

Is planned for 2010.

Provide feedback and comments through the relevant joint

reviewed and provided detailed comments directly on the text on
children's rights issues

Support to consultants working with Sector Advisory Groups
Offered to support government with experts/technical assistance other
on child rights and social protection as a means of supporting the
development of the medium term plan.
Specify other?                                                     SWAps in country -



Representation on the CNAC is at a high level (Vice Minister or     No
National Director) and includes 16 ministries, the National
Institute for the Angolan Child (INAC) and 18 civil society
representatives. UNICEF is the only international agency
represented at the CNAC. The Representative attends meeting of
the Council and programme staff drafted the bi-annual plan and
participate at the working groups, which analyses trends and
propose policies in relation to children. Technical support is also
given through a national consultant focusing on the
implementation of the 11 Commitments at municipal level and
the creation and operationalisation of the CNAC structures at sub-
national level.


It is now being discussed with the Government to conduct the    No
next household survey within the framework of and as a
contribution to SPPRSD.


We are proving much support in formulating various public and   No
social policies that promote growth and reduce poverty.



The entire UN system started drafting the UNDAF and cCPAP from No
2007. The framework was based on the priority areas that the
government identified. Even though the UNDAF/cCPAP of the UN
was finalised much ahead of the government's 10FYP, the
national priority areas were identified and considered. Hence with
the other UN agencies, UNICEF's mandates and concerns were
adequately captured and thereby had influenced the National
Development plan. The Country Programme Board in March 2009
assessed and confirmed that UNDAF/cCPAP is very relevant
within the Government‘s 10th FYP.




With support of a consultant reviewed the plan Communal de   Yes
Development to ensure that children and women be provided
with community based services


The RC, who is also UNICEF Representative, co-chairs the Groupe No
d‘appuie a la Transition as well as the Development partners
group. In these capacities, the possibilities to introduce children‘s
rights into the policy dialogue at the highest level are ample. For
example at the annual meeting of Ambassadors and heads of
International Institutions, the RC is the only non-national invited
to make a formal presentation.

As member of cluster groups that also provide inputs to the PRS   No


To a limited extent, UNICEF contributed to the development of   No
the 11th Five-Year Plan (see our 2007 COAR). We are however
now more involved in the development of the 12th Five Year Plan
through various sectors and through our Social Policy and
Economic Analysis Programme.







through the support given to sectoral planification : on Health   No
and Education


Study on usage of user fees in the health sector                  No
CAEC 2010








providing input through sector coordination mechanism     Yes


Appui à l'élaboration des Plan d'actions Opérationnel -   Yes

N/A                                                       No

n/a                                                               No



As part of our 2010 workplanwith above-mentioned government       No
counterparts , we are planning to hold a conference on child
poverty reduction. We expect to mobilize interest and debate on
the substantive and policy-relevant issues related to child


The plan was presented at the UNCT retreat in 2009.   No


N/A                                                   Yes


All support to NSEDP has been coordinated through UN RC‘s           Yes
office with UNICEF providing its inputs through thematic working
groups. UNICEF provided extensive inputs for the UNCT MDG
costing and roadmap initiatives in support to the 7th NSEDP
preparation process in 2009, in addition to technical inputs in the
sectors of the nutrition, mother and child health, education, and
child protection components of the NSEDP.









No   Yes




the national coordination of the Human Development Initative is   Yes
part of the steering committee of the Local development
Programme (UNICEF programme of cooperation). to ensure
coherence between UNICEF supported programme interventions
and NHDI at local level.
Participation in the above-mentioned PARPA II evaluation was       Yes
used as an opportunity to advocate for children‘s rights and to
ensure that the evaluation addresses disparity reduction issues.
Networking and inter-personal contacts with the Ministry of
Planning and Development were also used as channels to ensure
that issues of concerns to children and child rights were included
in the consolidated version of the document. In addition to the
PARPA II Evaluation, the Government conducted its biannual
reviews of the implementation of the PARPA with the Programme
Aid Partners (PAP), the group of 19 donors that provides General
Budget Support (GBS) to the Government for implementing the
PARPA. This group is known as the ―G19‖. The UN, along with the
United States, has Associate Membership in the PAP and actively
participated in the Joint Review mechanisms. The Joint Review
mechanisms are the main channel of policy dialogue between the
Government and the Budget Support donors. It is an ongoing
dialogue conducted through 23 technical Working Groups, which
culminates twice a year during the Joint Review (March/May) and
the Mid-Year Review (August/September) processes. The
technical WGs are clustered around five thematic pillars, i.e.
Poverty and Macro-Economic Management, Governance, Human
Capital, Economic Development and Cross-Cutting Issues. The
Working Group and the Pillars form the basis of the aid
architecture in Mozambique. The Joint Review aims at jointly
reviewing progress made in implementing the PARPA in year n-1, No
Not applicable


Technical support for the National Information System on   Yes


N/A                                                        No






The delivery of CCT programme supported by WB and ADB is led Yes
by the Department of Social Welfare and Development (DSWD)
and coordinated by an inter-agency committee composed of
DSWD, National Economic Development Authority (NEDA),
National Anti-Poverty Commission (NAPC), Department of
Finance (DOF), Department of Budget and Management (DBM),
Department of Health (DOH) and Department of Education
(DepEd). UNICEF is now developing it's strategy in support of the
CCT programme. The CCT programme offers a highly integrated
policy framework for meeting the needs of mothers and children,
in that they combine protective (poverty alleviation) and
developmental (education and health care) functions


advocacy thru media, and partnership with Ombuds for Children's No
Annual Children Summits of 2008 and 2009 have provided            Yes
feedback on EDPRS implementation and impact on children. New
mechanisms set up by the President of the Republic on children's
request to facilitate the incorporation of children's concerns in
policy implementation

The development of the 2001 PRSP was done with little or no      No
direct UN agency involvment.



Drafted the Human Development Chapter of the document            No

UNICEF has led the JNA in the social services cluster, and has  No
therefore strongly influenced the RDP in this pillar. UNICEF
consequently leads one of the 5 Outcomes of the UNTP, a sub-set
of the RDP
UNICEF and other development partners are not involved in the   No
preparation of the MTSF. The MTSF is solely undertaken by
Government. Government does not include development





Advocacy: The CRC@ 20 advocacy plan marked the beginning of Yes
a longer term strategy to develop the Children‘s Agenda for the
2010 elections, with the aim of ensuring children‘s issues are well
reflected in party manifestos and candidate campaigns. The
implementation of this advocacy plan is also expected to
influence prioritization for children in the next national PRS.

The above-mentioned actions are in relation to the 11th National No
Economic and Social Development Plan which has been discussed
since last year and will be completed by 2011. There will be more
actions on this issue in 2010 and 2011 and we are consciously
trying to be engaged in the same planning process.

Components of the SITAN were used for PRSP annual progress       No

Inputs through sectoral partners                                 No

The above questions have been answered with respect to the       No
National Development Plan. In the case of the JIM, UNICEF
commented on drafts and was specifically invited to do
presentations and lead discussion on child poverty and women‘s
issues in 2006-7. UNICEF also advocated with key figures in
politics, line ministries and the EU.









Together with other partners working on the formulation of a     Yes
social protection strategic framework in 2010, which should be
the anchor of all social protection programmes and could help
inform the revisions of the national development frameworks.
Specify SWAps


There is a SWAP-like arrangement with three banks (WB/IDA;
European Investment Bank, and Council of Europe Development
Bank), though at least the World Bank covers its loan through a
separate project document (Education Excellence and Equity
Project). UNICEF has usually been invited to meetings, which
however have not taken place for the last year.
Currently, there are two Sector-Wide Approaches in Bangladesh:
(1) Health and Nutrition, and (2) Education. UNICEF is one of the
active and strategic members of the consortium of Health,
Nutrition and Population Sector Programme (HNPSP), and
provides substantial support in the procurement of vaccines, cold
chain and vitamin A. For Education, UNICEF is the current the
chair of the donor consortium for PEDPII, and a parallel funder as
well. UNICEF has been contributing substantially in the
formulation and implementation of strategies and policies in the
education sector, for quality improvement in the primary
education in particular. A key contribution by UNICEF to the PEDP-
II in 2009 was the successful piloting of a decentralised school-
level improvement planning process, which was used to leverage
―pool‖ and government funds to benefit an estimated 10 million
The Health Sector is currently preparing its first COMPACT, with
notably the technical and financial support of UNICEF jointly with
other partners. Jointly with the World Bank and the Belgium
Cooperation, UNICEF supported the review and update of the
mimum package of activities, the review of the supervision and
monitoring plan, and the definition of the community health
workers profile.
After the adoption of the Ten-year Education Sector Development
Plan (2006-2015) in December 2006, a joint technical support
from UNICEF, the World Bank and funds from AFD(French
Development Agency) was provided to the Government to ensure
its compliance with the Fast Track Initiative requirements.
UNICEF is involved in the implementation, monitoring and
evaluation of the Plan. It is member of the steering committee in
charge of supervising the ongoing evaluation of the
implementation of the first phase of the Plan.

Although there are no SWAps in the country at the moment,
there has been discussion of establishing this mechanism in the
water and education sectors. Nonetheless, UNICEF is very
involved in the donor coordination roundtables in the water,
education (co-chair in 2009), health/nutrition and indicators.
There are no similar coordination mechanisms in protection or
public policies.

While there is no formal SWAp, the EU, OHR and other
international organizations have been recommending and
supporting structural sector-wide reforms.


Burkina Faso has been involved in sector reforms. It is also
benefiting from prominent donors‘ support to accelerate the Paris
Declaration Agenda and new Aid modality mechanisms. Most of
the key ACSD related Ministries are either running SWAPs (e.g.
Basic Education; Health/Nutrition; HIV/AIDS) or preparing SWAPs
(WASH) or sector frameworks (Social Affairs). Within this
context, UNICEF Country Office has made significant efforts to
strengthen its strategic positioning and participation in SWAPs in
order to promote WFFC/MTSP results, influence policy dialogue,
leverage funds for the acceleration of scaling up of child evidence
based interventions. Over the last years, UNICEF has been a
strategic partner in Basic education SWAP (PDDEB) and Health
SWAP (PADS). However, one of the key issues and challenges in
Burkina Faso is the strong linkage and increasing dependence of
SWAPs on new funding modalities including common basket
funding. UNICEF (and UN agencies) are therefore under a very
strong political and programmatic pressure from the Ministry of
Education : UNICEF is recognised UNICEF CP), sectoral provides
Finance (coordinating UNDAF and as the UN agency thatministries
the technical input to the sector. We have great credibility and
often called upon. Health : Member of the SWAP but a technical
role in supoort of WHO WASH : Only starting now and UNICEF
has been requested by the Government to provide technical
assistance to develop the Sector Approach. Currently GTZ is
coordinating the sector.
SWAps are evolving in the two major sectors of Education and
Health. UNICEF plays a leading role in the Education SWAp
through both support to specific components of the sectoral plan
and facilitation of coordinated donor action on education reform
through the annual review and updating of the Education
Strategic Plan (ESP) and the Education Sector Support
Programme (ESSP). In February 2008, UNICEF was elected ‗Lead
Development Partner Facilitator‘ of the Education Sector Working
Group (coordination meeting of the donors) and is one of the two
agencies representing donors in the ESP/ESSP Appraisal and
Review Coordination Team. In the Health sector, the Office
contributes in similar ways, and in March 2008, UNICEF joined
the health sector support programme (HSSP2), which involves
both pooled and non-pooled mechanisms covered under a joint
partnership agreement. Movement towards SWAps emerged last
year for the new National Programme for Sub-national
Democratic Development (formerly known as decentralization
and deconcentration), where UNICEF will co-chair (with the World
Health SWAp exists on paper. UNICEF participates in efforts to
make it a reality providing support to the Ministry of Public Health
in the elaboration of its Medium Term Expenditure Framework
(MTEF) using the Marginal Budgeting for Bottlenecks (MBB) tool.

However SWAP is ongoing in Heath and Education Sectors :
National Development Plan on Education : UNICEF support the
elaboration of the Diagnostic document taking into account
national and regional priority, particularly on girls education
issues; UNICEF support the elaboration the short term strategy
on education in the framework Fast Track Initiative. National
Development Plan on Health : UNICEF support the elaboration of
the Medium Term Expenditures Framework
A Health Sector SWAP has been developed through a MoU
amongst all partners and under leadership of government.
UNICEF has substantially contributed to its development. UNICEF
financial support to the SWAP (through parallel funding) is
estimated at 11 million USD over 2009-2013.
WB recently approved a 300 million USD two years loan to
support social sectors and public finances. UNICEF CO is
approaching the WB for closer collaboration and sinergy.


Budget appropriation, fund management and accountability
follow a devolved fiscall decentralisation approach in Ethiopia.
Sectoral development plans such as the ESDP3, HSDP3 (both in
line with PASDEP 2005/6-2009/10) and UAP are guiding
documents for the development of regional and district plans and
also instruments for harmonisation of development partners‘
assistance. This highlights the importance of planning and
budgeting capacity at the district level. In 2009, UNFPA, WHO
and UNICEF jointly provided technical assistance to the MoH for
nationwide, district-oriented evidence-based planning for
maternal and child health. Health Sector partners signed the IHP
Compact in September 2008 and the Joint Funding Arrangement
for the Health MDG Performance Pool in April 2009. The pooled
funding mechanism will support districts in strengthening Health
systems for Maternal and Child Health. This type of assistance to
districts, running in parallel to block grants provided by MoFED,
will support mainly in-kind provision of basic health commodities,
UNICEF and technical assistance. UNICEF actively participated in
training is a "pooled partner" in the Vanuatu Education SWAp. In
Samoa UNICEF has signed the Health SWAp partnership
agreement as a ―non-pooled‖ partner. In the Solomon Islands
UNICEF has negotiated to sign the Education SWAp as a non
pooled partner. In Vanuatu and the Solomon Islands UNICEF has
provided technical inputs into the development of the Health
SWAps. These are not yet at the stage of finalisation.
UNICEF was the lead among in-country development partners
and the donors in the Education sector, that has a SWAP in place
since 2006. Two joint donor missions were held in 2009 and
UNICEF collated the aide-memoire for the April mission which it
presented on behalf of the mission to the Government.

There are SWAps in Health and Education. UNICEF is a key
partner in the sector coordination mechanism for both and while
contribution to the "pool" fund has been limited this has not
constrained an active role in the sector dialogue. UNICEF has also
chaired/co-chaired the sector groups on behalf of DPs at various

Oui, dans le cadre de l'Education avec l'élaboration du
Programme Sectoriel de l'Education.
La situation socio politique a entrainé la suspension des
financements. Cependant, l'UNICEF est pressnti comme un des
deux operateurs en place pour la mise en oeuvre du PSE avec le
financement adéquat Une évaluation des capacités des deux
opérateurs est prévue en 2010

Since 2005 a group of 3 (WB, DFID and UNFPA) donors has
pooled funds around 500 million (not a true SWAP) for GOI to use
for the implementation of RCH II. As the funds have not been
spent and RCHII will probably run an extra 2 years or merge with
NRHM. India is not considered a SWAP country when it comes to
Education. UNICEF supports the government‘s flagship
programme, Sarva Shiksha Abhiyan (SSA/EFA) in fine-tuning
policies and strategies to increase the enrolment, retention,
achievement and completion rates in elementary education with
its main implementing partner MHRD. The Education Programme
has focused on policy influencing, leveraging national flagship
resources, policy advocacy and contributing to the evidence base
to advance the interlinked issues of improving quality with equity
in education.
In Iraq, the mechanism is referred to as Sector Outcome Teams
(SOTs). UNICEF leads two SOTs – Education and Water &
Sanitation – and is the deputy leader of two others – Health &
Nutrition and Protection. This is a hybrid of global humanitarian
cluster system and its development comparator.

There are 4 SWAps-Education, Health, Water and Governance.
Education (KESSEP) is the most advanced of the four while
Governance (GJLOS) is the oldest. UNICEF CP is fully in tandem
with the SWAPS and provides technical and financial support.

This is the first year of a SWAP in the education sector in Kosovo.
UNICEF has been consulted in the design of the SWAP and has
been requested to take the lead for the Early Childhood Education
sub-component. In addition UNICEF has together with UNESCO
supported the drafting of a Curriculum Framework which forms
the basis for the quality aspect of the SWAP.
SWap in health sector. UNICEF is leading the MCH component of
the SWap. UNICEF participates in meetings and provides TA on
priority areas related to child and mother health
There are eight national sector working groups including in
Health, Education, UXO and Governance. UNICEF has a lead role
as the co-chair of the Education Sector Working Group (ESWG)
together with AusAid – a contribution that has been
acknowledged by the Government and development partners.
The ESWG is recognized as one of the most effective and efficient
sector working groups. In 2009, it was instrumental in the
adoption of the Education Sector Development Framework
(ESDF), the subsequent accession of Lao PDR to the Fast Track
Initiative (FTI) global partnership and the development of a
proposal to seek FTI funding, due for submission in early 2010. In
the health sector, UNICEF, UNFPA and WHO are members of the
technical working groups relating to the implementation of the
package of maternal, neonatal and child health services (MNCH
package), as well as the development of a health financing
strategy and human resources capacity development plan.
UNICEF also actively participates in the Governance and UXO
sectoral working groups.
However, the European Commission is promoting a SWAP in the
secotr of water and sanitation and severa donors have expressed
interest in a SWAP in Education. For the moment, and probably
due to the particular Governnance setup in Lebanon, these
initiatives are not mobving forward at the expected speed.
UNICEF together with other development partners reviewed and
partially endorsed the Ministry of Education's Medium Sector Plan
2009-2012. UNICEF financially supported cleaning of 2007 and
2008 EMIS data for evidence-based programming. The up-to-
date data was instrumental in securing the FTI funds by the
MOET in 2009. With joint advocacy by education partners
including UNICEF, Education Bill which seeks to make among
other things primary education legally free and compulsory, has
been passed by the National Assembly. This is a milestone
towards achieving MDG 2. The Minstry of health and social
welfare continued to be supported to implement SWAps through
the Health Development Partners forum. The forum meets
monthly to discuss policy, coordination, decentralisation, human
resource development, programmatic and strategic issues related
to the health sector. In 2009, UNICEF continued to chair the
meeting on behalf of the UN agencies together with PEPFAR. The
two co-chairs represented the Health Development Partners in a
quarterly senior managment meeting of the MOHSW. The forum
UNICEF togethr with the World Bank continued to co-lead the
technical and financial partners in education. UNICEF is very
active in the health sector coordination to move towards a SWAp
foward although the political crisis slowed down the process.

Yes, in the Education SWAP, Health SWAP, Water Swap and in the
development of a national Social Protection Programme

The health COMPACT(IHP+) and Education SWAps: active
participation in the elaboration of documents, participation in
sector pattners working groups, in annual SWAps reviews,
participation in the discussion and elaboration of MTEF (using
MBB for the health MTEF through UNICEF technical assistance)
Education has a fully fledged SWAP although no real basket
funding. The Health SWAP process is in an embryonic stage and
UNICEF is very active in both. Also, UNICEF is an active and
valued member of several Technical and Financing Partners
groups (PTFs), such as that Health & Nutrition (UNICEF leads this
group), WASH, and public financing. The PTFs include the
resident UN agencies, World Bank, the French and Spanish
Cooperations, US Embassy and EC among other bilateral donors.
Also, UNICEF is also member of the PTF Finance and
Administrative Reform group led by the French Cooperation.
The first SWAP was launched this year. It envolves the ministry of
health, the European Union and the Spanish cooperation. Only
UNFPA is involved on the side of UN.
UNICEF continues to actively engage in SWAps and donor
coordination fora. As the only financial modality used to support
the implementation of sectors‘ strategic plan through its Country
Programme is project-based financing, various SWAps in
Mozambique are maturing for progress towards the Paris
Declaration and Accra Action Plan commitments. In mid to late
2007, the Country Office reviewed the operational modalities of
its engagement in SWAp and developed a paper entitled
"Proposal for Engagement in Sector Wide Fora". The paper
outlined the pros and cons of using other types of funding
modalities such as un-earmarked contributions to pool funding
mechanisms and proposed possible ways forward in key sectors,
including financial contributions to the Common Funds in the
Health, Education sectors starting in 2009, and plans to
contribute to the Water sector from 2010. In line with this
proposal, and in consultation with UNICEF Headquarters and the
Regional Office, the Country Office accelerated its SWAp
engagement in 2008 by signing the Memoranda of Understanding
governing sector budget support in the Health and Education
sectors. In January 2009, the Country Office provided a first
financial contribution of US$ 1.2 million to the Health Common
Fund (known as PROSAUDE), complemented by a contribution of
US$ 1 million to the Education Common Fund (known as FASE)
by May 2009. The Office contributions are funded exclusively
through UNICEF
Not applicable Regular Resources, as endorsed by UNICEF

No - but there is the Education & Training Sector Improvement
Plan (ETSIP) which, whilst not classified in Namibia as a "SWAp"
has most of the characteristics thereof. UNICEF continues to
participate in development partners meetings coordinated by the
EC, along with technical involvement in annual Ministry of
Education reviews on ETSIP. The UN system is a signatory to a
devleopment partners MoU on ETSIP
Education SWAp – School Sector Reform Plan (SSRP) was
endorsed in November 2009. UNICEF is an active partner, both
technically and financially. UNICEF participates through a pooled
funding mechanism, advocating for, and providing evidence on
the equity dimension in School Sector Reform. UNICEF is
currently the Co-Chair of the Education Development Partners
and will become the Chair in August 2010. National Health Sector
Programme Implementation Plan (1) 2004/5 -2009/10. UNICEF
was involved from planning and formulation to reviewing and
monitoring the current NHSP-1 plus provision of essential health
care services to support the achievement of MDG 4 and 5 with
equity. UNICEF is currently supporting planning for NHSP (2) as
Chair of the cross cutting sub-thematic group for gender, equity,
social inclusion and child rights.
Education and Health are the only Swaps currently working.
UNICEF has been suggested to chair the education Swap for
2010. In WASH for Carribbean Coast UNICEF is the donor liason
with regional authorities.

As part of the coordination mechanisms between government
departments and Technical and Financial Partners, UNICEF is fully
involved in Planning, Implementation, Monitoring and Evaluation
of national SWaps on Health, Education, and HIV/AIDS, and
partially involved on Rural Development SWAp.

Yes. UNICEF is involved in the SWAPs of health and education
sectors, known as Health Sector Improvement Plan (HISP) and
Education Sector Improvement Plan (ESIP). UNICEF staff sits on
the SWAP related processes, such as ESIP/HSIP Steering
Committee relevant working groups in both sectors; UNICEF
chairs the DP Coordination Committee in both education and for
health (till end June 2009) groups which acts as the focal
point/hub of DPs discussing, harmonizing and aligning the
support given to the two sectors.

Yes. SWAps in health, education, economic development, HIV and
AIDS. Unicef participates in meetings, technical support and in
monitoring and evaluation of policies and strategies. Unicef also
financially contributes to the policy dissemination and normative

An Assessment was included within 2009 for increased
participation within the SWAps.

- UNICEF very involved as co-chair in th Education SWAP
- Participation in design of Health SWAP using lessons from the
very successful education SWAP - this remaqins in progress


Rough SWAPs consisting mainly in national plans in education
and health but funding still using parallel mechanisms


There are no formal SWAPS set up for Somalia or for one of the
sub-national governments. However, UNICEF is leading the
Health Sector development and is a key partner in the Education
Strategic Framework, both of which work towards SWAPs

Unicef contributes to the Education Sector Development
Framework in funding and providing technical assistance to
specific results within this framework.

Government of National Unity (north) launched a sector-wide
education policy and strategic reform in collaboration with
UNICEF, World Bank, EC, etc. There is also some discussion in
WASH sector. The Budget Sector Working Groups in Southern
Sudan provide for a where SWAps can be actively discussed.
However, it is difficult to move toward real SWAps in Sudan due
to the political dynamics of the country whereby the government
may not have the capacity to engage all the actors (including the
donors) at the same table.

There are four SWAps which were initiated in 2009 namely
Education, health, Water and Sanitation and Agriculture. UNICEF
is participating in 3 SWAps. In WASHE UNICEF is providing
secretariat support pending finalisaion of institutional
arrangements for the SWAp. In health and Education, UNICEF is a
key player in all working groups.
But the ongoing efforts in the Education sector by Government
and development partners are considered as a mini-SWAp.
UNICEF with the World Bank coordinates the Education Sector
working group. There is a National Strategy on Education
Development (NSED) and the Action Plan has been costed. The
Education is the first sector to engage on the Medium term
Expenditure Framework. It is a recipient of the Fast Track
Initiative Catalytic Fund where most development partners are
engaged with Ministry of Education in its implementation and
monitoring. As well, most development partners in Education are
well aware of each other's contribution to the Government, carry
out joint consultancy missions and fully engaged in the
development, revision and implementation of the NSED.
In Health Sector, UNICEF participates actively in the health
coordination group and provided substantively in the
development of the Health Sector Strategy particularly in
integrating MCH in the sector.
The Tanzania Health Sector-Wide Approach has been in place
since 1999. UNICEF is an active member of the Technical
Committee in the Health SWAp, and chaired 2 working groups
(EPI and Nutrition). UNICEF also contributes to the pooled donor
funds (health basket) and is therefore a member of the basket
fund committee that reviews and discusses allocations and
disbursements. The Education Development Partner‘s Group, of
which UNICEF is an active participant, contributed to Education
Sector Development Plan processes and dialogue, including
planning, implementation review, monitoring and evaluation. In
terms of funding modalities, the preferred and predominant mode
in the education sector is General Budget Support (GBS). UNICEF
is not a GBS participant.

However, the country is moving towards sectoral approaches.
Sectoral policies exist in the health, education and and water
sectors. Strong leadership and coordination in the education
Yes, we are members of:
Health SWAp; Justice Law and Order SWAp; Education SWAp;
Social Development SWAp; Water and Sanitation SWAp

In Education and UNICEF is not participating. We are planning to
review and identify UNICEF role and niche.

There are attempts in the Water sector, Education and Health.
The most advanced is in the Water Sector followed by Education

We are not giving any funding to a SWAp but are involved in the
SWAP donor groups in Health and Education
UNICEF has been developing transition strategies and program of
a national nature which would form the basis a full re-
engagement between donors and the government on policy and
program processes, and ultimately budget support in the coming
2 years. The education transition fund (ETF) is an example,
UNICEF managing the fund in trust ($ 50 million) whilst at the
same time providing technical assistance in the procurement and
policy development to the Ministry of Education Sport Arts and
Culture, promoting coordination with the MoE and supporting the
capacity development strategies.
Any UNICEF contributions to GFATM of GAVI?

As member of the Country Coordinating Mechanism (CCM) of the
GFATM, UNICEF facilitated information sharing between partners,
and provided technical inputs to support implementation and
monitoring of GFATM funded action plans. As active member of
Inter-agency coordination committee (ICC) for GAVI
Immunization System Strengthening (ISS) grant and
Consultative Group of Health and Nutrition (CGHN) for GAVI
Health System Strengthening (HSS) grant, UNICEF continued to
engage with partners and provided support to MoPH to
implement and monitor GAVI supported activities.
An application for GFATM funding was rejected some time ago.
UNICEF staff assists MOH in the review of annual progress reports

UNICEF played a leading role in introducing ITNs in Angola in
1998, in the scope of supporting the National Directorate for
Public Health of the MOH in accelerating the reduction of child
and maternal mortality (almost 30% of which are caused by
malaria). Since the third round of the GFATM, UNICEF, as a
member of the National Malaria Working Group, participated in
the design of the proposal. Once funded, UNICEF is a sub-
recipient for the promotion and distribution of LLINs and, as such,
sits regularly at the CCM. For the 7th round of the GFATM, which
is currently under implementation, UNICEF again participated in
the design of the proposal and also continues to play the sub-
recipient role. UNICEF is represented at the CCM by UNAIDS.
UNICEF assisted the INLS in 2009, within the context of the UNJP
for HIV, in the development of the GFATM round 9 proposal. It is
important to note that application for the GFATM round 9 in 2009
was decided at the last minute because of the challenges of the
global crisis and fall of oil revenues. This resulted in an unplanned
request from the government to UNJP to provide technical
Non applicable
UNICEF Health and Nutrition Officer is a member of the CCM
working group on HIV/AIDS and has contributed staff time for the
development of the round 2 proposal. The UNICEF Representative
is also a member of the CCM Steering Committee.

UNICEF was closely involved in the process of preparation, review
and commenting of Round 9 HIV proposal to GFATM, which has
been approved lately for funding. UNICEF also made technical
inputs to GAVI Health Systems Strengthening (HSS) proposal
development last year, in 2009 contributed to financial
management assessment initiated by GAVI secretariat. GAVI
Alliance proposed to UNICEF to perform programme monitoring
for 3 years HSS project implementation, which is now under
consideration. active member of the GFATM Country
UNICEF was an
Coordination Mechanisms Technical Working Group on HIV/AIDS
that developed the proposal for the Rolling Fund for GFATM grant
round 2. UNICEF input was instrumental to including Pediatric
ARV supply for Children living with HIV. UNICEF is fully involved
in the GAVI, and supported the Health Ministry and Health
Directorate in the preparation of the GAVI Annual workplan with
budget and in quarterly review of progress. In addition, UNICEF
participated in different committees like Inter-agency
Coordination Committee (ICC ) and relevant sub-committees.
UNICEF assisted in drafting of the GAVI phase II application and
GAVI annual report 2008 (submitted in 2009). Bangladesh
received through UNICEF US$ 46 million for Hib vaccines in
pentavalent (DPT-HepB-Hib) form for 2009 and facilitated
procurement, delivery and distribution of pentavalent vaccines.
No involvement.

In 2009, UNICEF was very active as a member of the Joint UN
Theme Group on AIDS and assisted the government in identifying
gaps, priorities and developing of the PMTCT component of the
Rolling Continuation Channel proposal to the Global Fund to Fight
AIDS, Tuberculosis and Malaria/Round 3. The RCC was approved
and the implementation of this project component will be
provided with UNICEF expertise which is stated in the signed
agreement with the country. UNICEF was also active in providing
expertise at the development of the new State Programme on
HIV Prevention for 2011-2015 and advocated for the special
emphasis on the PMTCT system strengthening, prioritization of
the protection of young people from HIV and widening of
reproductive health services to families with PLHIV for elimination
of perinatal HIV infection.
UNICEF played a pivotal role in the development of the proposal
tto the Global Fund on AIDS by providing high quality technical
assistance an investing in the mobilization of external experts to
support the process. it ensure a strong emphasis on OVC. The
proposal has received a B2 approval pending some clarifications
Global Fund on AIDS:
Tuberculosis and Malaria (GFATM): Technical support as a
consultant was recruited by UNICEF for supporting the Malarira
National Program in the development of documents related to its
request of funding for LLIN within the framework of the Global
Global Alliance for Vaccines and Immunization (GAVI): no specific
support in 2009.

UNICEF is an active member of the Project Steering Committee
for GFATM. The Project Coordination Meetings (PCMs) are in
principle conducted on monthly basis wherein technical and
coordination issues were discussed. Further UNICEF is an active
participant and a signatory on the project proposals for GFATM
and GAVI.

UNICEF is an active member of the UN Theme Group on
HIV/AIDS, and participated in the elaboration of, most recently,
the national proposal for the 9th round of the GFATM, which was
approved with a budget of approximately US$27 million.
Important PMTCT interventions are contemplated in this proposal.
UNICEF also provided technical assistance with the interagency
immunization group in the elaboration of a proposal to GAVI for
the incorporation into the national EPI of the anti pneumoccocal
antigen. A response is still awaited from GAVI.
As the Chair of the UN Joint Team, UNICEF has been contributing
and coordinating UN inputs into GFATM proposals. GFATM Round
9 has been approved for US$ 48,667,684.
UNICEF provided comments on GFATM Round 9 proposal via
UNICEF also co-funded the salary costs of a Development
Assistance Coordinator in the National AIDS Coordination Agency.

UNICEF is a memeber of the National Commettee.

UNICEF was part and parcel of the entire GFATM Round 9
proposal development process, providing technical and financial
support. The process included 16 in-depth group interviews with
representatives of most-at-risk groups and stakeholders.
Interviews aimed at strengthening the proposal situation
analysis, and at defining strategies and priorities better. UNICEF
was responsible for arranging and facilitating interviews on HIV
education in schools, PMTCT, and OVC. In addition, two UNICEF-
funded studies, which were commissioned as part of the proposal
development process, complemented interview findings. The first
one was an analysis of programmatic, technical and financial
gaps in the area of OVC, and the other one a rapid assessment of
the magnitude of illicit drug use in Burkina Faso. During the
proposal writing phase, WHO, UNAIDS and UNICEF shared the
cost of six participatory five-day proposal writing workshops.
UNICEF‘s contribution amounted to USD26,000. Overall, UNICEF
staff time for technical input is estimated to represent 70% of the
Chief of is member of the Country Coordination Mechanisms for
UNICEF HIV programme‘s time for 3 months, and 20% of two
GAVI and the Global Fund. Technical assistacne is provided in the
preparation of submission, revie and comment on the work of
consultants, and approve the documentation that goes to GAVI
and or Global Fund.
UNICEF is a member of the Country Coordination Committee of
the GFATM but will relinquish this seat in a reorganization and
downsizing of the CCC. UNICEF supports the National
Immunization Programme/Ministry of Health in facilitating the
introduction of Hepatitis B vaccination, supported with GAVI

Saff support in developing technical documents; hiring of
consultants who furnished technical assistance; financing the
participation of Government staff in the task review meeting that
took place in Nairobi Kenya to peer review proposals for malaria;
evaluation of the introduction of the pentavalent vaccine against
hepatitis; funding the participation of government staff in a
regional workshop on resource mobilization for immunization
UNICEF, in partnership with WHO and UNFPA, supported the
national authorities to present the proposal by the country under
the 8th round of the Global Fund which has been accepted for
implementation in 2010 The office participated in the discussion
and elaboration of the Management and Procurement Plan, and
has participated in the meetings with the National Aids Council
(INC) to review the proposals for the Global Fund that have since
been accepted.

Global Fund: Malaria round 9 - support provided together with
GAVI: UNITAID: Support for the development of PMTCT supplies
component of a proposal was aproved. Since then, UNICEF
together with Copenhagen, has been working with CNLS, the
Ministry of Health and other partners to ensure that the micro-
planning is undertaken, funds from the Global Fund that were
dedicated to the purchase of PMCT are reprogrammed, and that
the country is able to absorb the drugs upon their arrival. The
Representative is also a member of the CCM and a sigificant
amout of time will nee to be consecrated to support of GFATM, as
the CAR past performance has lead to freeze of funding effecively
if not formally at present.
Through the Procurement Service of Copenhague, UNICEF
facilitates provision of vaccines for the Government.

There is no such interventions currently in Chile.
UNICEF is an active member of the CCM-GFATM, which is led by
the Government. UNICEF participates actively in the AIDS
Working Group and the Procurement Working Group within the
CCM-GFATM and therefore provides technical inputs to the
ongoing work. The China-GAVI Hepatitis B (HepB) project is
scheduled to finish this year. Huge achievements have been
made on coverage of HepB vaccine, not only in project areas but
nationally, as reported in the NHSS summary (vaccine coverage
in 2008 was 90.9% in urban areas and 93.8% in rural areas) and
on reducing infection rates among under-fives (which has has
dropped 8.7% to <1% nationally. (REF Cui FQ, Wang XJ, Cao L,
2007. Progress in hepatitis B prevention through universal infant
immunization–China, 1997–2006. MMWR Morb Mortal Wkly Rep
56: 441–445.) UNICEF has strongly supported HepB vaccination
in its project sites (REF Yuqing Zhou, Huaqing Wang, Jingshan
Zheng, Xu Zhu, Wei Xia and David B. Hipgrave. Coverage of and
influences on timely administration of the Hepatitis B Vaccine
During 2009, Remote Rural Areas the HIV/AIDS Republic of
Birth-Dose in within the context ofof the People‘s theme group,
UNICEF Colombia contributed to the preparation of the HIV/AIDS
porposal for the Global Fund.

UNICEF has given technical support to the development of the
proposals for Round 8 and the preparation for Round 9 . UNICEF
resumed participation as Co-Chair in 2009 following rejection by
NYHQ in 2008 of proposal for UNICEF Comoros to become
Principal Recipient. UNICEF continues to facilitate the government
for vaccine acquisition through GAVI - technical support for
projections and quality assurance, orientatiion to rules etc.
UNICEF contributed actively to the development of national
proposals to the 9th round of the GFATM, through technical
support from both Country Office and Regional Office. Regarding
HIV/Aids in particular, UNICEF advocacy and support focused on
HIV/Aids prevention among vulnerable youth/adolescents and
paediatric care of infected children. The HIV/Aids proposal was
approved with a a funding amounting to 26,825,263 € for the
period 2010-2015

UNICEF has been deeply involved in all phases of the Global
Funds proposition through its technical related staff, since this
was considered as a highly important opportunity for leveraging
of funds for major UNICEF programme areas. UNICEF was able to
contribute to the high quality of the proposal, which then
received the requested funding. UNICEF has also been highly
invlved in all GAVI related issues in very close collaboration with
the Ministry of Health relevant departments and officials,
especially as regards the monitoring of the use of funds, its
disbursement and GAVI mission visits.
No contributions.

As a memebr of both CCMI and ICC, UNICEF is a very active
partner in providing technical support togovernmeent in the
review of the Sitan, proposls writing and the interacting with
donors. UNICEF also contributes financial support for recruitment
of additional technical assistance for for proposals developmet. In
2009, substantial support has been prvided to HIV/Aids and
Malaria proposals for the round 9 of GF, and for the submission to
GAVI of additional support for the introduction of new vaccines
GFATM: UNICEF provided technical support in the preparation of
the 9 th round. UNICEF represents the Thematic Group in the

- GAFTM:CO staff of different sections (Child Protection, Health,
Education and HIV/AIDS) has been actively involved in
contributing to the GFATM proposals. For the malaria window HQ
support has been brought in. UNICEF is seenas a very infuential
partner of the GAFTM in DRC.
- GAVI: UNICEF contributed with staff time to evaluation post the
introduction of the new pentavalent vaccin. In addition UNICEF
hired a consultant to make an inventory of the cold chain in the
country. in collaboration with WHO, supported MoH and
developed the proposal on Heath Systems Strengthening (HSS)
window for the Global Alliance for Vaccines and Immunization
(GAVI) that was submitted in August 2009 to the GAVI
secretariat. UNICEF also provided support to MoH in developing
the revised proposal for the second phase of round 5 of Global
Fund for AIDS, TB and Malaria (GFATM) for the HIV/AIDS
program that was approved for the period of April 2009 - March
Since 2008, UNICEF has participated actively in the development
of the national proposals for the Global Fund. In 2008, UNICEF
coordinated the UNAIDS and a fulltime technical support was
provided. During 2009, permanent technical support was given
trough the health specialist.
In 2009 the proposal was approved by the Global Fund

None in 2009

UNICEF chaired the thematic group of HIV & Aids this year. It has
participated in the drafting of the proposals, as well as
monitoring and technical support to sectoral ministries,
particularly the Ministry of Health and the national governing
body ,CONASIDA (National Council for AIDS.
UNICEF procures all the antiretrovirals through our SD to the
Global Fund and is part of the CCM


UNICEF has actively supported Pacific Island governments to
apply for funds from GFATM, and in coordination as they
implement activities within their respective HIV national response
plans supported by GFATM. UNICEF is part of Country
Coordinating mechanisms for the Pacific region, as well as
national Country Coordination Mechanism (CCM) for HIV and
AIDS in Fiji. UNICEF thus participates in coordinating
implementation, provision of oversight, as well as providing
technical support.
UNICEF was involved in the process of development of the GFATM
funding proposal in Round 8 (Gabon‘s proposal was approved on
principle in October 2008) and its finalization phase that led to
the agreement signature in October 2009. Apart from dedicating
time of the HIV/AIDS Specialist, UNICEF hired a consultant to
work with the team on the development of the required
UNICEF CO maintains a strong presence in both the CCM for
GFATM and ICC for GAVI related activities. UNICEF provided both
technical and financial support to the development of the
comprehensive Multi Year Plan for immunizations (CMYP) and
technical input to the development of the Global Fund for
HIV/AIDS, Tuberculosis and Malaria. Already, Round 9 application
for malaria has received approval with minor clarifications.

As a UN member on the CCM for GFATM, UNICEF has actively
participated in the development of proposals with the more
intense involvement in malaria and HIV/AIDS. Significant
technical support provided to Global Fund Round 8 proposal for
malaria, Rolling Continuation of the Round 4 grant and the
proposal for the Affordable Medicines Funding. Through these
grants, an additional $228 million dollars will be invested in
malaria control activities in Ghana over the next five year period
and an additional USD 3 million was leveraged for PMTCT through
reprogrammed Global Fund resources. The timely preparation
and submission of new vaccine introduction proposal worth $3.7
million to GAVI for the Pneumococcal, Rotavirus, and the second
dose of measles, scheduled to take off from 2011.
UNICEF Guatemala played the key role to the development of the
national proposal to the Global Fund. At UNICEF's request a
meeting with the President of the Republic attended also by the
Resident Coordinator, PAHO and UNICEF Representatives took
place in order to highlight the risk of loosing more than US$ 50 M
from the Global Fund to fight the pandemic. This was particularly
disturbing because two previous proposals from Guatemala were
rejected due to poor quality and relevance.
UNICEF provided high level technical assistance and contributed
to generate a more comprehensive and negotiating approach
among the members of the CCM
L'UNICEF est Membre du CCM (Organe de coordination et de
pilotage du Fonds Mondial) et participe à la prise de décision et à
l'orientation des projets pour financement.
L'UNICEF a participé à l'élaboration du Cadre Stratégique de
Lutte contre le Sida 2008 - 2012 de façon à y intégrer la
Stratégie des 4P.
GAVI: techncial support by CO staff and WCARO GFATM:
technical support by CO and WCARO staff; together support on
producing an emergency rescue plan in which UNICEF will
support distribution of ITNs; financial support $ 6,000 for
meetings and workshops that defined this plan
For the Guyana CO, with regards to development of national
proposals to the Global Fund on AIDS, the CO provided technical
support to enable successful accessing of US$10 million from
round 8, and have contributed technical & human resources
towards the application process for round 9. The CO provided
technical support for accessing GAVI funding during 2009 also.
For the Suriname CO technical input to the development of
GFATM within the framework of the UN theme group on HIV AIDS
was provided.
Trinidad & Tobago CO had none reported for 2009

UNICEF provided technical assistance in developing the National
Proposal for the 9th Round GFATM. Honduras was granted 11
millions US dollars this year from GFATM.

HIV section has contributed to the development of the RCC 2
(HIV) both with staff time and by supporting one consultant
working with NACO for finalization of the proposal's budget. It
has also contributed with staff time for the development of RCC
4. In addition, during the first part of the year, UNICEF was a
member of the Country Coordination Mechanisms. In 2009
UNICEF supported the development of new vaccine support
application for introduction of penta-valent vaccine in 10 states of

UNICEF is currently representing the UN in the CCM. In addition,
is highly involved in providing technical assistance to the
Government in both areas of malaria (GFTAM) and immunization

In his capacity as the Chair of the the HIV/AIDS inter-agency
theme group, UNICEF representative is a member of the Country
Coordination Mechanism (CCM) for HIV/AIDS that is the body
that develops proposals to the Global Fund on AIDS. Other
HIV/AIDS related Strategies such as the 3rd Iranian National
Strategic Response to HIV/AIDS are coordinated through the
UNAIDS Secretariat. UNAIDS Secretariat representative consults
member UN agencies, including UNICEF, on draft strategies.
Iraq is not entitled to GAVI assistance.

Staff support was given as part of the HIV/AIDS Theme Group to
assist the governement in their submission of the GFATM.
specifically on HIV/AIDS. The involvemnt was marginal due to the
governement authorities taking on the responsibility almost
unilaterally. This year, the funding proposal was rejected by the
UNICEF is a member of the Country Coordination Mechanism
(CCM) and of the UN Theme Group (UNICEF is in fact the current
Chair of the UNTGA, which rotates between WHO and UNICEF)).
In its capacity as the chair and member of CCM, UNICEF
participated in the development of the proposal for Round 6 of
the Global Fund. UNICEF reviewed and provided comments on
the proposal and contributed to the planning and monitoring of
the implementation of the Fund, after the Government of Jordan
received the grant. UNICEF met and discussed issues with the
staff of the Global Fund in their monitoring visits to Jordan.
Yes, experise ws provided to include PMTCT issues in the

UNICEF provided strategic technical support through staff and
consultants time, to government institutions to develop both the
HIV/AIDS and Malaria proposal to the Global Fund. Further
technical support and advocacy was provided to support Kenya's
appeal process after its proposal was rejected by the Global Fund
on questionalbe "technical" grounds. Similarly the UNICEF health
team provided ongoing technical support to the GAVI process.
The UNICEF Youth Development Officer has been very
instrumental in preparing the first Global Fund submission and in
lobbying for the inclusion of Kosovo in this funding mechanism.

UNICEF is mainly involved in HIV/AIDS GF. joint training on
pediatrics Aids and improvement of access to PMTCT.
preparation of grant application to the round 9.
UNICEF provided assistance to the Government and stakeholders
on the consolidation of the Global Fund Round 6 and Round 8
proposals. UNICEF is also an active member of the Global Fund‘s
Country Coordinating Mechanism. In 2009, UNICEF has also been
instrumental in establishing the thematic group on community
care and support to address gaps and bottlenecks in this area, in
collaboration with the Global Fund and other key stakeholders.
UNICEF, together with WHO, has provided technical assistance to
develop the Lao PDR Government‘s proposal for the introduction
of new vaccines (Pentavalent) to GAVI in early 2009. The
introduction and nation-wide implementation of the new vaccines
were jointly supported by UNICEF, GAVI and WHO.


In addition to the current EC (Euros 11.3million) and GF Round 7
(USD 10 million) envelopes for OVC, the Governmnet of Lesotho
from 2010 will receive USD 30 million from GF Round 9. UNICEF‘s
technical guidance and financial contribution to the preparation of
the proposal for GF Round 9 was instrumental in leveraging
additional resources for OVC. The EC has pledged another Euros
27 million for OVC programming for 2012-2016. The Office
helped with the GAVI progress Report.

Staff supported (TA) preparation of GFATM proposals.

UNICEF provided significant technical inputs for the preperation
of the appliation to the GF
UNICEF provide technical inputs to the development of national
proposals to the GFTAM including hiring of international
consultants and bringing exprtise from HQ. UNICEF‘s support to
the Global Fund Country Coordinating Mechanism (CCM)
materialised by positioning the organisation as a sub-recipient for
HIV funds while securing a total of 126 million USD for malaria.
UNICEF provides technical support to the Ministry of Health for
any issues arising from GAVI.

UNICEF is always involved in the proposal writing of the global
fund proposals through technical expertise in health, HIV and
child protection
UNICEF has been chairing the UNTG on HIV/AIDS, and been
lending critical support towards the formation of the CCM and the
drafting of the national proposal to the Global Fund.

UNICEF has been actively supporting the implementation of the
Global Fund on AIDS as member of the Country Coordination
Mechanism, technical sub-committees, and the UN Joint AIDS

The Chief of our Child Survival section is the current Chair of CCM
of the Global Fund. UNICEF provided both technical and financial
support for the preparation of the round the 8 HIV/Aids proposals
and round 9 Malaria proposal and advocated for their adoption
and funding
- Under the Country Inter-agency Coordination Committe (CCIA,)
UNICEF is an integral partner along with other partners i.e.
USAID, French and Spanish Cooperations of the Country
Coordinating Mechanism (CCM). UNICEF has provided technical
support in the elaboration of proposals and in reporting on the
Global Funds issued by Government. - UNICEF remains the main
key partner to GAVI, UNICEF finalised the needed document for
the inclusion of the new vaccine (Pentavalent). Also, UNICEF
prepared the pluri-annual plan for EPI along with the financial
sustainability plan. Please note that as leader of the partners
group on health & nutrition, UNICEF has led (on behalf of
partners) the discussions with the Government on the issue of
relations with the Global Fund (suspended the AIDS window in
UNICEF provided technical assistance and financial support to the
National Coordination Committee on HIV/AIDS to develop
Moldova's proposal to the GFATM Round 9 UNICEF is providing
asssistance to the Government on GAVI support by providing
technical assistance for developing and submitting required
reports and documentation for procurement of DTP-Hib vaccines
and related supplies through Supply Division.
Technical support was provided to the MOH in preparing a
proposal to the Global Fund to Fight AIDS, Tuberculosis and
Malaria (GFATM) 9th Round, which was approved and in total
USD 4.2 mln is expected to be received. The project proposal
focuses on strengthening the health system in Mongolia. (Phase
1: 2007-2015; phase 2: 2016-2021) and the Action Plan 2008-
For GAVI, UNICEF and WHO drafted a USD 500,000 proposal for
the HSS which included application of the RED strategy for local
level micro-planning and identification of unreached population.
The Programme Specialist is a member of the UN Joint Team on
AIDS. UNICEF participates in CCM on the implementation of
GFATM Round 5, and along with other partners, leverages to
achieve results for young people. UNICEF participated in the
development of the GFATM Round 9 application and has been a
member of the SAP for consultants.

UNICEF contributed staff time in the development of the national
proposal to the global fund on AIDS, Tuberculosis and Malaria.
Morocco is not eligible for GAVI applications.
UNICEF provided technical assistance and staff support for the
development of national proposals for the Global Funds on AIDS,
Tuberculosis and Malaria (GFTAM). Successful advocacy and
leveraging of resources resulted in approval of a US$ 67,401,102
grant for Malaria and conditional approval of a US$ 69,377,979
grant for HIV and AIDS for the GFATM Round 9. Within the GAVI
framework, over $11 million worth of pentavalent vaccines (DTP-
HepB-Hib) are being purchased through UNICEF procurement
services (approximately 2.1 m USD worth of vaccines in 2009),
while pledged support of approximately US$ 20 million through
the Health System Strengthening (HSS) for the period 2009-2012
and US$ 1.2 million through Civil Society Organisations for the
period 2009-2010 was reconfirmed. Once approved by the GAVI
Executive Board, it is envisaged that these funds will be
channelled through the PROSAUDE Common Fund modality.

UNICEF is contributing substantial amount of technical staff time
in GAVI Health Syatems Strengthening porject; UNICEF is also a
mamber of HIV/AIDS technical group for Global Fund whcih also
takes a lot of time. UNICEF has been themegroup Chair since
Technical support: 1. UNICEF technical staff involvement
(estimated 120 hours of staff time, including Representative)
2. Additional time of Rep as chair of national Partnership Forum
on HIV/AIDS on convening, advocacy and coherence of
development partners support for the proposal development
3. Senior technical consultant provided by UNICEF to the drafting
UNICEF has been actively involved in proposal development for
GAVI funds. As a member of the technical working group, UNICEF
provided technical as well as administrative support to develop
the GAVI proposal. UNICEF also supports implementation and
monitoring of activities. GAVI funds are used for a range of
immunization related activities such as Health System
Strengthening, cold chain and the introduction of new vaccines
where UNICEF plays a key role in the provision of technical
assistance. UNICEF HIV & AIDS team supported the development
of the Global Fund Round 9 proposal on PMTCT and CABA.
UNICEF also conducted size estimations for CABA in the absence
of Nepal figures in this. The GFATM proposal M&E matrix was also
supported by UNICEF.
UNICEF participated in all discussions and provided technical
asistance hiring a consultant as part of the team in charge of the
preparation of the 8th round for Global Fund, and dedicated 25%
of UNICEF staff time during 3 months. For the 9th round for
GFTAM we participated as part of the approving mechanism. In
2009 UNICEF did not provide support for GAVI submission. To
complement, UNICEF TACRO provided GAVI funds to be used
according priorities defined by the country: pneumococo vaccines
and to strengthentechnical program.for the drafting of the
UNICEF provided the PAI support
proposal for the AMMF as well as for the ninth round of the
GFTAM (Malaria and HIV/AIDS).
A technical support has been also provided for the GAVI annual
report and for the funding proposal for the strenghtening of GAVI
Immunisation services window
Staff time in supporting revisions to GFATM grants. Staff time
and support to meetings on reprogramming HIV grant for PMTCT.
Malaria grant is on implementation stage, so staff time for
coordination of different malaria activities. For GAVI, the ISS
(immunization systems strengthening) component was blocked
due to concerns regarding data quality. We provided technical
and financial support to conduct data quality self-assessment and
to implement data quality improvement plan.

UNICEF has been requested by the government to be the PR for
GFTAM as a result the office has been actively involved, together
with WHO in preparing the necessary documents. UNICEF has
been facilitating between the government and GAVI to ensure a
smooth supply of vaccines along with the necessary reporting.

Technical inputs to the final draft of the AIDS proposal to the
GFATM – Three UNICEF staff, Section chief, HIV/AIDS (IP) and
two national officers
 provided technical assistance during the round 9 proposal
development process, specifically on PMTCT , paediatric AIDS
treatment; HIV prevention among young people.
•	HIV section chief worked closely with WHO doing the reviewing
and editing of round 9 proposal GAVI: One UNICEF staff (health
section chief) contribute to the GAVI proposal development
process together with WHO specifically in the projection of annual
vaccine and supplies requirements; facilitate the process to
provide all GAVI vaccines procurement through UNICEF

Being a member of the UN Joint Team on HIV-Aids, UNICEF has
participated in the preparation of the country's proposal to the
ninth round of the Global Fund on AIDS. This had two
components: HIV prevention among children and adolescents and
strengthening the existing services in health facilities. Only the
latter was approved by the Global Fund.
UNICEF advocated for allocations to PMTCT and paediatric AIDS
and provided technical assistance for the inclusion of these
themes in the the country's proposal for the sixth round.

UNICEF is an active member of the CCM of the Global Fund.


- Participation in proposal design (scope) and writing groups

UNICEF consistently supports the development of GFATM
proposals through the designation of staff time and technical
assistance from the Health, WASH and Communication Sections.
At the managerial level, UNICEF participates in the CCM (Central
Coordinating Mechanism) which is currently chaired by the
Minister of Health. Monthly meetings are supported by the
UNICEF Deputy Representative and Health/WASH Specialist.
Contributions in financial terms have also been made to support
the development of technical proposals and retreats required in
the development of related documents. UNICEF has also
supported external trips to targeted Governmental staff and also
bought CD4 equipment for the HIV/AIDS Programme in
UNICEF played a key role for giving enough importance to PCMT

Based on evidence/data from the UNICEF supported research
among street children and MARA, the GFTAM Round 8 project was
prepared identifying MARA/EVA as one of the priority target
populations. Project implementation started mid 2009. UNICEF
has been asked to be a partner in building the capacity of the
NGOs involved to implement projects for MARA. The first capacity
building sessions have already been held.

UNICEF's Child Survival and Development programme staff
collaborate with staff of other partner institutions and goverment
to develop the proposals for Rounds 4, 6, 7, 8, 9. Proposals for
rounds 8 and 9 were rejected
UNICEF contributed to the development of the Round 8 GFATM
HIV Proposal and the Malaria Phase 2 [UNICEF is PR for the
GFATM grants]. UNICEF also contributed to the development of
the forthcoming GAVI grant on HSS.
Under the leadership and coordination of UNAIDS and as part of
the UN Team on AIDS, UNICEF provided technical support for the
formulation of Round 9 Global Fund proposal, which has been
approved by the GFATM board. As for GAVI, as a middle income
country South Africa does not qualify for GAVI support.


The country coordination mechanism and Sudan National AIDS
Control Programme (SNAP) decided to apply for Global Fund
Round 10 funding using the national strategy application . SNAP
is also currently reviewing the national strategic plan (2004-
2009) and is in the process of developing the new plan (2010-
2014) which will be used for Global Fund applications. UNICEF is
contributing significantly to the review and the development of
the national strategy application, through technical support to the
three main thematic areas namely: Prevention, Impact mitigation
and cross cutting issues with focus on vulnerable population.
UNICEF is also supporting two international consultants to
support SNAP in the review of the old national strategy
application namely: response analysis , gaps and key priorities
for next strategy and also the development of the operational
plans which will be the basis for Round 10 application. UNICEF
has worked very closely with the MoH-GoSS in the development
of both the GFATM and the GAVI proposals and reports. UNICEF
is a member of Country Coordinating Mechanism (CCM) for
In 2009 UNICEF continued to support the Malaria team to
develop an implementation plans following approval of Swaziland

in 2009, UNICEF provided technical support ( international
expert) for the development of the national proposal the GFATM.
The proposal requests USD 18 million.
UNICEF provided major technical support in the preparation of
the proposal to GFATM where UNICEF received a major portion
for HIV/AIDS programmes and services. UNICEF supported the
development of the Comprehensive Multi-year Plan for
Immunisation that resulted in substantial allocation of funding for
new and underused vaccines from GAVI. All GAVI financed
vaccines/devices are procured through UNICEF Procurement

UNICEF provided hands-on technical support in preparing 3 GAVI
applications for i) Health System Strengthening (HSS), ii)
pneumococcal vaccine to start in 2010 and iii) rota virus vaccine
to start in 2011. GFATM: UNICEF Representative is the alternate
member to RCO in Tanzania National Coordination Committee
(TNCM) and has the voting right in TNCM. UNICEF HIV/AIDS
coordinator also participates in TNCM as co-chair of the
Development Partner Groups on AIDS (DPG-AIDS). Moreover, the
HIV/AIDS coordinator is one of the five member guiding team for
Round 9 proposal development. He is expected to participate in
proposal drafting, peer review process, selection of Principal
Recipients / Sub Recipients and ensure timely submission of
Global Fund proposals.
UNICEF provided technical and financial assistance to the process
of proposal development by Thailand to the Global Fund against
AIDS, TB and Malaria to enhance more systematic and inter-
sectoral support to orphans and vulnerable children. The proposal
was not eventually accepted in 2009 but will be resubmitted.
Above all, this process triggered systematic and structured
interaction among the concerned stakeholders on this issue for
the first time.
Global Fund: support to the elaboration of the national proposal
(8th round) to ensure the inclusion of PMTCT and support to care
of children affected and infected by HIV/AIDS. GAVI: support
provided to purchase supplies, vaccines and technical support
was provided to communications and social mobilisation
UNICEF contributed with staff/technical inputs to the proposal
development for the GFTAM in 2006.
This year no proposal has been made as Turkey does not qualify
for the funds.
We contributed considerable staff time as well as funding for
travel to a "mock" proposal capacity building workshop.
We also contributed staff time to meetings and negotiations with
GF personnel, concerning release of frozen funds.

The 10th round of the GFATM proposal will be prepared in 2010 -
both the Government and the CSOs are willing to apply, thus the
determination of the principal receipicent has to be finalised in
the first half of 2010. In coordination with other UN agencies,
particularly at the UNTG on HIV/AIDS, UNICEF plans to provide
techinical support to the Govenrment and the CSOs for the
proposal development. The Government of Ukraine has no plan to
apply for GAVI funds for now.
In 2009 UNICEF reassumed as the UN Joint Team chair for a two-
year term. Among different activities, UN Join Team´s technical
support to Uruguay´s submission to GFATM Round 9 should be
mentioned. Despite considerable efforts devoted to this (affecting
NAPs attention to epidemics´ challenges and diverting
considerable resources) country´s proposal was not approved.
This was Uruguay´s seventh unsuccessful attempt to obtain funds
from GF. As UNICEF advised in many opportunities, country´s
profile makes it extremely difficult for Uruguay to be eligible for
GF grants and therefore, efforts to gain international funds should
be reoriented


UNICEF provided technical inputs and comments on PMTCT for
the national proposal to the Global Fund.

Yes, UNICEF is a sub-recipient for the Global Fund and is
responsable for the Youth Prevention component of the oPt
programme. GAVI is not operational in oPt and this is an area
that the Palestinian Authority will like support for the introduction
of new vaccines.
UNICEF leveraged and facilitated implementation of the Global
Fund Grant, providing technical support this year to UNDP and
Our Health Section as well as our Senior HIV/AIDS advisor
actively participates in the preparations of proposals to both
UNICEF was involved in the drafting process and has now been
given the responsibility to lead the procurement process which
will be in excess of US$200 million. 2. GAVI
UNICEF also supported the writing of GAVI proposals, forecasting
for vaccine requirements and reporting processes.
Country       Level of Communication with WB and
Afghanistan   some

Albania       some

Algeria       non-existent/small
Angola        large

Argentina     some

Armenia       some

Azerbaijan    some
Bangladesh   large

Barbados     large

Belarus      some

Belize       some

Benin        large

Bhutan       some

Bolivia      some

Bosnia       some

Botswana     non-existent/small

Brazil       some

Bulgaria     some
Burkina Faso                     large

Burundi                          some

Cambodia                         large

Cameroon                         some

Cape Verde                       some

Central African Republic (CAR)   some

Chad                             some

Chile                            non-existent/small
China                some

Columbia             non-existent/small
Comoros              some

Congo                large

Costa Rica           non-existent/small

Cote D'ivoire        some

Croatia              some

Cuba                 non-existent/small
Djibouti             some

Dominican Republic   some
DR. Congo           large

East Timor          some

Ecuador             non-existent/small

Egypt               some

El Salvador         non-existent/small

Equatorial Guinea   non-existent/small
Ethiopia   large

Fiji       some

Gabon      some

Gambia     non-existent/small

Georgia    some

Ghana      large
Guatemala       some

Guinea          some

Guinea Bissau   some

Guyana          some

Honduras        some

India           large

Indonesia       some

Iran            non-existent/small
Iraq         some

Jamaica      some

Jordan CO    some

Kazakstan    non-existent/small

Kenya CO     large

Kosovo       some

Kyrgyzstan   large
Laos         some

Lebanon      some

Lesotho      some

Liberia      large

Macedonia    large

Madagascar   large

Malawi       some

Malaysia     some
Maldives     non-existent/small

Mali         large

Mauritania   some

Mexico       non-existent/small

Moldova      large

Mongolia     some

Montenegro   non-existent/small

Morocco      some
Mozambique   large

Myanmar      some

Namibia      some

Nepal CO     large

Nicaragua    some

Niger        large
Nigeria              large

North Korea, DPR
Oman                 non-existent/small

Panama CO            some

Papua New Guinea     some

Paraguay             non-existent/small

Peru                 some

Philippines          some

Romania              some

Russian Federation   some

Rwanda               some
Sao Tome and Principe   some

Saudi Arabia            non-existent/small

Senegal CO              large

Serbia                  some

Sierra Leone            some

Somalia                 some

South Africa            some

Sri Lanka               some
Sudan         some

Swaziland     some

Syria         non-existent/small
Tajikistan    large

Tanzania      some

Thailand CO   some

Togo          some

Tunisia       some
Turkey         large

Turkmenistan   some

Uganda         non-existent/small

Ukraine        some

Uruguay        some

Uzbekistan     some

Vietnam            some

West Bank & Gaza   non-existent/small
Yemen              non-existent/small

Zambia             non-existent/small

Zimbabwe           some
Comments on Level of Communication

UNICEF collaborates with the WB in the areas of Education
(textbook development and teacher training) and Protection
(skills development, social work)
WB country director attends UNCT meetings and information on
programme assistance is shared. See also below. IMF country
director departed early 2009 and has not been replaced with
resident person.

The World Bank is one of the key financing bodies for the national
strategy to reduce under-five and maternal mortality in Angola.
The ACSD programme has provided a clear framework to this
strategy. Communication with the WB is strong and this was
capitalized upon in a consensus meeting that was reached around
the revitalization approach. Presently, the WB has committed
funding and technical support to the MOH to expand the approach
in 7 additional provinces of the country. Also, in August 2009
during a malaria meeting, there was an opportunity to discuss
collaboration in the area of joint child survival interventions.
UNICEF is collaborating with the WB on the development of a
learning achievements system to measure the effectiveness of
what is happening in classrooms. UNICEF is providing technical
support to the initiative and this is being matched by technical
support and funding from the WB. A pilot of the system is
The main in 2010.
expected IFIs in Argentina are the Interamerican Development
Bank (IDB) and most recently the Andean Development
Corporation (Corporacion Andina de Fomento CAF). The World
Bank is present as well.

The appropriate term would be medium level communication.
During donor team meetings (co-chaired by the UN, WB, EC,
oand USAID) of which UNICEF is a member, major initiatives,
visits or project undertakings are shared by all agencies and
organizations. UNICEF was requested in a few instances to
participate in certain meetings on the occasion of visits by
officials or technical staff of the WB and IMF and to provide
viewpoints. The Education Technical expert of the WB pays a visit
to UNICEF office systematically whenever on mission to Armenia.
Efforts were made as part of the donor Meetings to revive the sub-
thematic donor meetings which will provide further opportunities
for information sharing and collaborative work in areas of
The level of communication with the World Bank in the area of
education is very good while in other areas such as protection,
health, and analytical work there is a big room for improvement.
Recently in the area of poverty analysis and analytical work,
there have been some advancements when UNICEF met the WB
mission and received a draft report of the Living Conditions
Survey of WB. Obtaining the survey database for further child
poverty analysis is currently being negotiated. So there are hopes
to work more closely in this area as well.
Health, Nutrition and Education sectors are the key areas where
UNICEF has significant strategic collaboration with World Bank.
The World Bank is the ―Trust Agency‖ for managing ―pool‖ funds
under the HNPSP. World Bank also plays key lead role in
reviewing the existing second PRSP. UNICEF, both at the Country
Office and Regional Office, participated and made contribution to
the World Bank-organised ―Market Place‖ on Nutrition.
We are actively collaborating on a sub-regional Eastern Caribbean
reform of social safety nets schemes with the Word Bank and
UNIFEM. It has started with jointly supporting country specific
assessments in 2009 and now joint plans are being developed for
the implementation of the recommendations with individual
countries and with the OECS Secretariat fro 2010 and beyond.
Cooperation with the World Bank should be strengthened in
monitoring of economical and financial crisis impact on families
with children wellbeing and on effectiveness of social safety nets

- Information sharing.
- Technical consultations in the area of Health and Nutrition
- Participation to coordination meetings of the Health and
Education Sectors.
- Joint advocacy towards the Government especially with regard
to the setting up of a coordination mechanism for the nutrition
sector, the adoption of the MBB and the COMPACT.
- Cost-sharing of activities: Technical Assistance for the MBB and
The WB Aid Memoires on their missions on Health, HIV/AIDS
Education have not been shared with UN Agencies and other
development partners on a regular basis. Important area of
collaboration was the submission of the FTI appraisal report to
the FTI secretariat in Washington, details see below.

There has been active collaboration between UNICEF and the
World Bank, particularly in terms of information sharing and joint
advocacy development, particularly in the fields of poverty
eradication, social protection schemes and early childhood
development. UNICEF also participated in a taskforce established
by the RC on monitoring the impact of the financial crisis on
vulnerable groups. This taskforce also included WFP, the World
Bank and UNDP.
UNICEF has been working closely with the WB especially
regarding poverty, social protection and the impact of the
financial crisis.
World Bank has just recently (December 2009) opened a small
office in Gaborone.

The WB and IMF sporadically attend the UNCT and the theme
group on HIV/AIDs. UNICEF systematically invites the WB and
IMF to participate in key milestones of the Country Programme.
The Social Policy staff has a close collaboration with the World
Bank through a joint programme of work on social protection,
both in Burkina and in Washington. The Health/Nutrition and
Education programmes also coordinate and communicate very
closely with their WB counterparts through joint SWAP
programming; joint technical assistance; sharing of documents.

Sharing documents and mission information. We currently
working on harmonising a health facility survey in order to ensure
that we do not have dupplication but comlementarity. Working
with the World Bank and other partners to support the upcoming
Much more could be done if sector staff were in the country,
however we depend on missions that plays a key role in
The world bank "coordination officer" are not often.
facilitating communications and occasionally participates in the
UNCT. In addition, close ties have been established within the
Joint partnership arrangement in the Health Sector Support
Programme; close collaboration also exists in other key sectors
such as Education, the rural water and sanitation sector,
decentralisation. Of particular note in 2009 was the reinforced
collaboration on safety nets and social protection, following joint
advocacy carried out late 2008. WB and Unicef jointly supported
the organisation of a National Forum on social protection (July
09), as well as follow up technical consultation on cash transfers
World Bank: mutually supportive efforts to nudge along Health
and Education SWAps IMF: non-exstent/small
The WB uses the Development Partners Group (DPG), chaired by
the RC/UNICEF Rep. for its dialogue with all development
partners, one example being the presentation of its draft CAS for
discussion and review in 2009. Similarly, the regional IMF
representative made a presentation to the DPG in 2009 when he
visited the country. Both the WB and IMF are non-resident. UN
Reform efforts in Cape Verde both through the JO and the DaO is
strengthening the UN position in the country and as such also
promotes closer relations with the Bretton Woods institutions. As
per above, the UN RC chairs the Development Partners Group,
where the findings of the Budget Support Group (including WB
and ADB) are regularly discussed. However, there is scope for the
UN and UNICEF to develop a stronger and more direct
partnership with both the WB and IMF. This is somewhat hindered
by the fact that neither institution has a country level presence. ,
No formal system exists. However, relations with small World
Bank team are excellent, particularly in Water and Sanitation.
World Bank colleagues participate in he weeky UNCT meeting.

- Sharing documents
- Mission schedules
There is no WB delegation in Chile.
We have strong collaboration as part of the Social Policy and
Economic Analysis Programme, especially on governance for
children. Small with IMF, in our project with the Ministry of
Finance and in meetings and workshops Growing stronger with
the Asian Development Bank.

Strengthened collaboration end 2009 through the One
Programme in relation to Education. Ongoing communication with
WB Comoros Focal point and staff member responsible for social
sectors. Expanded relations anticipated in 2010.
The World Bank and IMF are fully participating in UNDAF
Thematic Groups. In this framework, there is a close
communication between them and UNICEF, in particular in the
areas of Health, Education and Social Protection.

Neither World Bank or IMF have offices in Costa Rica. They do not
inform UNICEF of any missions they carry out in the country.

World Bank has gradually strenghtened its representation in Cote
d'Ivoire in 2009, which has led to more frequent information
sharing and sector planning meetings. Cooperation in the field of
communication is still in its early stages but has been
strengthened since 2008. The WB has on more than one occasion
explicitly requested the participation of UNICEF in the Bank‘s field
missions. Such field trips were used as an opportunity to
disseminate important results of work carried out with UNICEF‘s
support (study on child poverty, diagnostic of the social
protection sector) and discuss some emerging issues (utilization
of HIPC funds to revitalize the EPI). UNICEF has currently two
focal points who work directly with the Bank (Health and
Education specialists).
WB is present and supporting the social welfare reform in the
country. More significant collaboration in 2009 took place when
the Ministry of Family, Veterans and Intergenerational Solidarity
invited WB, UNDP and UNICEF to participate in the working group
analysing the impact of the crisis.
Regular contact with visiting missions of the WB (that is not
resident); not much contact with IMF since the departure of the
representative in 2007. UNICEF is providing much support to
these missions (documentation, bilateral meetings, participation
to workshop especially in 2009 to the review of their programme,
the presentation of their portfolio, the discussion of their sectoral
support on Health, Education and Social Protection), but not
much sharing from them
UNICEF is active member of the Donor Round Table chaired by
the WB since 2009. Collaboration is increasing especially with
recent recruitement of UNICEF Social Policy Specialist.
The collaboration between UNICEF and the World Bank remains
good, especially through the education programme. The
communication have improved this year as the vacant post in the
WB for education has been filled and coordination meetings are
again run regularly. UNICEF Education staff meets with the
various missions from WB that visits regularly. Sharing of
documents and discussing of strategies are done on a regular
In 2007 as when required.
basis or the Government asked the Representative of the WB to
leave the country, that same year the IDB Representative left the
Country and in 2008 the IMF Representative also left the country.
In 2008, WB and IDB appointed temporary international staff and
the three organisms have a low profile. In 2009, the Government
reopened its negotiations with the IDB and WB, and
Representatives were appointed. There is a very small relation of
the IFIs organisms with the UNS and UNICEF (this situation was
different in 2006 and part of 2007, where the three organizations
actively participated in the UNCT and coordinated cooperation
initiatives with the UNS and the agencies individually).
Relationship is with the World Bank only as IMF not present in
Egypt. Mostly the relationship is about mutual information
sharing on research products and policy notes on poverty and
social protection. UNICEF is also invited to debates on poverty on
these topics (incl. upcoming round table on poverty in Upper
Egypt). An opportunity UNICEF has arisen to collaborate and
influence an analysis of an evidence-based policy note on social
protection, incl. in-kind and cash transfers.

World Bank and IMF are not present in Equatorial Guinea. IMF
has a very punctual collaboration with two experts with the
Ministry of Finance
- The IMF and the World Bank in Ethiopia keep UNICEF regularly
informed about their latest discussions with the Ministry of
Finance and Economic Development (MOFED) and the Central
Bank. For example, the latest information on the balance of
payments problems and strategies being discussed to raise tax
revenue as well as information on large scale development
programmes. UNICEF also keeps the IMF and the World Bank
regularly informed with regards to its dealings with MOFED, its
work in the Developing Regional States, the progress of HSDP
and ESDP and the humanitarian situation. - Several of the large-
scale joint development programmes in Ethiopia – Protection of
Basic Services; PSCAP; Productive Safety Net Programme – with
many bi-lateral partners working with the World Bank as a major
funding partner do not include all UN agencies. The World Bank is
very good at sharing aide memoirs and other relevant documents
with UNICEF for consultation and feedback. - UNICEF is working
closely with the World Bank in two areas: support to the National
Nutrition Programme; and support for the National Social
UNICEF continues to engage with the World Bank at country level
around several of the SWAps including the Health SWAp in
Samoa and the emerging Health SWAp in Solomon Isalnds.
UNICEF also engages with the World Bank on the FTI for Solomon
Islands. There has been substantial dialogue wioth the World
Bank on on child-centered poverty reduction and economic policy
engagement through the Policy, Advocacy, Planning and
Evaluation (PAPE) Programme and the preparatory process for
the Pacific Global Economic Crisis meeting
The WB and IMF communicate easily their document and
participate in UNICEF initiated activities when they are invited to
do so. They have small teams and cannot be expected to be
everywhere, but we have open discussion on issues of common
interest. For example, IMF has been very accurate in providing
UNICEF with valuable information about the budgeting process in
Gabon since 2008. We were able to reinforce advocacy for DHS
when the IMF Representative provided the information that the
budget was being revised and the one for studies and surveys
cut. The UNICEF supported Child focused budget analysis in the
Republic of Gabon benefitted from the support and
documentation from IMF
Both the World Bank and IMF maintain small liaison offices in the
UN House and are overseen by their respective country offices in
Dakar, Senegal. Given the thin representation on the ground,
there are many constraints in cooperation with UNCT members,
including capacity issues.

We engage in policy dialgoue with the WB and coordinate our
efforts on WASH , social protection , child poverty , maternal and
child health and are beginning discussions about youth. While
there is no formal mechanism as described below , we do
harmonise our efforts to the extent possible to optimise our
shared impact in these critical areas.
UNICEF and the World Bank have been strategically collaborating
on social protection, nutrition, malaria control and health. WB is
extremely supportive of UNICEF role as Co-Chair of the
vulnerability and exclusion sector group and has been tapping
into information and expertise that has influenced WB
interventions to support Ghana in the 3F crisis environment.
A very good relationship exist with the senior management level
of the WB. The Ministry of Public Health is currently implementing
a loan/programme from the Bank. UNICEF is expecting to sign an
agreement with the MOPH and the WB in the first quarter of 2010
as UNICEF's expertise in Child Rights and IECD are recognised by
partners and therefore expeting to be included in this mentioned
extended public health services loan/programme
La collaboration dans le cadre des projets existants : Santé et
Education. Cependant depuis la suspension, peu de contact avec
le bureau de la BM.
WB has small office with one local professional, reliant on visiting
For the Guyana Office, communications with the World Bank are
conducted through the UNCT and within the framework of the EFA-
FTI. For the Suriname & Trinidad & Tobago COs, communications
are miminal.


Representative and chiefs of programmes have frequent
meetings, especially health, nutrition, evaluation and polio

World Bank: some initial attempts to stregnthen collaboration
with the WB have been made in 2009 in particular in the area of
MDG 5. UNICEF and individual staff members do receive regularly
WB highly valued documents and make use of them. In 2010 the
collaboration with WB should increase/be strengthened covering
areas of social protection and budgeting for children.
IMF: The collaboration is not existent.
No IMF presence in Iran and only a very small WB office staffed
by local staff.
Efforts are underway to bring the World Bank and IMF into the
UNCT and the SRSG has taken this up with WB and IMF
Headquarters in Washington D.C. UNICEF has considered the WB
as part of the UNCT and always shared all information with their
offices. However, the IMF is not present and UNICEF has not
communicated with them so far.

We have close relations with the WB and often share information
on education, ECD and health however, there is a tendency to
overlook this relationship when the Bank projects are designed.
We have had very little contact with the IMF. Since the loan
application to the IMF has been such a political issue here in
Jamaica (and has yet to be approved), the visiting IMF missions
have been confined to governement interactions.

The WB projets that UNICEF contributed towards their
development, such as the Early Childhood Component of the
Education Reform for a Knowledge Economy Programme, are
being currently mplemented and monitored by UNICEF. JCO's
Better Parenting Programme has been integrated into the ERfKE
ECD project.
UNICEF explored all avenues to establish collaborative relations
with WB: areas in which UNICEF can provide technical expertse
within the frames of Technology Transfer Health Care Project of
WB and Government, discussed collaboration in promoting the
MBB methodology, ECD, poverty assessment, etc. So far, there is
no progress.

The WB and the IMF have accepted Kosovo as a member in 2009.
The relation with the WB is quite good and includes sharing of
documents, inclusion of UNICEF in WB missions and discussion of
particular topics. The contacts with the IMF representation have
to date been quit small.
excellent communication is established with the WB in health and
nutrition, in Social Protection, Education and ECD, through
sharing and or conducting joint analysis, coordinating technical
assistance to the government. Two meetings were held with IMF
Representative to review impact of financial crisis on Kyrgyz
economy and government measures to prevent and mitigate
impact with a focus on social sectors.
UNICEF and World Bank actively participate in the sector working
groups, in particular education and health, through which
important communication is shared among all members.
Furthermore, World Bank was fully involved in the UNICEF Mid-
Term Review Process throughout 2009 while UNICEF has been
involved in many World Bank initiatives and external missions, in
particular in the fields of health, education and social protection
Prior to the emergency 2006 the cooperation with the WB was
more intensive. For example, UNICEF has successfully lobbied for
the inclusion of the Primary Health Care component in the WB
Health Reform loan. Also, UNICEF has always been in contact
with the WB's Education Sector Development project (2004-
2009). In the water sector the inter-action has been limited by
the exchange of information with the WB's Municipal
Infrustructure Development and Water projects. The cooperation
will be broadened, as of 2010, with UNICEF committing to the
"upstream" policy work modality in the new programme cycle of
2010-2014. Recent initiatives by the WB aimed at strengthening
the governance mechanisms and structures in key line ministries
provide a good opprtunity for designing a new scheme of
The World bank has Representative in Lesotho who regularly
attends the monthly UNCT meeting. The UNCT is, therefore, the
main forum for World Bank to share information with Head of
Agencies and the UN agencies to share information with World
Bank. In addition, with every World Bank and IMF mission,
special session is organized with the mission to meet the relevant
technical team from each agency or members of the UNCT
conevened by by the RC. The world Bank local office is, however,
constrained by limited human resources. As a result they do not
attend the Health Development Partners meeting which is central
for engaging government in health related issues.
UNICEF works closely with the World Bank on the FTI process and
more recently on Social Protection. UNICEF also started
collaboration with the Bank in the WASH sub-sector.
Very strong, particularly with WB. UNICEF Rep and WB Rep serve
together on steering committee for donors on Programme Based
Budgeting. With the support of WB mission, UNICEF participated
in WB mission on conditional cash transfers. We are jointly
supporting the creation of data bases for use by the Centres for
Social Work
There is a high level of trust between UNICEF and the WB in
particular with regard to education, health, WASH and social
protection. UNICEF is often asked to comment on WB policy
papers. Unfortunately, due to the political crisis, the WB froze
most of its assistance and some major projects, in particular in
health, did not materialise.
More in the education sectr than in other sectors as yet

Neither the IMF nor the World Bank has a presence in Malaysia,
and programmatic involvement has been limited, especially with
regard to areas that would pertain to UNICEF. Recently
collaboration between the Government of Malaysia and the World
Bank has intensified, but with a heavy focus on economic policy
and on a fees-for-service basis.
World Bank participated in the UNDAF process and there were
few documents that was shared with World Bank namely the
social sector review in the Maldives.
UNICEF strenghtened partnership with the World Bank in:
- i) development oof SWAps (Health Compact), Education
- ii) Nutrition sector insititutional review
- iii) evidence based policy dialogue in favour of social protection
ans safety nets measure to mitigate the impact of global crises
on the vulnerable populations
- iv) government counterparts capacity develeopment in the use
of the socio-economic database (Devinfo/Malikunnafoni) for PRSP
monitoringbank usually invites the UN agencies to all their sector
The World
reviews and missions, particularly those in Health, Nutrition and
Education. Also, WB informs the agencies on the WB and
consultants movements in the country and UN agencies are
invited to attend mission briefings or debriefings. However, it
remains VERY difficult to consistently count on WB participation
and engagement in processes led by others. Overall though the
collaboration at technical level works fairly well (notably on
health and education, with the latter being WB-led) The IMF is
presently not resident in Mauritania (since Aug 2009) but will
establish a presence in early 2010. Sometimes UNICEF has been
invited to mission reviews and debriefings of the IMF, although
the recent mission to define the 2010-2012 support programme
was a marked difference with the UNICEF Representative being
invited to play a more prominent role. In 2009, the WB and IMF
froze there activities except those of ongoing programmes during
the early part of 2009 while awaiting an end to the political crisis
in line with otherWB have and international in Mexico. Their
The IMF and the bilateral limited presence partners.
current activities are mainly concentrated in specific areas of
collaboration with government counterparts rather than with UN
The CO has regular meetings with the WB on protection and
development of social safety nets, protection of vulnerable
pregnant women and young children against malnutrition in the
context of the food and economic crisis, programme
communication on avian flu (and H1N1) and education (the WB
and UNICEF are the only two donors in basic education).
During the development of the Government Recovery Plan and its
negotiation with the IMF, the CO had some discussions with the
IMF, providing them with data and analysis.
The updated SITAN was shared with all UN and IFIs in Mongolia
including the MTR Report. UNICEF and UN agencies use the WB
Quarterly Monitor which provides useful data on the economy.

There are no significant areas of collaboration, although UNICEF
met with the SEE Director and it is hoped that UNICEF and other
UN agencies will be able to engage in planned Public Expenditure
Reviews of the social sectors in 2010

We have sporadic meeting with World Bank experts, the
representative herself as well as the staff. The World Bank
representative does not attend UNCT meetings but sometimes
she attends SMT meetings.
External assistance in Mozambique has undergone a rapid
transformation over the last several years, characterised by a
move towards harmonisation and alignment of donor activity
centred around Mozambique‘s second Poverty Reduction Strategy
Paper (PARPA II). UNICEF and the World Bank have been
collaborating closely in this context through policy engagement
with the Programme Aid Partners, a group of 19 bilateral and
multilateral donors providing General Budget Support to the
State Budget. UNICEF and the World Bank are also jointly
collaborating with Government, through the provision of technical
assistance to the Ministry of Planning and Development, for
analysis of strategic information for improved social budgeting
policies. Specifically, this collaboration includes joint funding of a
comprehensive analysis of malnutrition based upon the IOF
national household survey as well as indicators linked to data on
child health, education, water and sanitation, child mortality and
orphans from an analysis of the Multiple Indicator Cluster Survey
(MICS) data. In addition, World Bank support of an impact
Meet with Asian Developmentr Bank, World Bank and IMF during
thier sporadic visit. As Myanmar is under internaitonal sanctions
there are no lending services to Myanamar hence the contatc is
minimum. The IMF Article IV mission visits Myanmar regularly
and meet with the UN cuntry team.
Consistent communication lwith the WB imited to work on
HIV/AIDS. There is no physical WB or IMF presence in Namibia.

UNICEF interacts frequently with the World Bank office in Nepal
particularly on Health, Nutrition, Education, Avian and Human
Influenza and Social Protection. UNICEF, World Bank and USAID
have recently undertaken a nutrition gap analysis which will feed
into the nutrition component of NHSP2. Both UNICEF and WB are
members of the Health External Development Partners (EDP)
group and participate in monthly EDP meetings. WB shares their
mission schedules with all EDPs including UNICEF. As a result of
UNICEF advocacy, World Bank has expressed an interest in using
the UNICEF/WB MBB tool to inform their budget support to the
Health Sector to Nepal. WB and UNICEF are both active
participants in the Education Development Partners network and
have considerable interaction in this regard and were the key
partners that initiated the Fast Track Initiative process and
request for Catalytic Funds. UNICEF and the World Bank are
founding members of the UNICEF-led Social Protection Task team
and regularly communicate with regard to policy developments.
IMF : limited interaction for some exchange for information
This year some iniciatives to coordiante actions in early childhood
development, as part of the strategic planning process of
Programa Amor has opened opportunities to improve
cooridnation with WB. In WASH, very good relationships have
been established at national and regional iniciatives.
Good communication with WB as part of partnership in specific
sectors of Health, Education, HIV/AIDS, Water and Sanitation.
Large for World Bank - Regular communications between
Representative and the Country Director. In addition, technical
level communication is especially strong in the fields of
education, health, strengthening of statistical systems. We have
also started communications on social policy and HIV. Very small
for IMF. IMF does not have a programme in Nigeria. However, we
communicate on an as needed basis. Most recently to see how
sector reforms in health and public financing reforms could

N/A. No WB presence in Oman. A number of WB and IMF
techincal assistance missions visit Oman. Areas of techincal
assistance include health and education reform. UNICEF follows
up with counterpart ministries on outcomes of missions.

Regular dialogue with Representative. Focus discussions on
indigenous "development" issues.
Some with the world bank. No IMF in the country
Comments: World Bank is also the team member of the Security
Management Team and DPs group. Through this mechanism,
information sharing and collective decision making on some
issues affecting all DPs are materialized.
In partnership with World Bank and AusASID, UNICEF is
contributing US$ 100,000 (funds allocated by HQ) to Household
Income and Expenditure Survey, executed by the World Bank.
With the arrival of a new World Bank Representive, in 2009 the
level of communication with this institution became restricted for
the whole UN system. The IMF Representative actively
participates in the UNCT and shares with it the results of IMF
missions and reports.

During UNICEF worked with the World Bank on the Global Hand
Washing campaign and briefly on support to the Ayacucho region
for the preparation of an investment project. The two agencies
signed a Global MOU to work jointly to support the Juntos Cash
Transfer programme.
Member of the Philippines Development Forum groups fro the
MDGs and for the Mindanao working group.
UNICEF and WB collborated in 2009 on a study of the impact of
the financial crisis on children and families.
Good relations- technical exchange of information and provision
of inputs into each other's initiatives relating to social policy,
budget monitoring, and monitoring of the economic crisis, early
childhood. Plus specific cooperation with the WB on youth in the
Northern Caucasus
IMF and World Bank do not participate in UNCT meeting.
Interactions with these institutions are at DPCG, GDPR and DPM
described earlier. However, UNICEF has work jointly with WB in
introducing MBB tools in Rwanda
UNICEF‘s interaction with the WB is limited as it relates only to
Briefing and Debriefing Sessions arranged largely by the UNDP
when such missions have come to Sao Tome and Principe. At
other times, the sessions have been arranged by the Ministry of
Foreign Affairs and UNICEF has used these occasions to ensure
follow-up advocacy on areas of potential support and
collaboration. However, much more needs to be done to
strengthen the inter – UN colleagial spirit between the World
Bank and IMF and the resident Saudi Arabia who is part of UNCT,
There is a World Bank team in UN agencies.
but they do not participate in joint programs and activities.

Relevant talks in nutrition; education and social protection

In 2008, UNICEF initiated discussions with the MoE, the World
Bank in Serbia and experts in education and economy on a public
expenditure analysis for education, with a focus on transparency
and the tracking of education funding and child-rights-based
budgeting. Upon a request from the Ministry of Finance, the WB
carried out Public Expenditure Reviews, including the education,
health, and social welfare sectors, clearly revealing the pressure
on line ministries to cut their budgets without endangering the
delivery of services. World Bank engagement in the Roma
Education Conference was significant, as they participated
actively in the Steering Committee. They also led one of the four
blocks of the conference, namely the one focused on financing
inclusion and supported the articulation of benchmarks for the
Conference Outcome Document. The WB is expected to continue
its involvement through support to and monitoring of the
implementation of the recommendations made in the outcome
document. In late 2008, the World Bank started the Delivery of
Improved Local Services Manager is part of the UNCT. goal is to
The World Bank Country (DILS) project in Serbia. The The
Manager is aware of or part of major development decisions
taken at the UNCT meetings. World Bank shared the Joint
Assistance Strategy (JAS). Designated focal points for health,
education and for procurement
Good collaboration exists with the World Bank on aid
coordination, and in 2010 will expand to health systems
strengthening as well.
The World Bank and IMF are not major players in South Africa.
Notwithstanding this, UNICEF SA, through its Social Policy
Section, has established a good relationship with the World Bank
and is exploring the possibility of partnering (with the WB) in
analyzing child poverty in South Africa, in particular the impact of
the informal sector on children.
The World Bank is currently in discussions with the government
to implement a US$ 50 million HIV/AIDS project jointly with the
European Union. Te project focuses on Health systems
strengthening, Emrgency obstetric and neo-natal care and Impact
mitigation for children afected by HIV and AIDS. UNICEF
Swaziland has met with the World Bank, which does not have a
field office in Swaziland, on many occasions. UNICEF Swaziland
will continue to be actively engaged with the World Bank to
leverage the maximum resources for children‘s and women‘s
neither organization has presence in Syria
1) UNICEF works closely with the World Bank in the Education
Sector including donor coordination that involves sector reviews,
joint missions and policy dialogue with the Ministry of Education.
2) As lead of the Communication component on Avian Influenza
communication initiative, UNICEF maintains communication with
World Bank Task Manager of the project; briefs World Bank
missions on the progress of work and explores future
3) Efforts have been made in making sure that the World Bank
prioritises nutrition of children. Through dialogue and
presentation of evidence-based information, the World Bank will
likely support the procurement of Sprinkles andother
micronutrient supplements, 2010-2012.
There is collaboration with the World Bank in several areas,
including social protection and strengthening of national
statistical systems. This collaboration is mainly around joint
participation in policy discussions, with a view to enhancing
coordination in support of national systems and priorities.
The World Bank is an important and influential player that we
would like to engage and work with. At the same time, the fact
that many of their programmes and projects are managed in a
mission-based mode (i.e. programme managers with substantial
decision-making power located in Washington) does not make it
always easy to coordinate.

Currently, neither the IMF nor the WB have in-country
The WB has limited staff presence in the country, nevertheless
meetings for information sharing and discussion to ensure
synergies and complementarity of interventions are held. These
meetings involve both WB staff in Tunisia and WB short-term
missions of consultants/experts to the country.
Relations with the World Bank are growing in several programme
areas. in 2009, UNICEF & WB in consultation with the state
planning organization jointly conducted two panel surveys for
monitoring impact of economic crises on poor population. the
survey result were presented during the WB/IMF annual meeting
in Istanbul. UNICEF and the world back are also collaborating in
ECD and edcuation sector. the cooperation is expected to expand
in 201o. Relations with the IMF are limited.
IFIs donot have a programmatic presence in the country

The UN does not have a close relationship with the WB in
Uganda. They send an observer/executive assistant to the UNCT
meetings, or do not attend at all. They refused to participate in or
sign the UNDAF. They do not ask for comments or share
information on their programme priorities or direction, nor have
they commented on the UNDAF. They do not attempt to
coordinate their work with UN work. It is difficult to undertake
any joint initiatives with the WB, though several have been tried.
Some of their staff members publically criticise the UN.
Programmatically and substantively, during 2009 cooperation
with the World Bank focused on monitoring the impact of the
economic crisis on households (including children) and exchange
of respective information and data within UNCT Theme Group on
Poverty and Prosperity. UNICEF Ukraine and the World Bank are
now discussing the possibility to implement a joint study on the
impact of the economic crisis on social situation and social
protection system response in order to support the Government
of Ukraine in planning policy response. Microsimulations may be
applied to analyze the combined effect of taxes, benefits, and
privileges on household welfare and compare the system
response before and after the crisis – based on this policy
recommendations will be developed and their implementation
planned. During 2009 meetings were held with IMF to identify
potential areas of cooperation in PFM, poverty reduction and
broader social sector reform, which may result in joint initiatives
in 2010. In addition, UNICEF, IMF, and ILO Representatives have
The WB representative participate in Conference on Economic
participated in the Almaty Ministerial few occasions to UNCT
WB is a close partner in the areas of education and health sector
reform, addressing child labour within the broader context of
agriculture reform, supporting government in the development of
Nutrition Investment Strategy (NIS), and advocacy and
communication campaign for mass awareness on the Avian
Influenza. WB and UNICEF co-chairs the UN theme group on
Economic development.

The World Bank "Coordination Office" was closed in June 2009.
The IMF "Coordination Office" was closed in 2007. Hence this
section does not apply.
The partnership with the World Bank was significantly expanded
and strengthened this year, covering increased information-
sharing and technical collaboration around children with
disabilities, child poverty, economic crisis monitoring, education,
and governance.
We will be engaging with these institution more in 2010.
- Donor Meeting is chaired by the RC and World Bank Country
Director - Forum to exchange on the Development Agenda and
support government in the implementation of its development
None with IMF, a little on certain sectors with WB. WB also
occationaly participates in UNCT

WB in country and working relations are fully developed however
IMF is not in country and participation with the IMF limited to
missions and debriefings. However more needs to be done to
improving sharing of documents, and information.
Details of Engagement Mechanisms?


UNICEF and WB education staff frequently consult on pre-school
and primary school interventions.

With the IDB an MOU will be signed in early 2010 to establish a
UNICEF IDB Venture Philanthropy Fund for Children intended for
early childhood development. Many meetings were held in 2009
to prepare the ground for the MOU. With CAF field visits to the
north of the country will take place to explore joint action.
Scheduled technical exchanges with both IFIs will take place in
2010 (mainly in health and education).
A Joint Conference on the Social Impact of the Economic Crisis
was conducted by the UN, WB, IMF and government with the
active role of UNICEF is making one of the two presenations
allocated to the UN.

UNICEF and the World Bank are the only two development
partners in the education sector. There here has been a conscious
and sustained effort by both UNICEF and WB to work together.
UNICEF has provided critical technical support to the World Bank
and the MoE in development of the Phase Two Education Reforms
and is a full partner in two of the four components – school
readiness and teacher professional development. UNICEF‘s
advocacy efforts resulted in identification of school readiness as
one of the strategic components of the Phase 2 of WB Education
Sector Development Project (APL 2).

UNICEF and the World Bank have worked jointly with the Royal
Government of Bhutan and DANIDA in undertaking the Joint
Education Sector Review 2009 for the first time. UNICEF was co-
leading the Team with an Official from the Royal Government of
Bhutan. Representatives from the World Bank and DANIDA were
team members. As similar joint Review exercise took place for
the Health Sector.

Member of Development Partners Forum co-chaired by Ministry of
Finance and Development Planning and UN Resident Coordinator.
It is important to establish contact with World Bank staff in
Washington who are often responsible for a large part of
programming; a nutrition mission to Washington DC in November
was well received by the World Bank to help them prioritise
support to addressing malnutrition. Work on social policy with
Washington social protection experts accompanied the Bank's
decision to include social protection in its new PRGF agreement
with the government and to scale-up its direct support to social

Open communication with representatives of both World Bank
and IMF

The engagement mechanism is the UNICEF Country Programme,
specifically our Social Policy and Economic Analysis Programme.
There is no MDTF as such, or PRSP or SWAP. Also no Consultative
Group mechanisms unlike Vietnam and Indonesia. No Donor
Round Table. The government calls donor meetings on specific

E-mail exchanges.



Ongoing polucy dialogue with government on critical areas. A
new area for lobbying (but not programming) could be road
UNCT Honduras has a coordination mechanism between major
donor countries and institutions in country and UN agencies,
called G 16, as a follow up of the Stockholm meeting and the
Paris Declaration. World Bank is an active member of G16. UNCT
engages WB in emergency preparedness and response
coordination. Duirng the year, UN and World Bank maintained
close contact especially in response to the Influenza A H1N1
pandemic and the POlitical Crisis, by sharing informations and
identifying the gaps.
On evaluation, there is a group of donors interested in national
capacity. UNCIEF invites WB to its flagship course for mid-level
civil servants for cross-fertilization purposes. Our in-country
capacity is higher, but they can fly in high level experts at any

Please see above.

Engagement with the Bank occurs in the UNCT meetings in which
the Bank attends as well as information sharing on a formal and
informal basis.
The World Bank is invited to participate in the monthly UNCT
meetings and is also an active member of the health and
education sector working groups.


UNICEF and the WB collaborate in support of teh various SWAPs
and in the design of the national social protection programme
and database

UNICEF participated in a technical assistance mission on the
social safety net that was lead by the IMF, and in which the World
Bank participated (described below). There is regular contact with
the Senior Economist responsible for Malaysia, based in Bangkok.


UNICEF and the World Bank (WB) in Mozambique have continued
their structured collaborative arrangements, both at the policy
level and in support of sector interventions for attaining the
MDGs. Ongoing areas of collaboration between the two
organisations are indicated below: Education. The World Bank
and UNICEF took on the responsibility of co-leading the SWAp
into the early part of 2009, when the World Bank co-lead was
transferred smoothly to GTZ who are now leading the sector
coordination with UNICEF. The World Bank have continued their
active participation and dialogue with UNICEF in the course of the
year, ensuring common approaches and understanding with the
wider development partners on a range of critical and at times
sensitive issues relating to the sector. Collaboration between the
two Organisations has also continued in the finalisation of the
Poverty and Social Impact Analysis (PSIA) Study, which aims at
estimating the impact of lowering the costs of primary education.
The results of the study are expected shortly and will provide the
basis for joint advocacy around primary education in


Most collaboration is around sector coordination mechanisms. In
the workplans of these coordination mechanism, substantive
issues that would benefit from collaboration are highlighted and
these are pursued. We have also a procument service agreement
with the Government that uses World Bank funding. This is the
Buy-Down scheme to procure polio vaccine. The buy-down
agreement is between the Government of Nigeria and the World
Bank. The procurement service agreement is the standard
agreement between the Government and UNICEF, which the
World Bank honors. Funds are transfered directly to an account
managed by the Supply Division.

Not applicable


There is a net improvement in working with the WB at the
country level. This was mainly due to the fact that UNICEF was
having a strategic position in nutrition and sociol protection based
on the data and analyzis that were prepared in the context of the
2007-2008 economic crisis. This helped to reinforce the links and
move to additional doamins for cooperation such as review of the
public health expenditures.


UNICEF has no formal agreement with the World Bank. The
relationship is informal, yet fruitful in terms of sharing technical
UNICEF is often consulted by the World Bank on all matters
relating to social sector policy and programme development.
There are areas of significant UNICEF collaboration with the
World Bank in the country in the context of the programmes
supported through the Multi-Donor Trust Funds. Two World Bank
managed Multi-Donor Trust Funds (MDTFs) were established (one
National and one for the South), to provide coordinated
mechanisms for channelling financial resources pledged in
support of recovery and development. Significant UNICEF human
resources (sector coordination) have been diverted to developing
proposals and reporting for the MDTF in both North and Southern
Sudan, with key sectors such as WES, Education and Health
working closely with the World Bank. The MDTF has supported
UNICEF‘s Education and WASH programmes in both areas.


It is more in the form of participation in the same working groups
as mentioned in the Section B.1 above.


Collaboration with the WB is usually ensured through the
thematic working groups, bilateral dialogue, exchanging of
technical information, and application of common approaches in
addressing issues like child labour.
As of December, World Bank Country Director is attending UNCT
monthly meetings.

Discussions for possible collaboration in support to Nutrition in
Comments on collaborations?


Above partnership agreements do not seem to be relevant for a
middle-income country working on EU accession.


While the partnership framework for crisis situations has been
shared, it was not discussed, and there does not appear to be
any concrete attempt to activate it. Fiduciary principles: not
aware/not received. Updated Procurement agreement: while
there have been a number of related exchanges, the agreement
has not yet been activated.

The World Bank seems to be increasing its presence which augurs
well for collaboration in 2010

UNICEF collaborates with WB, but not in this specific areas
Procurement agreement are used by the African Bank of
Development on Health sector.




Partnership framework: In context of the Joint programme on
Fiduciary principles: MDG performance pool /IHP and JFA

Apart from the loose and indirect cooperation with the WB as the
fiduciary partner around the EFA/FTI Catalytic Fund, there has
not been sufficient interaction between UNICEF and WB in the
recent past.

The WB , the EU and UN collaborated on the post conflict Joint
Needs Assessment which runs from the beginning of this year
until the 3rd quarter of 2011

The Agreement between GoI and UNICEF supplies and services is
a procurement service agreement in which UNICEF Supply
Division undertakes activities for the purchase of OPV supplies,
equipment and services (USD 129 mln in 2009) required on
behalf of the government in support of UNICEF's programme
activities. Here is the way it works:
• GoI provides list of supplies, equipment and services to be
procured • UNICEF supply Division provides Cost Estimate for the
item requested by the government.
• Upon the government acceptance of the Cost Estimate UNICEF
go ahead and procure the supplies.
• Regarding financial matters prior to commencement of
procurement GoI files Blanket Withdrawal Application equal to
the Total Funding Ceiling. Then, UNICEF is allowed to request for
payments from IDA for each transaction until it reach the Total
In 2010, it is envisaged that partnership with the World Bank to
be stronger in the area of coordination in studies and surveys.
The World Bank‘s recent poverty report includes some linkages
between IHSES and MICS3. Better coordinated surveys would
provide a rich data base for analyses. While it benefits both
parties, we hope that the coordination will help in the analysis of
the relationship between poverty (using the official Iraqi poverty
line) with the MICS4 variables. The Bank will be providing
technical assistance to COSIT (on request by COSIT) and UNCEF
could partner in this endeavour as capacity enhancement of
COSIT is one of UNICEF‘s goals as well. The World Bank has plans
to, in partnership with other key stakeholders, to support the
development of Regional Centers for RBM and Evaluation
Capacity Development. Although no plans are underway for the
MENA region, this could be an area to explore in the year 2010.
The Emergency Contingency Plan includes only various roles of
agencies to respond in emergencies. There is no planned joint
activities in the document at this time.

It is envisioned that the UNCT, together with the WB, will review
these documents in 2010 with the objective of strengthening
joint procedures in light of the aid effectiveness agenda.

So far, there has not been formal agreement between the RC's
office or UNICEF and the World Bank. However, the UNCT intends
to use the findings generated through the World Bank Macro-
assessment of Government Financial Managment System to
determine the level of financial risks associted with Government
partners. However, the assessment has not been completed yet.

The World Bank agreed to take on a cash transfer programme
once it is successfully piloted by UNICEF. However, the funding
for the pilot is not yet available. The World Bank invited UNICEF
to participate in the research agenda around the urban challenge
for Madagascar.
No relevant

No comment



World Bank involvement in Namibia extremely limited due to
status of Namibia as (now) Upper Middle Income Country, and
Government's reluctance to pursue loans.

UNICEF has received World Bank funds through the Government
of Nepal for avian and human influenza communication. In this
regard UNICEF supports the Department of Livestock Services
and Department of Health Services to prevent and respond to
both avian and pandemic influenza through communication


as part of the global procurement agreement with the WB we
ensure the procurement of essentals drugs paied by WB for the
implementation of the national SWAp on Health


no comments

Partnership limited to ad-hoc opportunities and within evolving
engagements of both WB and UNICEF with the Russian


Data and analyzis conducted with UNICEF support were used to
develop new proposals such scaling up of nutrition activities and
launch of a cash transfer project

We use the agreement with government. We make procurement
for MOH using World Bank funds using the existing agreement
with government

UNICEF Sudan‘s collaboration with the World Bank has been
experienced mainly through MDTF which a very different funding
modality. The breakthrough at the headquarters‘ level on the
partnership framework does not seem to have trickled down to
the field level.

World Bank engagement in Swaziland is minimal since they do
not have country presence. Major areas where the bank is
involved include Health Sector, Education and increasingly, OVC
social protection. The engagement with UNICEF or UNC is


Nothing in particular

WB footprint here smaller than ours


It has taken some bureaucratic process to clarify about the fund
transfer modality to implement the GAVI Trust Fund administered
by World Bank. The funding agreement modality was clarified by
WB as follows: 1. If UNICEF is hired by a Borrowing Country to
provide consulting services financed by Bank's resources, then
the attached agreement should be followed. 2. UN- WB Fiduciary
Principles Accords is applicable to UNICEF if they are
implementing an activity that is triggered by OP 8.0. 3. If the
World Bank is hiring UNICEF, then the contract type
communicated earlier should be used. In our case, #3 modality
was applied as UNICEF was to implement the GAVI TF of WB with
its technical assistance. It required a set of document submisison
(terms of reference and a techincal proposal) which was known to
us earlier.

Both WB and IMF have very little collaboration with the entire UN
system in Zambia

UNICEF has been taking the lead in country for procurement
processes and given that the programmatic MDTF might be in
place in the short to medium term, there could be significant
benefits derived from using UNICEF systems and guidelines on
procurement which at this stage are already estabilished and
understood by most partners.
List specific collaborations with IMF?


IMF office has no programme in Albania

The IMF has only recently become a player in Angola. However, it
is important to note that the Fund has approved a 27-month
stand-by agreement fro Angola worth US$1.4 billion as well as an
agreement on 30% of the budget to be used for basic social

A Joint Conference on the Social Impact of the Economic Crisis
was conducted by the UN, WB, IMF and government with the
active role of UNICEF is making one of the two presenations
allocated to the UN.

Information exchange only

None so far.

Meetings with the representative of IMF mission to Belarus




None currently

The IMF and UNICEF have a frequent and regular dialogue on
social and economic policy issues, particularly related to social
protection and the response to the economic crisis. The
Representative of the IMF participates in the UNICEF convened
inter-agency meetings on social protection and lobbies the
Minister of Finance on social protection funding. The government
deficit (heavily expanded by this year's flooding) is now expected
to reduce much less than previously projected.
IMF is a member of the UNIMT and SMT; however their
participation is dismal. Sharing information We have discussed
the establishment of an Economist Group order to support
Government in costing the investment in human capital.

IMF was a positive supporter of efforts to start substantive
dialogue on Safety Nets and Social Protection late 2008. There
has not been specific further collaboration.


There is no present collaboration with the IMF


Multi patners meeting led by WB and IMF : Opportunities to
increase national ressources for children and women
No direct collaboration.


no specific collaboration

WB is facilitating access and contact with IMF during the donor
round table meetings.
Collaboration with IMF has been limited. Only in December an
agreement was reached between the Bretton Woods institutions
and the Government. This will open the door for more intense
support to the DRC and consequently a bigger engagement form

Until the end of 2008, when the Representative left the country,
IMF and UNICEF frequently exchange strategic, policy and
technical documents mainly regarding Social budgeting and
expenditure and economical analysis. During 2009 there was no
coordination since the IMF is in its negotiating process with the

No collaboration as the IMF has no office in Egypt


Some discussions around the preparations for the Pacific Global
Economic Crisis Conference planned for February 2010


None. Though we do discuss economic analysis and social policy
implications with them.

UNICEF and IMF have been in conversation on how the micro-
level reality needs to be factored into macro-level discussions on
the macro-economic framework, fiscal policy and public finance
management. Given the enhanced dialogue at HQ levels in 2009,
it is expected that more cocrete collaboration at country level will
be supported in 2010.
IMF has proposed Guatemala as the country in Latinamerica
where a closer relationship with UNICEF might take place. Further
discussions will be done in 2010.







In 2009, UNICEF Iraq began planning for methods to increase
collaboration with the IMF.

None so far although we have been using the discussions with
others around the conditionalities that will be imposed upon
Jamaica as a result of a pending loan agreement We have used
all opportunies to advocate for the protection of children and the
maintence of the progress made in the basic social sector when
conditionalites will be announced.

Joint meetings, mainly donor coordination meetings.

No specific collaboration has been undertaken in 2009.
No specific collaboration with IMF

Two meetings have been held with IMF for mutal information
sharing. No discssions have been carrie douton eventual
cordinatedor joint activities.

There is no formal collaboration with IMF so far. There has been
series of visits conducted by IMF to look into how the government
is fairing in the context of the current economic down turn. The
IMF had series of briefing sessions with the UNCT memebers
following their missions.

Discussion of budget and or UNICEF Public Expenditure Review

The IMF contributed to an inter-agency vulnerability assessment
that was led by UNICEF. IMF support was secured to push for
public funding for a potential cash transfer programme during the
annual budget debates.

Following the impact of the global financial crisis on Malawi
Input into IMF missions to Malawi
Monitoring the IMF actions in terms of lending and bail out of the
GoM in regard to existing and current FOREX Crisis
UNICEF was exceptionally invited to participate in a technical
assistance mission on the social safety net that was lead by the
IMF with World Bank participation. As such, UNICEF had the
opportunity to input and provide comments on the final
(confidential) report that was shared with the government.
Participation also gave UNICEF access to privileged information
and exposure to new partners on social protection within the
Collaboration with IMF in the new Common Strategy of Assistance
to Country and through Financial Governance of PSRP

- Country Office occasionally invited to IMF missions briefing and
debriefing. - As part of FA-5 priorities UNICEF intends to start a
new collaboration with IMF and World Bank for the development
of Social Protection and Social Policy in Mauritainia and
Government for the protection of children and vulnerable groups
and to enable national sector budgeting more in favour of the
social sectors taking into consideration all bottlenecks


During the negotiations between the government and the IMF on
their agreement, UNICEF provided data and analysis to the IMF
for the protection of social expenditures.


UNICEF Mozambique has also developed a collaborative
relationship with the IMF within the framework of public finance
management (PFM). In this context, both UNICEF and the IMF are
advocating for an increased number of donors and the UN system
to reflect their aid on budget within the framework of the Paris
Declaration and Accra Action Plan implementation. Further to
efforts by UNICEF and a number of social sector partners for
increased allocations across key social sectors and systems that
allow better tracking of expenditures for children, UNICEF and the
IMF are reviewing the possibility of providing joint technical
assistance to a key line ministry for development of sectoral
classifiers in 2010, as a model for replication within a wider group
of ministries. The current absence of sectoral or programmatic
classifiers limits the ability of the Government to provide accurate
estimates for future costs implications of policies and
programmes – in all sectors but particularly in social sectors of
relevance to children. Due to the significant impact of the global
economic crisis on funding for the education sector, the


Potential for dialogue with the IMF on Recovery with a Human
Face in 2010 with a focus on protecting/increasing social budgets,
and adequate crisis recovery responses


No any specific collaboration with FMI
We communicate on an as needed basis. Most recently to see
how sector reforms in health and public financing reforms could




Advocacy with IMF Representaive on preserving budgets for
children in context of 2009 IMF agreement with Government.
Technical briefing by the IMF to the UNCT on the macro-
economics indicators


Exchange of information and joint advocacy for social services
(avoid cut in budget) and advocacy for a universal social cash
transfer for children as a main mechanism in poverty alleviation



Nothing to report



While there is some dialogue with the IMF, particularly around
issues of social protection, no specific collaboration has taken
place yet.

IMF does not have substantial presence in Bangkok and not a
member of the UN Country Team, either.

Non-representation of the IMF in Togo is a constraint.

They make an annual visit and we are invited to thier debriefing
session -- major macro economic focus, they have given GOTUK
high marks for economic management - this year growth at 10
%! However, they are the first admit that income gaps etc are
not thei focus.

Summarised above.

IMF does not have representation in the Country. However,
ocassional information exchange takes place during meetings.



Article IV collaborative meetings
Are IFI collaborations satisfactory in your co. -






























































































Comments on IFI collaboration

More collaboration is needed to address the impact of the food
crisis and financial crisis (FCC).

The pursuit of UNICEF's mandate involves more the generation of
political will than financing programmes that government is
convinced of needing to be done. The big player in town is the
EU, not the Banks

This is work in progress. IFIs have a different role in Argentina as
a middle income country, and the World Bank, IDB and CAF
compete to ensure the government and provinces take their
loans. UNICEF's engagement in the new CP with IFIs must be at
the sub-national level (provinces) where the situation of children
is worse and where UNICEF can be a leading partner.

More collaboration is warranted for the new areas UNICEF will be
pursuing, such as Social Protection. UNICEF needs to have and
develop the expertise and be at par technically in some of these
new areas to be a credible parter at the table.

The WB Country Director at the UNCT Retreat in 2008 said that
he didn't think that UN Agencies could provide any leverage to
effect social change in Azerbaijan. He didn't come to the 2009
retreat at all, even though his assistant had reassured that he
would be available. I have yet to meet him for more than 60
seconds at a cocktail party
WB plays a significant role in leveraging policies with the
government in health, nutrition and population sector-wide
programme.. During 2009, collaboration with the World Bank in
nutrition progressed and has contributed to putting under-
nutrition higher up on government agenda.

Yes, the engagement with IFI is evolving well. UNICEF is part of
the Eastern Caribbean Donor Group and Macro-Economic And
Public Finance Management in which IFI and development
partenrs are sitting around the table - including the World Bank,
IMF and the Caribbean Development Bank (supported by the

- The IFIs provide sound information about economic and
financial trends in Benin which are very helpful for our planning
- World Bank and IMF participate actively in the UNCT meetings.

The level of collaboration is already satisfactory but could be

Given that the World Bank only opened their office in Botswana in
December 2009 it was difficult to collaborate directly. However
the UNICEF country office will initiate dialogue with the World
Bank in 2010.


There is very little engagement currently with IFIs
Partnerships on social policy have been fruitful, however other
programme areas need to collaborate more actively with the
World Bank to work together, inform research, influence
conditionalities, inform programming and leverage funding.

Much more needs to be done for the engagemnt of the IFIs in the
sector support. Buruni' national budget s heavily dependant on
donor support (60%).

yes, this is going well with the World Bank (notable positive
developments) but can always be further improved.

If we are to take our 'upstream' work seriously and to push the
agenda at the political level, the World Bank and the IMF will
need to take the initiative to engage with us more, as we will
with them. One obvious area for further engagement would be
pressure on the government, with the support of the UNCT, to
make functional the Technical Committees charged with
monitoring the implementation of the PRSP

Preliminary talks with IDB regarding the next loan for ECD has
been establish. Further developments are expected for 2010.
So far, yes. But this is only because our Social Policy Chief is able
to pursue the dialogue with IFIs. Having this level of collaboration
requires staff who are excellent in policy and technical issues.
This means that the excellence of dialogue is dependent on staff
movement and staff quality – which has never been predictable in

Needs to be strengthened, but IMF and WB have just returned to
Comoros this year after a period of relative inactivity.

In the framework of the HIPC process, there is a strong
consensus between IFIs and UNICEF to leverage resources in
favor of social sectors (Health, Education, Water and Sanitation,
and Social Protection, and to support the Government with
accompanying measures for this purpose (e.g. public finance
management, results based planning and budgeting).
We have cordial relations with the IDB office in Costa Rica and
have plans of cooperation, which have not yet materialized.

Apart of some advocacy towards the WB that were sucessful to
let WB invested in new sectors (Nutrition and Social Protection),
there is no structured collaboration with the WB

good start and opportunities
At this moment influence of IFI's has been limited due to the fact
that the country has mainly been operating its budget on a cash
only basis. It is expected that the influence of IFIs shall increase
withthe recent agreement between the IFIs and the government.
In particular in the sector of Governance more collaboration with
IFIs is needed.
Collaboration with the World Bank is on going as indicated above,
particularly in education sector. A new EAPRO led initiative of
cooperation with the Asian Development Bank provided a new
window of opportunity to strengthen cooperation with ADB.

In theory IFIs should be key partners for UNICEF. The Ecuador
experience is short regarding implementation of
programme/projects. For example, the WB is now working on a
nutrition initiative with the Ministry Coordinating of Social
Development. The WB did not consult or invite UNICEF to join in
the initiative, even though they are using UNICEFs technical tools
and instruments for its implementation. These issues should be
discussed at the global level when agreements are drafted,
because the operations at Country level are the ones that finally
make a change in the life of children and adolescents.

The current information sharing is satisfactory as such, but the
office would like to be more systematically collaborate with the

UNCT and UNICEF specifically has very little or almost no
interaction with IFIs. World Bank participates in some donor
meetings, however, they do not participate in most of the
meetings to discuss national plans, nor cooperation programmes
of the UNCT with the government, or vice-versa. This limits the
possibility of obtaining any added value or pursuing more
effectively UNICEF mandate in the framework of IFIs
collaborationexist in country
They do not in the this country

There were some problems with the IMF national liaison officer,
who was finally dismissed and a new recruit is yet to be
appointed. UNICEF will engage more actively with the IMF in the
remaining PRSP II period with a view to promote child-friendly
national budgeting and PFM, PETS and to increase upstream
social policy interventions as per the MTR outcome and
They are open to engagement.

The IFIs (primarily WB) are definitely open and interested in
children's issues and with the focus on MDGs are committed to
achievement of results that impact on children.
As a lesson learnt and based on the country needs, UNICEF
Guatemala needs to strengthen its collaboration with IFIs;
however, IFIs are registering a very low level of implementation
of the funds assigned to the country, and this persisting situation
hampers further operational developments.

GAVI funding : Campagne préventive de vaccination contre la
Fievre Jaune ; Processus Elimination Tétanos Maternel et
Neonatal ; Introduction de nouveaux vaccins.
Good collaboration with FTI, need greater collaboration with WB
on health and WASH
Opportunities for collaboration with the IDB on child issues were
not realised during 2009 resulting in the inability to leverage
potential resources.

UNICEF will seek more active engagement with the IFIs,
especially with the World Bank. One of the possible areas where
UNICEF can push forward in the coming years is through
Education Programme. World Bank has adopted the Child Friendly
School Model to the rural schools, covering nearly 2700 schools
in Honduras so far. UNICEF and the Bank can systematise the
experience to influence the National Education Policy so as to
make the model as a part of national educatoin strategy to
achieve quality education at rural marginalised areas.
Relations with WB are very constructive, relations with IMF and
ADB are cordial.

Not yet optimal. However there are many opportuinities to
increase the partnership in particular with the World Bank and
the Asian Development Bank. The CO is determined to pursue

UNICEF Iraq is currently in the process of evaluating
opportunities to increase collaboration with the IFIs.

The relations with the Bank are on an informal level. Ofter times,
information that is shared with the Bank is integrated into Bank-
funded activities and with no mention of UNICEF involvement or
concern for duplication. This is something that is being discussed
with the Bank locally. As mentioned, the relationship with the IMF
is non-existent.

More engagement needs to be fostered with the IFIs beyond and
including the World Bank
It will be important to start engageing with the IMF as the play a
critical role in terms of the fiscal space available for child related
Collaboration with the World Bank is satisfactory, in particular
within the sectoral working group mechanisms, with a focus on
education and health. Throughout 2009, a specific focus of
collaboration has been strengthened in the field of social
protection and social safety nets and will continue in 2010. WB is
invited to the monthly UNCT meetings and its participation should
become more active in the future.
As UNICEF had been mainly devitedto emergency interventions
for the last several years, the leve of interaction with IMF and the
WB had been limited. However, with the beginning of this new
cycle, opportunities will be greater as explaijed under question

Thers is inadequate technical staff at the World Bank Lesotho
Country office. This has constrained sufficient engagment with
colleagues at the local WB office. This has also constrained WB
local office capaicty to attened Health Developmnet partners
where major engagements for children in health takes place.
There has been several missions from WB Headquarters followid
by debriefing at the end of the mission where programmatic and
operations engagment often take place.

Collaboration with IMF improving with the arrival of new IMF rep

The collaboration with the WB in the education sector in
particular has been essential for a very strong partnership
defining clear strategies in this sector among the financial and
technical partners and contributing to minimize the impact of the
crisis on the sector.

Given the limited involvement of the IFIs in Malaysia at this
stage, closer collaboration also has limited benefits. However,
continued dialogue with the IFIs to endorse UNICEF's objectives
of better providing for the most marginalized children (such as by
strengthening the social safety net and better targeting social
expenditure) would certainly help to add weight to the message.
Bretton Woods agencies are active members of the UNCT and
both WB and IMF are our key partners for the social protection
and safety nets options under review in Mali

Collaboration remains embryonic at this stage and requires
further development and relevant consultation with the different
institutions and Government/Min of Econ Affoars & Dev. The
collaboration is not equal by any means. The WB and the IMF
particpate in UN initiatives when they have 'time in their busy

As already mentioned the IFIs have a limited presence in Mexico.

As a result of the IMF conditionality, ADB and JICA are providing
support to the government through a loan in reforming the social
sectors by rationalizing the 60 or more benefits provided by the
government. ADB is also collaborating with MoH and UNICEF in
protection of children against malnutrition by expanding the
coverage of household micro-nutrient fortification.
To date, the level of engagement with the IFIs has been limited.
However, the space for further engagement is now opening up,
particularly in relation to the social impact of the economic crisis.

The collaboration is very limited.
UNICEF has made a conscious effort to partner much more
closely with the World Bank and IMF to ensure that they engage
fully on the human development issues that complement
UNICEF‘s agenda for children. The IFIs in Mozambique have
substantial expertise on policy issues. Through their advice and
technical assistance, these institutions are increasingly
influencing the national budget priorities and policy choices of the
Government. Moreover, they have specifically and explicitly
approached UNICEF over the last few years – IMF more recently
– expressing interest for expanded partnership at the technical
level. Building on the momentum of the collaborative
arrangements established to-date, UNICEF remains predisposed
to engage in broader policy dialogue with the IFIs in the areas of
social budgeting, public finance reform and social protection in
2010 as part of its Annual Work Plan in a number of sectors.


As indicated above there is very limited collaboration with the UN

There is a delink between WB global policy (poverty
reduction/ECD) and the programming approach at country level
which is not being picked up by WB/HQ. Hence, UNICEF has to
invest a great deal of time in advocacy.

The administrative mechanisms to provide technical assitance to
support counterparts are very different, and their postion allows
them to provide support to the government without having to
coordiante with UN agencies. Even though we share a space in
the sectoal roundtable, we have greater dialogue with bilateral
donors, than with the IFIS.
Particularly with WB as part of Health and Education SWAps
Collaboration has increased. Much of it is at informal level. In
2010, we plan to pursue either letters of agreement or MOU to
formalise some of the on-goung collaboration, especially in the
fields of CCT (conditional cash transfer) programming and ECD
(early childhood development).

The collaboration is informal.

We are getting closer with Asian Development Bank

The Interamerican Development Bank and the World Bank are
major lenders to Paraguay and, as such, influence the public
policies in different social sectors. When preparing loan
submissions, these institutions tend to neither consult other
international cooperation institutions nor invite them to dialogue
with their visiting missions.

There is insufficient collaboration with the IFIs in Peru, although
they provide considerable resources to address UNICEF
supported strategies. Unfortunately the Bank appears to be self
sufficient. Various commitments by the Bank to meet to discuss
issues of joint effort have not been kept.
More work is required in this regard.

Pls refer to comments above, in relation with very peculiar and
evolving partnerships between the Russian Federation and
international partners.
Currently there is hardly any real collaboration. Therefore these
areas need to be developed and sustained.


Even there is still a room for improvement the partnership is
gradually improving. However it should ne noted that main
efforts are coming from UNICEF side.

There is no formal agreement with IFIs for pursuing UNICEF
mandate in the country

World Bank is part of technical team reviewing UNICEF‘s study on
Effects of the recession on child poverty.

With the end of the conflict, the focus is now expected to shift
from humanitarian assistance to more regular recovery and
development activities. Therefore the collaboration with IFIs is
expected to get greater in 2010.
The relationship between the UN agencies and the World Bank is
not programmatic enough in that the Bank is still treated like a
donor. More interaction in regard to the MDGs and UNDAF would
be desirable.

The focus of World Bank initiatives eg Education, health, HIV,
OVC are central issues for UNICEF.

The partnership with IFI has been strong in information sharing
(regular IMF and WB briefings) and coordination (FTI coordination
with the WB). Further cooperation should be explored in jointly
influencing government public budget allocation in favour of
children, and Government's social sector reform. Specific best
practices and lessons learned in conditional cash transfer and in
child friendly budget would be highly informative.

There is room for strengthening collaboration with IFIs, especially
with the World Bank at both policy and programme level in areas
where the respective mandates converge, and where WB loans
could be channelled through UNICEF to the country.

See the answer to the question D.1.

Need a stronger presence of IFI's in Togo.

The level of collaboration with the WB is so far satisfactory.
Avenues to strengthen collaboration could be identified, possibly
in the field of pre-school education: a meeting with UNICEF was
called in December by the WB for an upcoming programme
targeting pre-school children in disadvantage areas in the
However, partnership with the World Bank is progressing in the
right direction as dialogue is much closer in several programme

N/A for the moment.

Collaboration with IFIs needs to be expanded to further enhance
delivery of results for children in Ukraine. In particular, this
applies to potential joint policy advocacy in implementation of
unpopular but necessary structural reforms (such as, PFM reform,
social sector and social protection reforms). Moreover, closer
cooperation with IFIs is necessary to ensure coherence of policy
messages addressed to the Government of Ukraine by UNICEF
and IFIs - respective policy recommendations need to benefit the
children of Ukraine.

Collaboration with IDB appears to be more helpfull

Engamegment needs to be formalised through available
Greater efforts would be useful with ADB, WB, and IMF.

No collaboration yet we will explore in 2010

More needs to be done in terms of collaboration, sharing
information especially and greater participation is necessary
during missions over and above debriefings and consultations.
Maybe UNICEF should think of fielding a Social Protection/Policy
Expert for all missions across all countries to ensure adequate
debate and resources of social sectors
If no, what is needed to pursue collaboration?

Support needed in line with the above.

Our need would be in obtaining best collaboration practices in
federal contexts. Experiences in centralized political structures
are not particularly useful in Argentina given the independence of
provinces and their impact on children.

Best collaboration practices and updates from IFIs would be

Best practices of collaboration from other countries would be
useful as will good contacts at the HQ level. Or just a change in
country director, I guess
We could have better relations with the IMF, especialy since the
IMF has recently returned to the sub-region due to the econmic
crisis. We are not aware of the recommendations made by the
IMF to countries and UNICEF has noticed that after some
discussion with the IMF, social spending has gone down in some
Regular update on IFIs, sharing of best collaborative practices

Would welcome support in identifying best collaboration practices

We are interested to know best collaboration practices and
update on IFIs particularly in areas like Social protection,
monitoring and evaluation in the Paris Declaration context, and
lessons learned from the Public expenditure tracking

It would be interesting to receive examples of collaboration
practices from other countries.

1) Regular updates on HQ/RO commitments and engagement
with IFIs with clear implications for country offices
2) Best collaboration practices for specific country contexts
3) Heads up on IFIs planned missions to the countries with the
TORs if possible
4) List of focal points. 5) Strategy documents.

With the EU Membership Status of the Country, the cooperation
is mainly directed toward EU supported work.
HQ can be useful in discussing priorities with Washington based
country staff in key countries when possible.

Relationships/Collaborations canno be forced. Slowly the
engagemnt is increasing and so much still depends on the team
assigned ot the country. We continue to include them in sector
related discussions lik Health, Education. Protection and most
recently Socal policy and social protection. The team on the
ground is small and follow through is a challenge.
Issues of partnership continue to be noted with the Asian
Development Bank despite efforts at collaboration at the regional
level. Information on best practices is always welcomed.

Please no, lines of communication open at country level already

It would be a great opportunity if the Regional Office could
support national authorities in developing tools for analyzing the
children situation in the PRSP and the MDTF

A joint regional visit from WB and UNICEF to lay out the
'roadmap' for activating the Technical Committees charged with
monitoring and implementing the PRSP, with real support and
political pressure from the other big donors including the EU.
We need different types of HQs support and incentives to be able
to recruit and retain high quality staff. a) Currently there is no
career path in UNICEF for highly qualified technical staff to move
up. In the World Bank or in WHO, skilled technical staff can rise
very high. But in UNICEF, many technical staff who want to move
up have to become non-technical (i.e., Representative or Dep
Rep). b) UNICEF pay structures are not competitive with IFIs.
Increments are automatic and not based on performance, unlike
in the WB. HR procedures are not conducive to making highly
qualified staff feel they would like to stay on.
c) Our processes of programme implementation, procurement,
etc. are still too heavy and burdensome and scare away many
qualified staff.

Information on existing MOUs and country experiences for

Best collaboration practices would be useful, as well as regular
updates. It would also be helpful to receive reports of any HQ
level meetings between UNICEF and the IDB (the most important
IFI from our point of view).

Advocacy and communication with non resident organizations on
some area of collaborations to be prepared when the mission will
visit the country

Best collaboration practices especially in the region would be an
Examples of COs that engaged with IFIs on governance issues


More information is needed from HQ and RO on the mechanisms
that are being negotiated at Global level in order to assure the
actual implementation of the commitments taken by IFIs and
UNICEF at country level

In addition to helpful written documents, the CO could benefit
from actual discussions and negotiations about Egypt at HQ level
between WB and UNICEF.

Best collaboration practices and specific guidelines that can be
used as the basis for establishing formal engagements would be
helpful. Regional alliances could open possibilities for country-
specific alliances, for instance.

All three Joint Programmes presently under development –
Maternal and Neo-Natal Health, Accelerating Development of
Developing Regional States and Gender – would greatly benefit
from the buy in of the World Bank, not necessarily with additional
resources but with amendments to the outcomes set for the
World Bank supported programmes already in place for the
country. This builds on the experience of the joint programme for
the economic corridor areas which failed because the WB had not
been sufficiently involved. This is an issue that will be addressed
primarily at country level but examples of successful
collaboration and inclusion of the World Bank in UN Joint
Programmes would be useful. In addition, examples of successful
collaboration on disaster risk management would help the UN,
the World Bank and bilaterals work on this together in Ethiopia.

We would need guidance andexperiences from others in this area


We have established agreement with DPP to work further on
issues of budgeting for children and furthering collaboration with
Receiving global or regional info regarding agreements between
UNICEF and IFIs will serve as the framework for posible
collaboration at counrty level.

For all three COs:
Firstly, examples and templates of existing cooperation
agreements with IFIs at the global level to enable the CO to
scope for opportunities.
Secondly, technical support from HQ and RO on how to utilise
and access identified opportunities.
Thirdly, all COs would like to receive information on best
collaboration practices from other countries as well as regular
update on IFIs
It would be beneficial to get inputs of the good collaboration
practices between UNICEF and the WB from other county offices.


The recent EAPRO initiative to sign a regional MoU with the ADB
and involve COs was well received and appreciated. Following
that initiative, the CO established a first contact with the ADB in
Jakarta to strengthen colaboration in particular in the area of
water and sanitation. This will be pursued in 2010.

The presence of IFIs in Iran is very limited at the moment. It
might be helpful however to be kept abreast of developments in
the areas of best practices and updates.
Information/technical support on development of MOUs with IFIs
would be appreciated.

Would be useful if IMF representatives could be given directions
to discuss with various agencies the upcoming loan and agency
concerns. The IMF representatives to the island have been
dominated by the government and no discussions with UN
agencies have been held aside from a rather superficial briefing
earlier in the year. This is something that could be facilitated
from top level discussions with the IMF. Also, a checklist of issues
that a UNICEF country office should be aware of when an IMF
loan is being worked out between the governement and the IMF
would be useful. A training on Bank and IMF processes would also
be helpful to build up UNICEF knowledge in this area.

Sharing of best collaboration practices. Regular updates on IFI's
policies, priorities and initiatives.

Regular updates on IFIs

Support on budgeting for children, costing of child related
policies, dialogue on fiscal space
Lessons learned and best collaboration practices from other
countries in the field of social protection and social safety nets in

Regular updates on IFIs, on meetngsbetween UNICEF HQ staff
and UNICEF would be very important.

- Progressive update of the CO on recent development with
respect to collaboration between UNICEF and IFIs at the regional
and HQs levels;
- Continue providing training for senior managment and
programme officer on how to engage IFIs;
- share infomation on best practices from other countries;


Need to intensify collaboration in all sectors, esp ECD and social



- Help get directives from their HQ to work with us as global
agreements do not trickle down. - Best collaboration practices
experienced in other countries.
- Regular update on IFIs.
- Technical Support in the development of technical guidance to
Government in this respect as a leading technical partners to
- Technical assistance to support national budgeting in favour of
children and to allow them to enjoy their rights.

The World Bank and ADB have clear mandates in social sectors
such as health, education and social welfare which are also
supported by UNICEF. UNICEF has contributed to the ADB
supported food stamp programme for mitigating the impact of
global financial crisis, and in the out-reach ECD project.

Good practices from other MICS/small country settings

The HQs of World Bank should encourage their representatives at
country level to work closely with UN agencies in the framework
of UNDAF as well as on security issues.

Would be useful to have dialogue and discussion with other
UNICEF offices in (upper)MICs on engagement with IFI's,
especially when the IFIs not present in country and where there
is similar reluctance of government.
Support to ensure that WB country programmes are aligned to
their overall global policies. HQ or Regional Office technical
assistance and in-country studies/cooperation will help
strengthen collaboration

IFIs representantive at the country level should asume the
ownership of Agreements signed at headquarters level. HQ could
organize regional meetings among representatives of IFIS and
UNICEF to increase ownership of agreements.

Best collabortaion practices from other countries
Collaboration practices as well as possibly organize joint
meetings on specific topics where collaboration desirable.

Best collaboration practices.

More regional and global agreements with specific mechanisms to
implement it.

IMF and UNICEF agreed at global level to conduct pilot
cooperation initiatives in selected countries on "Recovery with a
Human Face". Paraguay was chosen to be one such case. It is
expected that this interagency effort will result in a more
effective UN support to Paraguay in confronting the effects of the
crisis. Similar arrangements at global level with other IFIs would
facilitate more synergies between the UN and these institutions.
- Basic information on the IFI mechanisms;
- Contact names and addresses to support any eventual dialogue;
- Regular information from the Regional Office on advances and
"best practices"


Good collaboration practices and results - from other countries in
the (CEE/CIS) region would be of much use.

Continue to provide the CO with best practices and information
from other countries where this collaboration is taken place
Facilitate dialogue to help improve and identify scope and
opportunities through analysis of social protection, etc

Best collaboration practices

Support from the headquarters in applying the partnership
framework in the local context such as simplifying the reporting
requirement for the funds received from the MDTF (which
requires detailed quarterly report with multiple bureaucratic
layers for funds disbursement), would be appreciated.



Regular updates on ongoing negotiations with IFIs, dissemination
of best practices from other countries as well as strategic
documents (global / regional reports, handbooks) and upcoming
events would contribute to improved knowledge and could be
used to inform decisions at country level.
This particular issue cannot be solved at the global level unless
the basic modus operendi (i.e. mission-based operation)
changes, which I fully understand won't be possible. So the
solution needs to be found at the country level. We are trying
consciously to engage the World Bank Office in Bangkok in formal
but agile working group mechanisms in the concerned issue areas
to strengthen coordination and joint actions.
Advocacy for a stronger presence in Togo.
Nothing in particular


Encouragement to the WB team to collaborate more closely

HQ and regional offices can continue facilitating access of the
country office to the most up-to-date information and
international expertise in the areas of PFM, Social Protection,
policy analysis methodologies - this has been extremely useful in
discussions of potential joint initiatives with IFIs.

regular update on HQ collaboration with IFIs

The new country programme starting from 2010 offers new
opportunities for collaboration with IFIs in the areas of social
policy dialogue, resource liveraging for children, analysing effect
of financial crisis and economic down turn on the situation of
children and overall poverty in the country. To this direction, HQ
and RO support is required to identify and opeartionalise
appropriate mechanism/ instrument of collaboration. Examples
from countries where collaboration has hitherto been successful
would be equally useful. Closer and sustained collaboration
between the RDT and UNCTs of Central Asian countries for
responding to the compound crisis (political, humanitarian and
development) would be important.
Good practices, and regular updates would be useful. The Joint
Statement on Child-sensitive Social Protection was extremely
useful to us for the child poverty conference and its follow up -
would appreciate similar such initiatives.

Sharing of best practices.

As Bretton Wood institutions they should work much more closely
with the UN in Zambia, however, there seems to be very little
interest on their part for this!
Joint participation with IMF during Article IV missions. Best
practices and indeed regular updates.
Country       List Common Services being
Afghanistan   Common Premises
              Office maintenance
Albania       Human resources/staffing
Algeria       Courier
Angola        Common Premises
              Office maintenance

Argentina     Bank

Armenia       Common Premises
              Office maintenance

Azerbaijan    Security
Bangladesh   Common Premises
             Office maintenance

Barbados     Common Premises
             Office maintenance
Belarus      Common Premises
Belize       Common Premises
             Office maintenance

Benin        Human resources/staffing

Bhutan       Common Premises
             Office maintenance
Bolivia      ICT
             In-country transportation
Bosnia       Other
Botswana       Security

Brazil         Common Premises

Bulgaria       Common Premises
               Office maintenance
Burkina Faso   Common Premises
               Office maintenance

Burundi        Common Premises
               Office maintenance
Cambodia                         Security

Cameroon                         Other

Cape Verde                       Common Premises
                                 Human resources/staffing
                                 In-country transportation
Central African Republic (CAR)   Office maintenance

Chad                             Security
                                 In-country transportation
Chile                            Other
China           Human resources/staffing

Columbia        Security

Comoros         Common Premises
                Office maintenance

Congo           Common Premises
Costa Rica      Common Premises
                Office maintenance
Cote D'ivoire   Security
                In-country transportation
Croatia              Common Premises
                     Office maintenance

Cuba                 Courier

Djibouti             Human resources/staffing
Dominican Republic   Common Premises
                     Office maintenance
DR. Congo            Common Premises
                     In-country transportation

East Timor           Common Premises
                     Office maintenance

Ecuador              Common Premises
                     Office maintenance
Egypt                Security
El Salvador          Other
Equatorial Guinea   Security

Ethiopia            ICT

Fiji                Human resources/staffing
                    In-country transportation

Gabon               Security

Gambia              Common Premises
                    Office maintenance

Georgia             Common Premises
                    Office maintenance
Ghana               Common Premises
                    Human resources/staffing
Guatemala           Security
Guinea          Common Premises
Guinea Bissau   Common Premises
                Office maintenance

Guyana          Common Premises
                Office maintenance
Honduras        Common Premises
                Human resources/staffing
                Office maintenance
India           Common Premises
                In-country transportation

Indonesia       Human resources/staffing

Iran            Common Premises
                Human resources/staffing
Iraq        Common Premises
            Office maintenance

Jamaica     ICT

Jordan CO   Medical

Kazakstan   Medical

Kenya CO    Common Premises
            In-country transportation
            Office maintenance

Kosovo      Human resources/staffing
Kyrgyzstan   Common Premises
             Human resources/staffing
             Office maintenance

Laos         Common Premises

Lebanon      Security

Lesotho      Common Premises
             Office maintenance

Liberia      ICT
Macedonia    Security
Madagascar   Common Premises

Malawi       Security
             In-country transportation

Malaysia     Common Premises
             Office maintenance
Maldives     Common Premises
             Office maintenance
Mali         Common Premises
Mauritania   ICT
             In-country transportation
             Office maintenance

Mexico       Security
Moldova      Common Premises
             Office maintenance

Mongolia     Common Premises
             Office maintenance

Montenegro   ICT
             In-country transportation
Morocco      Human resources/staffing

Mozambique   ICT

Myanmar      Common Premises
Namibia            Common Premises
                   Office maintenance

Nepal CO           Common Premises
                   Office maintenance

Nicaragua          Common Premises
                   Office maintenance
Niger              Security
Nigeria            Common Premises
                   Office maintenance
North Korea, DPR   Other

Oman               Common Premises
Panama CO          Common Premises
                   Office maintenance
Papua New Guinea        Common Premises
                        Office maintenance

Paraguay                Common Premises
                        Office maintenance

Peru                    Common Premises

Philippines             Common Premises
                        Office maintenance
Romania                 Common Premises
                        Human resources/staffing
Russian Federation      Office maintenance
                        Common Premises
                        Office maintenance

Rwanda                  Security
Sao Tome and Principe   Common Premises
                        Human resources/staffing
                        In-country transportation
Saudi Arabia            Office maintenance
                        Common Premises
                        Office maintenance
Senegal CO              Security
Serbia         Bank

Sierra Leone   Common Premises
               In-country transportation
Somalia        Other
               Common Premises
               In-country transportation
South Africa   Common Premises
               Office maintenance

Sri Lanka      Human resources/staffing
Sudan         Human resources/staffing
              In-country transportation

Swaziland     Common Premises

Syria         Security

Tajikistan    Common Premises

Tanzania      Common Premises
              Office maintenance

Thailand CO   Human resources/staffing
Togo          Common Premises

Tunisia       Security
Turkey         Common Premises
               Human resources/staffing
               Office maintenance

Turkmenistan   Common Premises
               Human resources/staffing
               Office maintenance

Uganda         Common Premises
Ukraine        Courier
Uruguay            Security

Uzbekistan         Courier

Venezuela          Common Premises
                   Office maintenance

Vietnam            Common Premises

West Bank & Gaza   Security

Yemen              Security
Zambia     Common Premises
           Human resources/staffing
           Office maintenance
Zimbabwe   Other
Examples of common services?


A human rights advisor has been seconded to the RC office by
OHCHR. We find his services very useful in clarifying process,
concepts and the preparation of reports related to international

The UNCT has designated a UNICEF representative to supervise
the OMT. This provides more focus to OMT discussions and good
representation on decisions by the UNCT as well as protecting
UNICEF interests.

Off shore procurement services made by UNICEF on behalf of
UNDP is a good example of actions to gain efficiency and to
simplify procedures.

Comment on item 1) banking: although a joint banking survey
was conducted and analyzed, there is no common banking
agreement in place (UNICEF was advised not to have UNDP
represent it through an umbrella standard agreement format). As
it happens, UNICEF HQ does not even have a banking agreement
standard format document in place. Any required negotiations
that need to be made with the bank require duplicate work and a
separate agreement for UNICEF. This is an area which can be
looked into by HQ to come up with a standardized and unique
approach for banking agreements to avoid duplication.

In 2009 UNICEF actively participated in the inter-agency efforts
to expand common services by leading the UN Operations
Management Team and two of its working groups – the ICT
Group and the Procurement Group. Furthermore, UNICEF
continued to be the lead agency and chaired the UN Inter Agency
Salary Survey Committee (UNIASSC) for conducting salary
survey for local staff. In cooperation and coordination with the UN
IASSC, it completed the interim salary survey in the last week of
October 2009 and submitted the report to the UN OHRM, New
York. UNICEF also established a common vendors list in 2009,
which was shared and used by all UN agencies. In addition to the
LTAs established in 2008, 26 new LTAs for various commodities
and services were established and open for use by all UN
Agencies. The MOU‘s established with WFP in 2006 for sharing
common premises and services in Rangpur, Jessore and Cox‘s
Bazaar are still valid and being implemented. The same applies to
the MOU established with UNDP in 2006 for sharing common
premises and services in Rangamati. However, during a PBR in
We could share functioning examples on shared VOIP services
and travel agents (selected through a UN bidding process).

Unified cash transfers to implementing partners
Translators rates


The Information and Documentation Center (see in B.1.) can also
be considered as a Common service. Coordinated by UNICEF
Representative, the Center is the result of a close collaboration
between the UN agencies Communication Officers group, for a
great synergy. It has over 16 000 references on various areas of
human rights. It is managed by a team of 2 librarian from
UNICEF and WHO. opted for a joint approach in the Business
In Bhutan, the UN
Continuity- and Pandemic-Plan.

In 2009, UNICEF initiated formal contact with the Ministry of
Foreign Affairs to streamline the provision of diplomatic visas and
identification cards to the UN community. Work is underway to
finalize this activity, under the aegies of the Resident Coordinator
who has deemed this a good and required initiative.

We are opening a common premises in Salvador de Bahia, this
will be opened in 2010. The posibility of having a common
premises in Rio de Janeiro is under discussion with local
authorties. A joint MOU was signedwith Flight tours to provide
travel services to the UN System

Working in the spirit of ―Delivering as One UN‖ within Operations
Management Team (OMT) was delightful this year. The team was
composed of UNDP, UNICEF, WFP, WHO, UNFPA and FAO
Operations Managers. Common services planned and carried out
in 2009 were: premises cleaning, equipment maintenance,
security guards, transit services, travel services and Bank. For
each service a common process, there was a system of pooling of
personnel resources (at least one person from each agency; the
Operations manager or a finance or Supply officer) who work
together with the same objective. Technical and financial
evaluations are prepared with the participation of at least one
staff member from each agency. Leading a process for several
agencies allows a significant time gain and a synergy among the
team. The only cost of bidding brings a saving time compared to
a publication per agency. The outsourcing of travel agencies
brought a discount of 3% payable by all agencies at the end of
the year. Transit services offered a gain of 20% out of the normal
services from the transit company. There are also non financial
MOU signed by UN agencies wiht BINUB (DPKO Mission) for the
provision of services such as transport, medical services,
(including medivac from the provinces) communication, aviation
services, engineering, office maintenace. All these services are
above those offered by the UN Common services. BINUB charges
a 7% service charge for services rendered only.
In line with the principles of Delivering as One, further progress is
to be made in common procurement arrangements. While UNDP
and UNICEF have and will continue to play leading roles in
expanding the number of Long Term Agreements for the
procurement of local goods and services for use by all interested
UN agencies that have secured favorable rates and reduced
transactions costs considerably, many options to streamline
operations and reduce transaction costs even further are being
explored (e.g. improved information sharing, a common supplier
database, harmonized bidding forms, supplier performance
evaluation, product standardization).


Since 2009, when FAO moved in, all resident UN Funds and
Programmes and Agencies are housed in the same premises,
sharing common services such as security, cleaning services, a
common gym, receptionist etc.



The same travel agency serves ECLAC, FAO, UNDP and UNICEF.
The Operation Groups of different UN agencies in China have
taken advantage of the UN Intranet site and posted all their valid
Long Term Agreements for use by other agencies. This has been
very cost and time effective. In 2009, the inter-agency efforts to
expand common services continued through the work of the 6
task force groups, namely procurement, ICT, Human Resources,
Common Services and Learning. These groups operated under
the guidance of the UN Operations Management Team and the
UNCT. UNICEF participated in all task forces and continued to
lead the ICT and Local Salary Survey task forces. The task force
groups successfully managed to implement the following:
Procurement: completed long term agreements in areas of
printing and designing, stationery and office supplies, translation
and travel services. The group also finalized the guidelines on UN
Green Procurement and developed an on-line common supplier
database which is accessible by all agencies. Information
Technology and Communications provided constant technical
support to all agencies, especially the smaller ones (which do not
Not applicable.

No innovation. 2.Major achievements 2009 include (a)
Structure of Governance and terms of reference finalized,
Common Service agreement updated; Common Services in place
revised and new services proposed for Supply, Logistics within
the islands, Documentation Center and Travel; The OMT
proposed technical support groups for areas of Supply,
Administration, Human Resources, ICT that will provide technical
support in the respective domain (b) With the support of
UNDOCO staff and a consultant on common services, the
structure for One UN Office was proposed in November 2009 and
finalised in December 2009 although discussions for further
evolution are ongoing.(c) Ad hoc common recruitment panels
have been efficiently used by certain agencies ( WHO, UNDP,
UNFPA) and the Coordination, with UNICEF Ops Officer
participation in all.


The creation of a common payment center for items like
suppliers, equipment maintenance, office supplies, travel,
publication services, transportation services, etc.
No such examples in Cote d'Ivoire
Since the beginning of 2008, UNICEF and four other UN agencies,
moved to the new premises in a new business tower, occupying
two top floors. The office facilities and utilities are provided free
of charge by the Government of Croatia. Monthly rent for these
premises is USD $50,000, which presents a big contribution of
the Government. However, this arrangement has not yet been
formalized between the Government and UN agencies (in terms
or agreement or contract).
Security assessment was conducted and some improvements are
made, but the premises are not yet MOSS compliant. In addition
to the regular security service in the building, UN agencies are
jointly funding one security officer at the entrance.


1. Common LTA has been signed on various supplies and services
2. UNICEF has provided emergency medicines and equipements
for H1N1 Pandemic.


- Use of MONUC (DPKO) medical services by UN agency staff in
places where no other facilities are available.
- UNCT decided to recruit common area coordinators for
provinces where MONUC (DPKO) is withdrawing. The area
coordinator will be responsble to support coordination between
the UN agencies at provincial level.
  Logistical services for all agencies thtough (UNV) to manage
- Recruitment of Common Premises Manager logistics cluster.
the day-to-day operations for common premises and premises;
 Execution of a long-term agreement for the supply of fuel for all
UN Agencies generators and vehicles, resulting to substantial
 Outsourcing of common services to local contractors (grounds
and building maintenance, waste and solid waste removal and
disposal, generator maintenance, etc);
•	aste paper recycling;
 Pay-per-use arrangement to recover shared costs in maintaining
the UN Mission Dispensary;
 Language training.
There is a group integrated by the Operation Managers of the
Agencies involved, that works fluently and has being a key player
for the successful experience of the Common House functioning


We don't have any good example of common services as we just
started on this.


The operationalisation of the Joint Presence in 7 Pacific Island
Countries with different agencies taking the lead in specific
countries and providing services for the other agencies on the
basis of reciprocity is proving a very useful and effective
approach. As the initiative develops it is increasingly focusing on
joint programmes and joint programming, bringing furthert
benfits of UN coherence to these small Pacific Island Countries
Emergency traning facilitated by Unicef R.O for all UN agencies
and a number of UN partners.

Two LTAs were signed between all UN agencies and two travel
agents, which resulted in cost recovery, better time management
and cost savings. All agencies were invited to take part in a joint
procurement of office stationery. We partnered with UNDP in the
joint procurement, which took place during the third quarter of
the year. Other joint activities are in the pipe line. Examples of
these include: joint vehicle insurance, joint vehicle maintenance,
joint roaster of consultants, and revision of local consultancy

Not during the reporting period



ICT, the use of a common PABX system facilitates the easy
communication within the premises. Equally important is a
common e-mail system, yet hampered by different standards
agency by agency, but essential for effective interaction via
electronic mail. The lack of synchronized common address books
lead frequently to lack of distribution of urgent mails. A deficiency
easily absorbed by a common mailing system. The energy sector,
greening of the office a common approach on energy generation,
be it to solar power or generator, common approach on energy
saving measures, be it timer for AC, motion detectors, economic
light bulbs, is another lucrative sector which can be tackled in
The Suriname CO reports that UNDP, UNICEF and UNFPA share a
common premises in Paramaribo. In 2009 a reception area was
developed and a library is being installed. The Government of
Suriname (GoS) is committed to purchasing or leasing a new
space for the UN House, paid for by the GoS. The goal of the GoS
is to secure this space before elections which are taking place in
May 2010.
Joint Negotiation with a Mobile Company, which provided UN with
special rates among the UN staff members. Especially the special
tariff for the fixed line to call mobile numbers has reduced the
expenditure for the fixed phone lines by about 20%.

Not really. All we do in this front is standard, no real innovations.

During the emergency response to the West Sumatra earthquake
UNICEF shared common services (i.e. common premises, ICT)
with other UN agencies.


The OMT successfuly negotiated a reduction of 35% on the cost
of courier for all members. This was acheived after the two main
courier service companies were asked to present their offers to
the OMT Members. After analysis and further negotiations the
OMT Members received the 35% discount on courier services.
Additionally, the courier company trained staff in the UN agencies
to use thier web based system which will result in efficency in
processing transactions.

We have common premises and services (CSU) with MENARO.


The UN offices share a joint HIV/AIDS coordination unit that
serves the needs of all staff. The unit is coordinated by a focal
point and organises regular mandatory trainining for all staff and
their families. There is also a one stop shop clinic established at
one of the private hospitals where staff can receive treatment in
a confidential manner. This has encoraged staff and increased
attendance at VCT and enhanced access to confidential HIV
related care.

The UN in Kyrgyzstan has already made progress in establishing
common services in travel and procurement of goods and
services (LTAs). It is worthwhile to mention that as per WFP
request, UNICEF signed the MoU on provision of IT technical
services to WFP. In 2009, the OMT Task Force Group conducted
the DSA Survey for project personnel, local consultants under
SSA and national/implementing partners travelling within
Kyrgyzstan. The circular introduced the common approach
towards travel entitlements in addition to new Terminal
Allowance rates memorandum as of 22 July 2009. UNICEF
represented the Chairpersonship of the OMT in 2009. The UNCT
approved the Common Services and Premises Work Plan for 2009
at the beginning of the year. UNICEF‘s total contribution to
Common and Shared Services the 2009 Budget comprised
$29,878. Common services are a key component of the wider
objective of UN coherence efforts. In 2007 the CEE/CIS Regional
Directors Team (RDT) formally endorsed five attainable common
services and two measures to strengthen coordination on
common services within the UNCT and between the UNCT and the
inter-agency Operations Management Team. To ascertain with a
greater degree of clarity the causes for the modest level of
common services, the RDT annual work plan called for UNICEF to
conduct a deeper analysis of common services issues in the
region. In this context, UN House in Kyrgyzstan – along with
none countries such as Albania, Armenia, Azerbaijan, Georgia,

Since 2007 security considerations has been preventing UN
agencies to use the UN House in downtown Beirut. The
government of Lebanon offered the UN system a plot of land in
the suburbs of the capital for the construction of a new UN House
in full compliance with MOSS norms; however, the process will
take several years before the Common Service system could be
again tested in a comprehensive manner. In the meantime
UNICEF Office is functioning as a totally separate entity, bearing
all financial and administrative costs related to office space
rental, provision of security service, maintaining ICT functionality,
etc. It should be noted that, since UNICEF is part of the UN
Security Plan, it benefits from the UN Security Information
Operations Centre (SIOC) service. However, the security service
in and around the UNICEF House is provided on commercial
terms by a locally contracted company.
THe UN system in lesotho is currently exploring the possibility of
utilising the services of one bank. Already UNDP had requested
proposals and received responses from two banks. The plan is to
look into the possibilities of having long term agreement with the
selected bank. Similar arrangments will also be done for
identifying common travel agent and suppliers.

Common services arranged within the UN system comprising
common security company, suppliers for stationery and travel
agency can be considered as good examples.




UNICEF and WFP have joint zone offices (premises) in Kayes and
Mopti that have advantages of strenghtening programme
effectiveness and management efficiency- low operational costs.

- VSAT, the issue of UN badges and Video Surveillance. UNICEF
spent US$ 24,825 in 2009 for common expences on top of pouch
services. - Also, a tender released by the UN System in 2007
retained 11 LTAs on :
1. Office Furniture and supplies (3 suppliers selected);
2. Vehicle hire (3 suppliers selected);
3. Transit services (1 selectected);
4. Shipping agents (2 suppliers selected);
5. ITC maintenance;
6. Air conditioning maintenance;
7. Building maintenance; 8. Photocopying services. - Good liaison
with Government / National Security ensured by UNCT and major
security improvements made since the installation of a Security
Advisor in Mauritania in 2006. - Good guidance and security and
communication related support provided by OPSCEN and DSS in
2009 Memorandum of Understanding concerning management of
the common services account (CSA) was signed amongst
UNICEF, UNDP and UNFPA, whereby UNDP is the administrator of
UNICEF based on monthly expenditure reports provided by UNDP
disburses funds at least in two instalments over the year to
contribute to CSA activities:
othe maintenance costs of the UN House and adjacent territory;
omaintenance costs of the UN House facilities (heating, water
sewerage, electivity etc.)
 salary of ancillary staff (receptionist, security team – guards,
cleaners) and social security expenses;
osecurity systems and activities;
omaintenance of the internal telephone station/system and
other telecommunications systems, including Radio Room;
ocontingency and emergency expenses.
• A Common Services Coordinator is in place and providing
effective management of the OMT workplans and the UN House
day to day management. The UN Rates and tariffs used by our
counterparts for project budgets were revised.
• The translator roster was updated.
• A vehicle management task force has been established to share
best practices relating to vehicle and driver management.


Delivering as One: Common Procurement Initiative: The new
procurement approaches adopted by the UN family in
Mozambique demonstrate how common procurement initiatives
can produce value added by avoiding duplication of processes
through implementation of Delivering as One UN common LTAs,
development of a common online procurement platform (UN
Portal for Procurement website) and a Common Supplier
database. In addition, regular PAWG meetings involving
procurement staff from all UN agencies allow opportunities to
gain and share knowledge among the various UN agencies in
Mozambique. Ultimately, these initiatives are expected to
streamline UN procurement processes and: •	     Reduce the UN
agencies‘ bidding processing costs (i.e. reduction in time and
costs of advertising, preparing, printing and disseminating bid
documents) and increase the transparency of UN procurement
activities with the creation of the UN Portal for Procurement
 Simplify sourcing activities by creating the Common Supplier
Unfortunately not

1.Guidelines to Enhance Collaboration in the Field which defines
the arrangements for more efficient and cost-effective services
for UN agencies represented in the country. 2.Declaration of
Joint Principles of Workforce Diversity signed by all the Heads of
Agency: which aims to improve access by male and female
qualified candidates from the widest range of backgrounds, in
particular from historically excluded groups and regions, to
professional opportunities within the UN system. 3.UN Joint
Internship Policy: which defines the guidelines for internships and
other professional training programmes for Nepali candidates
from the widest range of backgrounds with a particular focus on
historically excluded groups. 4.UN Joint Induction package: for
new staff members


Common travel agent contract was a good idea and is functioning
but with difficulties due to quality of agent selected. This has
highlighted the importance of rigorous performance evaluation
mechanism, which is now being undertaken.



Not this year.

a) Financial management of the UN House, which is the
responsibility of UNDP, as the lead agency, was improved by
applying a timetable for funds advancement by the agencies,
allowing a timely and organized payment to service providers and
suppliers. Moreover, the fact that agencies are required to verify
accounts quarterly, instead of monthly, has reduced their
administrative work load. b) A number of requests for price
quotations and bids were issued on an interagency basis, with
more than one agency involved, depending on the case: courier
service, acquisition of office input and supplies, catering services,
hotel accommodations and others. This practice made optimal
use of the time these processes normally require and guaranteed
No. UNICEF and other UN share offices in two regions of the
country. We also share the cost of technical assistance services
(a consultant) in Ucayali. In 2010, The UN will move to a "UN
House" in Lima. UNICEF is not moving for reasons to do with
space and cost.



Not Yet

Well we do have a UN in Action Radio programme that is
broadcasted nationally every week. There is also an E bulletin
that has been recently initiated. A recent UN web-page review
has been undertaken by UNDP Rwanda staff member which will
lead to the development of the UN Web.


common premises including share of security and ITC in a
Joint organization of bidding and contracting for travel agent
services ensured standardization, quality in the process and
inclusion of a wider range of services, leading to selection of a
solid service provider for travel and conference organization
services, thus alleviating administrative burden on staff and
facilitating organization of events.

1. Common transportation service for staff ( staff shuttle) 2. Joint
medical services with direct billing system to the insurance

Our office initiated the review of internal controls over money
supplier cash transfer process in Somalia. UNICEF and UNDP
jointly engaged a public accounting firm KPMG to conduct the
review. The review identifies common risks in the internal
processes of both agencies and provides recommendations to
manage these risks. These recommendations will be implemented
in a consultative manner with UNDP in order to avert risks in the
emergency operations inside Somalia.

During its annual review in December 2009, the OMT in Sri Lanka
decided to include in its 2010 annual plan a
consultative/information/knowledge sharing mechanism of
making operational the following UN joint policies/systems: -UN
Joint Procurement Policy;
-Business Continuity Plan;
-International Public Sector Accounting System (IPSAS);
-Human Resources (harmonized staff contracts)
In Southern Sudan, a successful agreement has been concluded
with UNHCR, MSB and GTZ to outsource key functions such as
vehicle and generator maintenance, fuel, warehouse, inventory
and fleet management to GTZ. It is expected that this
arrangement will reduce operating costs. This partnership will
continue in 2010. In this agreement, GTZ will maintain all UNICEF
fleet of light vehicles and 15 trucks on loan to UNICEF by MSB. A
survey for Common transportation services for cargo
management in southern Sudan was done in conjunction with
UNJLC for off take in 2010. As this opportunity arises in Southern
Sudan, funding remains a major constraint for smooth
implementation. UNICEF participated in the joint collaborative
efforts with UNDP and other UN Agencies in the construction and
functioning of the UN Medical Clinic in the UNDP Compound.
Critical medical cases, on the recommendation of the UN
Physician, hospital level services are being availed by UNICEF
Staff and their family members in UNMIS Level 1 and Level 2
hospitals based in UNMIS Compound. UNICEF avails the air travel



The new ―Guidelines for Harmonized UN Procurement at the
Country Level‖ issued by the UN Development Group (DOCO) are
essentially based on the Tanzanian experience and the Tanzania
One Procurement Team (TOPT). UNICEF again has provided
important technical leadership by chairing the TOPT in 2009.
Currently under implementation there is an initiative on a
common UN database of consultants in the area of
communication (i.e. translation, video, photographs, graphics,
Not specifically.

Waterhouse donated by the Government is currently being
shared with WFP.

See answer in point 3 below
UNICEF, UNDP and IOM agreed to increase Internet bandwidth
jointly by means of an optic line called metro-ethernet, supplied
by the existing local ISP. The line has a total bandwidth of 30Mb,
of which UNICEF will use 5Mb, and is to be effective as of January
2010. This is to be used in current applications (email, datrabase
replication, internet usage) and in order to utilise new
technologies such as video conferencing, e-recruitment and
Vision. The cost of US$310 per month is seven times cheaper
than SITA while the speed is five times faster.
Not yet - we working on it, next year.


During January - June 2009 the UNICEF Ukraine Representative
was the Chair of the Operations Management Team. This allowed
to further execute the OMT‘s mandate as a subsidiary organ of
the UNCT and ensured OMT‘s representation at the UNCT
meetings which was not possible before. The OMT revised its TOR
and Common Services Plan for 2009 and committed to
strengthening Common Services in Ukraine by increasing a
number of LTAs and following recommendations on achievable
common services made by the Regional Directors of UNICEF,
UNDP, UNFPA and WFP. UNICEF took on the lead in Common
Services, and pursued its efforts in making them operational for
UN System in Ukraine. At its first annual meeting the OMT
members committed to strengthening and establishing the
following common services: a) Services for improvement and
-Hotels (common directory, LTAs and UN discounts) -Office
supplies/stationery procurement
-Paper procurement
-Conference/event management
-IT/audio-visual equipment procurement
Travel agency - Finally, after a long process, the selection of a
Travel Agency was completed this year. Telecommunications -
The qualification for the ―Sapphire Plan‖ allowed all the Agencies
to acquire the status of preferential customers and access a
package of important discounts in international calls (50-60%),
mobile telephony (40%) and data transmission services,
Anteldata ( Internet Class 40%). Hotel rates - Discounts of 20%-
65% were obtained in corporate rates. Courier - It was decided
to use the services of TNT for small packages, which resulted in
savings of up to around 50% depending on the previous rate of
each agency. Recycling of paper and other elements - In the
framework of the initiative for the care of the environment, the
OMT joined this agreement for the recycling of office material.
From September 2008 to September 2009, 1,910 kg of paper
were collected.
None to report


Government-EU-UN Cost Norms have been revised in early 2009,
and are being used by all actors. There have been some
challenges, including different understandings of the cost norms
and their applicability. However, these are being managed. The
UN (ExComm agencies) has made an effort to harmonise and
reduce transaction costs for IPs through the development of the
HPPMG, now expected to be rolled out in early 2010. The UN in
Viet Nam is building the one of the first Green UN Houses in the
world, with strong support from donors (funded 50% of the total
costs). The procurement process has initiated, Government
approval has been received, and completion is expcted in January
2012. A One UN intranet was established in 2009, providing all
UN staff with access to updated information on various aspects of
the One UN in the country. It is also being used for the elections
for the newly created FUNSA (Federation of UN Staff
Associations). Common IT standards have been developed for the
eventual move to One House, for example, no more desktops will
be procured, only laptops. LTAs exist for IT equipment,

- Use of the UN Dispensary. Regularly source of information and
sensitisation on health related issues
Emergency Coordinator in UNICEf is also working 30% of his time
with the RCs office and/or with interagency coordination.

Bottlenecks in common service implementation?

There are constraints related to the cost sharing mechanisms
both at UNOCA and in some Zone Offices. Some agencies with
whom we do share premises are not ready to accept the common
services/premises MOUs developed by UNDG and insist on using
their own standards.
The UNCT is working towards common premises, which would be
considered helpful. A building offered by government is in a very
poor condition and reuqires major renovation. Costing studies are
inter-agency relations and difference in procedures and
bureaucratic problems
Inter-agency relations are good. The shared premises are old and
the infrastructure needs serious investment in all areas: security,
plumbing, electricity, elevators, layout, etc. The costs of any
maintenance or repairs and doing business in Angola are very
high. Staff safety is a concern as the building deteriorates.
The OMT (Operations Management Team) is working well in the
country trying to increase the Common Services areas. Although
there were regular monthly meetings to reach the objectives of
the work plan, most of the issues encountered a bottleneck in the
final step which is the invitation for public bidding that should be
published by UNDP.
UNICEF administered Common Services and Common Premises
during 2008-2009, which required significant staff time on the
part of the Operations Manager but also on other Operations
staff, as well as the Representative, to be handed over to UNDP
from 2010. With a small UN community and an OMT made of of
national staff only, suggestions for improving efficiency and
reducing administrative costs was faced with resistance where
there was a bearing on common services staff who were long
known by all the staff. OMT meetings were less effective than
desired, and endless arguments to reach a consensus hampered
reaching results efficiently. In an effort to comply with UNICEF
procedures for contracts, additional steps were sometimes
required which frustrated staff of other agencies.
Separate premises (limits common services),
Members of OMT are not equally informed nor do they have the
same level of authority (i.e. many admin assistants attend - if
anyone attends at all
No major bottlenecks/constraints experienced so far.

Bottlenecks included: No uniformed understanding and
managerial commitment to Common Services by the various UN
agencies All UN agencies are working at a sub-regional level
withlimited staff and as such the coordination involved in
arranging and negotiating Common Services is an overburden to
UNICEF didn't encounter any major problems in Common
Services implementation

In a few instances late payments for rent and other operations by

- As stated in A.5., Common Services implementation needs
human and financial resources not always easy to mobilize. More
clarifications are needed.
- Some Agencies have no funds to participate in the common
services cost-sharing mechanisms.

slow and complicated progress in constructing a new UN-house,
accommodating all UN-agencies, resident in Bhutan.

In terms of collaboration within the Operations Management
Team, there are good contacts and relationships. However, when
it comes to the review of hardship and duty station classification,
there is little enthusiasm from colleagues from the other UN
agencies given that most of them are local staff. Only one
international staff is a member of this particular working group.
Under the leadership of UNDP, the UNCT initiated a Joint Request
Proposal that may result in joint banking services, pending
evaluation and completion of the selection process.
Common offices have been established for all staff / consultants
who are responsible for implementing the four Spanish MDG-F
funded programmes
The Botswana Country Office and other select UN Agencies are
collaborating to explore the option of moving to One UN House in
2010. The move, if successful, is expected to realize savings
equivalent to annual rent of US$81,000 for UNICEF. The rent free
building has been provided by the govermment of Botswana and
the matter is under discussion with other UN Agencies, with
UNDG TTCP (United Nations Development Group Task Team On
Common Premises). However, the decision to move is subject to
a cost-benefit analysis still under consideration at the time of this
report. The Operations Management Team and the Resident
Coordinator‘s office are steering the process of the relocation
through regular meetings. It is expected that if the agencies
move to One House - common services would be expanded to
include more than the current common portfolio comprising
courier services for the pouch, the building security services, the
cleaning services and the medical evacuation service. A recent
development is the drafting of a common contract with a travel

With UNDP reduction of staff, the cost for UNICEF in the common
space has increased.


The major constraint to agencies agreeing to common action (like
generators for staff) is the fact that some agencies are larger
than others and the costs analysis has shown that it would not be
possible, therefore funding...however we believe that when safety
is the issue no compromises should exist. Harmonisation is
therefore impossible in some key areas. We have a limited
number of service provider and they tend to come together to
basically get the maximum on contracts....we are often obliged to
source from Nairobi and or Tanzania...Competitive bidding is a
The UN system in Cambodia has been involved in an ongoing
common premises initiative. The UN house design has been
developed by a contracted architect and was used to seek
proposals from interested developers to potentially construct a
purpose built office building to be rented by participating UN
agencies. At present, UNICEF, while supportive of ongoing UN
coherence activities, has opted out of the current initiative. After
updating the cost-benefit analysis for the estimated range of
probable rental rates; i.e., US$18-US$27 per square meter, we
found that this range of rates would represent an increase in our
rental costs by a factor of between 5 and 8 times. Given the
current climate of austerity surrounding the global economic
crisis, we felt that this increase could not reasonably be absorbed
in our budget and that the use of programme funds to cover the
budget shortfall was not justifiable. UNFPA and UN AIDS have
also opted out of the present initiative due to budget concerns.
The TTCP has indicated that it cannot formally endorse the
Absence of to the anticipated higher who rates unable to
project due effective leadership by RCrentalseems which are
engage the government succuessfully. Lack of funds. Inter-
agency relations.
We would like to turn the currently blue UN House into a green
environmentally friendly building. We have a UN working group
on this but it will require resources that we currently do not have.

Funding remains a critical problem in CAR which is a major
constraint on programming implementation for all agencies and
thus a constraint, by extension, on the implementation of further
common services which require funding committments from
individual agencies. Despite strong effort to cut costs, the
security budget in particular is high and has put a financial strain
on all agencies.
- Cost-sharing
- Implematation of joint Project

Despite the efforts and meetings of Ops Officers, little progress
have occurred in this area.
Beijing Housing Service Corp. for Diplomatic Missions is a
government agency that provides offices and the required utilities
(water, electricity, heating etc) to all UN agencies in China. Due
to unknown reasons, rental and utility rates have never been
harmonized. In 2009 UNICEF was asked to pay an extra 8% of its
annual rental just because another agency had paid the same
increase. With the decrease of office support budget, the UN
agencies need to stand together and stop extra payments.

Considering that the UN presence in Colombia is one of the
largest worldwide with 24 UN agencies, Common Service
implementation is particularly challenging.
UNICEF was able to fully contribute to common services, USD 91,
208.65 with the support of programme funds which has bridged
over 34% the funding gap of UNICEF Operational costs. The
bottlenecks identified as in previous years are at reporting level.
Funds are advanced as per approved yearly budget and quarterly
expenditure reports are not delivered on a timely manner.
Limited human resources capacity and office workload don‘t
always allow for the most effective participation of the staff in the
common services activities. HACT has been effective since July
2009. It has been a challenging experience and certain agencies
have not yet fully applied the use of FACE. UNICEF is HACT
compliant and conducted two assurance visits at end of the year
2009. In addition, a project aimed to reinforce the capacity of
partners, as per recommendation of micro-evaluation, is in its
finalization stage; The OMT in collaboration with UNCT Comoros
continued to develop the systems that will enable the
achievement of quality of common Services in the UN compound.
Cost-sharing issues: delays in reimbursement from discussions
The Operations Management Team (OMT) continuesother
agencies, as UNICEF is prefinancing expenditures for the
functioning of Pointe Noire joint Office.
Decision making among agencies is slow, thus for instance there
is no decision as regards the new premises for the UN House and
the necessary removal is not on sight.
Very weak cooperation with concerned operational staff in various
agencies, the Operations Management Team lacks leadership and
real engagement.
no constrains identified Please notice that in point E4 none of the
aspects identified applies to Cuba since WE DO NOT HAVE HACT
IN THE COUNTRY. As there is no option for N/A, item 1 was
selected to allow the system save and submit the answers to
Annex B.
There is a lack of Human capacity within other UN agencies in
Operations, as UNICEF is the only UN agency with an IP
Operations manager, and the other UN agencies rely on UNICEF
technical expertise in the Ops Common Team.


In country transportation using UN approved flights is limiting the
staff movement.
The capacity of UN agencies to implement common strategy is
limited. Example, UNICEF is advanced in comparison to the other
UN agencies with HACT compliance which is posing a challenge to
 Delays in contributions by smaller UN Agencies as they have to
request their respective regional or headquarter offices for
allotments in their share to common premises costs.
 Participation of smaller UN Agencies is not very substantive and
those attending meetings are not senior enough to make
decisions on behalf of their respective offices;
 Varying policies and procedures.

No considerable bottlenecks regarding this issue

cost-sharing, inter-agency relations, workload.

Due to the geographic peculiarity of this country we should have
a UN sub-office in the mainland but we have lack of funds and the
cost sharing is an issue
Interagency relations: being out of the ECA – common premises
– UNICEF is not in a position to participate fully with common
services. Relations are therefore not as strong as they would be
in common premises. For 2010, as part of ‗Delivering as One‘,
UNICEF aims to participate in the following: local procurement as
a common service (led by ECA); improvement of medical services
for staff throughout the country (ECA). There will also be efforts
to update the host country agreement jointly, with other UN
agencies, led by ECA. There is also a significant issue related to
ICT. The regulatory environment in place by the Government of
Ethiopia is highly restrictive and a new agreement needs to be
negotiated between the UN and the Government of Ethiopia with
regards to telecommunications facilities available to the UN in
While good progress has been made in strengthening the Joint
Presence Initiave in the Pacific, slow progress has been made in
formalising agreements and fully operationslaising the Solomon
Islands Joint Presence.

HACT implmentation process delayed due to lack of funds.
Exercise resumed late 2009 to be hopefully completed in 2010
starting with Micro Assessment.
Only a few UN Ops meetings took place due to lack of leadership
(UNDP's role). Therefore no particular coordination between
agencies except individual initiatives.
However, regular interaction at the security level within the same
Ops group chaired by Field Security share especially with
UNICEF continues to pay the biggestAdvisor.
regards to the cost of the UN Dispensary under the common
services. One option is to introduce a pay-as-you-go system in
order to maintain the UN Dispensary. The RCO with the technical
guidance of WHO will organize a consultancy for a health
economist to come up with a cost analysis of the UN Dispensary
and a viable self-financing plan.
The common service (CS) implementation has improved however
monthly reporting on CS expenditure, verification of CS activities
through the finance committee, reporting, follow up and
collaboration and cooperation from service provider is still a
challenge and need to be further strengthen. Negotiations with
landlord must be with the focus to ensure best value. The
negotiation with Government Institutions should be systematic to
ensure UN is provided the facilities as per the BCA.
UNICEF seems to be the only agency really pursuing the HACT in

no serious bottleneck or constraints

The possibility to implement common services have been
discussed; however, there are no right conditions to do it.
Cost sharing's reimbursements are some time delayed

The management of funds in common services make it difficult to
react quickly to needed adjustments and repairs. Insufficient
budgeting for necessary maintenance lets the entire community
down and paralyzed by dysfunctional elevators, swampy parking
lots and entry areas, dysfunctional plumbing and other building
maintenance related items. The repair or extension of a PABX
system becomes a year long enterprise while it could be
technically solved within a few days.

Follow up to decisions taken at UNCT meetings has not been
timely due to heavy workloads for those staff assigned with

Cost sharing issues - some agencies delay refund to the
administrative agency.
Excessive workload of common service staff that has caused
delay in making payment to the service providers.

Currently, each agency has different recruitment policies and
practices and in some instances benefits. The ability of staff to
move between agencies for mobility purposes is thus restricted.
Temporary assignments between agencies also impacted by the
different application of staff rules. Contractual - SSA and
Individual Contracts: There is no consistency at the HQ level on
policy guidance relative to emoluments (salaries, subsistence
rates, travel) to be paid to consultants. In addition, there is no
shared data base of consultants. Joint funding and mechanism for
shared donor funds: If funding is come into any particular
agency, with the intention of being shared among several UN
entities, there is no mechanism to easily disburse the funds to
the various agencies (e.g. overhead deductions, transfer
mechanisms, etc.)
- There is need to strengthen inter-agency relations on common
services at the moment, UNDP dictates and assumes roles
outside the principles of "common services". - The issue of cost
sharing is another area that needs to be re-defined as agencies
scale down activities in 2010. - Chairing of the UN OMT, should
be rotational rather than being UNDP, to avoid the an agency
ownership and personalisation of the OMT leadership.
1) Funding constraints among partners 2) Limitations in local
decision-making authority
3) Low participation by some agencies on the Oprations
Management Team
1. The cost of air transportation of staff into Iraq using the
UNAMI aircraft is at $3 million per year, calculating travel costs
and staff time. This is due to the UN‘s reluctance in using the
common Baghdad Airport services which are fully functional and
the tranist time at Baghdad airport due to current logistics
arrangements. These costs can be put to better use in enhancing
security measures and other needed common services.
2. The low level of commitment of senior management of some
agencies to common services remains a concern.
3. As security and return to Iraq takes all attention, there is no
time for common services.
The main constraint in the implementation of the Common
Service system is the different rules and regulations in the
agencies. The collaboration of Ex-Com agencies has worked
effectively, but there are a number of issues relating to other
agencies. For example, UN hoildays are only observed by a few
agencies. Other agencies do not observe the Muslim holidays.
Bottlenecks have been identified in the process used to obtain
common services. Some agencies require a formal bid process
while others an e-mail to the supplier will suffice.
Again, another big constraint is the broad geographic coverage of
most of the agencies as discussed above
Given the fact that the RO has a higher work load than JCO and
the Head of the CSU reports solely to the RO, there is need to
press upon certain CSU staff that they are equally responsible to

Not applicable.

Implementation is often hampered by the varying mandates of
each agency. The host country relations unit is understaffed and
Most of the common service units lack staff to undertake the
required duties e.g security unit reaction time to incidents
especially in phase 3 areas is poor. Some agency budgets are
fixed at headquarters level which limits what an agency can do
locally and in turn affects implemntation of activities.
Requirements in existing contractual arrangements make it
difficult for some agencies to join the common serices pool. e.g
banking services. There is a tendancy also to prioritise the needs
of agencies whose headquarters are in Nairobi.
While there was an offer of UNMIK to UN agencies to move into
common premises (old VJ army), only very few agencies
expressed interest due to unresolved ownership issues and the
difficulty of UNMIK to provide clear costing forecasts.

Workload of the members of the Operations Management Team
(OMT) is the biggest constraint.

See above.

The main constraint in Common Service implementation is the
limited office space within UN House where most UN agencies are
housed. Recently the UNCT has hired a consultant to undertake
assessment of the situation and chart recommendation on how
the spaces could be effectively utilized.

Cost sharing issues, lack of funding by some of the agencies,
untimely financial reporting by some agencies on services
provided to other agencies,

As RC ai, I have been pushing hard for common premises.
However, UNDP HQ has not wanted to consider possible builidngs
until a new RR is in place
Common premises remain an issue since the UN common house
does not accommodate all UNICEF staff. UNICEF staff is split in
two groups: one working in the common house and the 2nd
working in an annex building outside the UN common house. This
entails security problems, especially since the UN common
premises are located within an industrial zone with many
labourers. The other shortcomings of the premises include faulty
electrical installation, which resulted in a loss of equipment for
the agencies sharing the common house, and a poor in-door
UNICEF always tends to provide and take leadership and carry
the cost of initiatives

- office space allocation remains issue, as UNICEF last launched
its PFP Unit last year.

Rules, Regulation and process to some are different hence it is
difficult to collaborate fully.

Lack of funds

- No real commitment from other agencies to pursue common
services to benefit from reduced/standardises prices i.e UNICEF
launched 11 bids for the UN system in 2008, UNDP was supposed
to launch 2 and have not yet done so. - Workload remains a
major characteristic of our work in Mauritania, due to many
competing agendas and weak Government performance and
limited funding of the social sectors.
- The programmatic stalemate faced by the stagnated
Government throughout the last political crisis in 2009 that
followed the military coup d'etat on 6 August 2008.

No significant progress was made with regards to common
premises/services. After various inter-agency consultations on
the possibility for all UN agencies to be located in a single
building in the perspective of a UN House, it appeared that the
operation was not sustainable and cost-effective for any agency.
Neither it was for UNICEF. The decision to stay in the current
office premises was endorsed by UNICEF HQ. Given the increased
number of security incidents, UNDSS has maintained security
awareness through periodic security briefings and this was
reinforced during the outbreak of Influenza A H1N1. Considering
the physical configuration of Mexico City, a new warden system
was put in place, giving the flexibility to each agency to set up its
own system. So far it has been difficult to conciliate individual
agency´s priorities, administrative and finance constraints with
collective interest as it appeared during the negotiations on a UN
house. The same constraints occurred for banking and
contracting a common travel agency.
CSA implementation goes relatively smoothly though there are
several issues concerning cost-sharing for UN garage and design
of reception area that were brought-up to the attention of UNDP
and the negotiations still continue up-to-date.
Another constraint refers to any capital construction and/or
renovation to UN House that requires the approval of Ministry of
Foreign Affairs, thus for example the roof repair of UNFPA
building wing has been under discussion for more than a year.
Another area for improvement could be selecting some tenders to
be organised by UNDP on behalf of UN agencies, those that are
compliant with UN coherence policy. The rest of tenders that
require promptness and specificity of our rules and regulations
could remain with UNICEF.

• Limited staff time available for common activities, so OMT
follow up and decisions can be very slow.
• Financial management remains complicated: neither UNICEF
nor UNDP‘s financial systems are easily adapted to cost-shared
budgets. This makes it difficult to reconcile amounts paid and

Common (Eco) Premises behind schedule which is constraining
further advances in common services.

The UN coordination has no dedicated staff to work full time on
coordination issues. The existing staff is a UNV funded by the
Belgian government. This solution is not sustainable. A long term
solution should be found, for instance a UN coordination officer
funded on the coordination budget.
Different UN capacities: Varying human and financial resource
levels among UN agencies has resulted in disproportionate inputs
by some agencies. Inputs to common initiatives by smaller
agencies on many occasions were insufficient, late or did not
materialise. Lack of appropriate Government involvement: The
process towards establishing common premises has been slow
partly due to the complexities of providing a large space for the
UN system at competitive rates, late and insufficient involvement
of senior Government officials in the process, and lack of
evidence to indicate cost-savings and efficiency gains in moving
into common premises. Cost sharing mechanisms: In the area of
common procurement, although UN agencies committed to
sharing costs of a number of initiatives, funding commitments
were not realised, leading to the absorption of the costs by the
lead agency (UNICEF). This was justified by the premise that all
common initiatives were activities that UNICEF would have
undertaken as part of its annual work plan, to streamline
operational processes and achieve transaction cost savings in the
business of the Organisation. As such, a wider effort was justified
Common service seems like a good idea but tend to be less
Overarching concern is that despite significant offers UNICEF (CO
and HQ) to provide support - taken up to TTCP level - the
MoA/Occupancy agreement for the UN House which was moved
into in September 2007 still not finalised. Previous RC delegated
fully to UNDP and most UN agencies/UNCT members have been
excluded from access to information, despite many attempts at
UNCT meetings. Linked to this is failure to finalise MoU between
agencies on common services and common premises Other
bottlenecks/constraints are: 1. Inability of small agencies (FAO,
WFP, UNHCR) to contribute share of some costs.
2. Common services 'management' not firewalled from UNDP
3. ICT - UNICEF as largest UN agency requiring both our own ICT
staff and network security and system, rather than a common
services approach. Not a concern for us, but is for other agencies,
especially UNDP who continue to question why UNICEF not a part
of/contributing to all ICT common services.
Common Services implementation has been smooth throughout
the year given good interagency relations but large workloads do
mitigate against more engagement on common service issues

In Nicaragua common services apply only for UNDP-UNICEF
partnership, the largest agencies in the country, sharing more
than 10 common services and the same premises.

The commitment is not the same from all the agencies: IFI are
not ready to contribute for the common security services, ansd
some other agencis delaied their contribution.

UNICEF chairs the Operations Management Team under UNCT,
thus, we have first hand experience in managing this aspect of
UNCT work. The main constraint is slowness of implementation
because each agency gives priority to their own operations. Over-
reliance on UNDP procurement system tends to slow things down
as well.
Very limited medical services available through a single doctor,
leading to critical conditions in case of medical emergencies.
UNICEF alone had three medical evacuations in 2009 due to lack
of required medical facilities in the country.

Cost sharing issues, costs are relatively high.
Bottlenecks are among others:
1)high costs including rent of premises,
2)staff turnover,
3) poor particiaption of operations managers in the UN operations
mangers meeting.
There are still problems with reconciling accounts between UNDP
and the other agencies. Adressing this issue will be a priority in

Bottlenecks to Common Services have largely to do with the fact
that we work in different regions of the country making it difficult
to share certain services. Where we do work together, we share
offices, security services and transportation to a very limited
Identification of common premises was lengthy but was resolved
after visit of Secretary General in 2009.

UNICEF manages all contracts for the Common Premises/Services
which consumes a lot of staff time.

Lack of direction from the RC's office has led to a very slow
process of agreement on common service issues.
A common services workshop was facilitated by UNICEF
(Operations Officer) to identify new opportunities for
collaboration and to enhance existing services.
A governance framework to accelerate proposals and decisions
was introduced and agreed with UNCT, and an AWP for common
services is being finalised for 2010.
Cost sharing issues are serious constraints

Remarkably the year 2009 has seen very few constrains in
Common Service implementation. Most of the problems that we
had in the past were taken care of. The only minimal difficulty
has been the extent to which International Staff demand high
standards in service provision from all local providers but
generally the support has been optimal.


use of different management system
rapid rotation of staff
lack of will from head of offices
Some of the constraints in the CS implementation process include
the different policies, regulations and procedures of UN
organizations, lack of cost efficiency in relation to some common
services, and the range of requirements in services and types of
goods procured, often specific for each organization. Greater
harmonization of regulations would significantly facilitate
cooperation, bring greater cost effectiveness and widen the scope
of common services in the country.
Too many common services contracts which delay payment for
the common services

none in particular

There was a change in the leadership of the Operations
Management Team in August 2009 and this has to some extent
slowed down the effectiveness and efficiency of the common
services. The frequency of OMT meetings and participation from
member agencies has also considerably reduced. The
Government of South Africa has provided rent-free space for the
UN common premises which houses most of the UN Agencies in
Pretoria. The UN in Pretoria occupies five upper floors of a
building that is located in the city centre and is exposed to a
number of security risks besides constant and congested vehicle
traffic. The first four floors in the building have been allocated to
other Government agencies. The UN Agencies through the OMT
have been pursuing with Government of SA for provision of
exclusive UN Common premises that is MOSS compliant for a
number of years. In 2009, as in previous years, the OMT has not
been able to make any headway in this regard despite several
meetings with Department of Foreign Affairs‘ officials. During
2009 and in past remains number of UN agencies have either
Major constraint years a staff workload
The decision on building a joint UNICEF/WFP office compound in
Khartoum has been delayed. In order not to delay the
implementation of MOSS compliance further (in terms of stand-
off space), and also to avoid paying the prohibitive rent, UNICEF
moved to another premises at the end of 2009. This is because
WFP's move to Sobat on the outskirts of Khartoum (where
UNICEF and WFP planned to have a joint office) will take more
time than what was estimated in 2008.

Three constraints have been encountered:
1. Weak systems to manage pooled funds (fr ad hoc joint
2. Workload: Common services no integated in staf JD therefore
UN related work is perceived as additional work.
3. Cost-sharing: No clear mechanisms for cost-sharing and
reporting mechanisms for ad hoc jointstaff number and
UN presence in Syria is quite small in initiatives
programme funding and agencies find the cost of doing business
together more expansive. UNHCR is currently the biggest agency
due to the Iraqi refugee population. The main common issue of
concern for all resident UN agencies is related to the security of
UNDP provides common services to agencies they administer
based on the business model of cost recovery. It is not cost
beneficial for UNICEF to join in such CS with this overhead
•	 of funds and therefore delays or non payments from some
of the UN agencies;
 different levels of participation of UN agencies, including
capacity issues;
•	 of harmonization of common services tools between UN
agencies both at country or HQ level thus increasing the
responsibilities of some agencies.
UNICEF as well as some other large organizations with long
history (eg. FAO, WHO, WFP) are located outside the UNESCAP
building where a majority of other UN agencies are housed. This
does not make it always easy to coordinate and benefit from the
common arrangements.
1. Each agency is assigned a leadership role in the establishment
of identified LTA but some take too long to conclude the process.
2. Most agencies have junior staff; OMT work is therefore a
The survey on UN coherence launched by UNICEF MENAR0 late
November, which included a visit to Tunisia by an international
consultant, will highlight the opportunities for harmonisation
A common services assessment was concluded in November 2009
by a consultant contracted by the Regional Driectors Team.
Detailed feedback was provided. The difficulties arising from
human resources capacities, interagency relations, workload and
differences in rules and regulations were explained.

UN has been strongly promised a new building although there is
no progress from the Government side on it. The current building
is pretty old and needs a lot of renovations which require huge
expenses. The question about UN canteen is still open. UNICEF
has had several attempts to rise this issue during OMT meetings,
however, currently, no other agency has showed the interest to
establish common canteen for UN staff.
UN building is not situated in the administrative centre of the
city, thus there is no place for lunch nearby the premises.
Cooperation between UN agencies is executed with difficulties as
there is still a big gap in understanding of priorities for the
common system.
Lack of funds to establish new premises where more than one
Agency could fit

Due to changes in the chairmanship of the OMT as UNICEF
Representative was re-assigned to another office in June 2009
and new Chair, very new for Ukraine, was appointed only in
November 2009, no follow up actions had been taken. It is also
worth mentioning that UNICEF proposals to conduct bids on
behalf of the UN System are not welcomed as UNDP‘s and
UNFPA‘s rules do not allow these two agencies to sign LTAs for
bids that they did not conduct. This issue has been addressed at
the regional meetings of UNICEF Operations Officers where
UNICEF, UNDP and some UNFPA Operations Officers were
present. However, little consensus has been achieved at the
country level.
UN House
After a process that lasted one year, in December 2009, the OCR
presented to the inter-agency TTCP the one house project for
United Nations of Uruguay. The Agencies that confirmed their
interest in participating were: PNUD, PNUMA, UNESCO, UNFPA,
UNICEF, UNIFEM, OIM and UNOPS. It can be inferred from the
December TTCP report that the option of building the premises is
too expensive, taking into consideration the situation of the
agencies in the country.

Country situation does not allow establishing some of the
common services like security, ICT, Banking, and travel. There
seem to be no immediate possibility for establishing common
premises in Uzbeksitan.
One of the main difficulties to implement new common services
was the variety of priorities and interests in specific topics
handled by each agency. Additionally NU agencies gave priority
to domestic issues instead of interagency topics. The
Management Group did not met regularly and the coordination of
this group, in charge of UNDP, experienced difficulties in follow
up the agreements, due to other internal priorities of that
agency. Budgets reduction in several UN agencies also limited the
possibility of exploring
new services or opportunities, that require increase contribution
Constraints include agency-specific rules and regulations,
especially in the case of specialised agencies. Implementing a
One UN approach to change management continues to be
discussed, in the context of the eventual move to One House.
Significant savings from common services in Viet Nam will be
realised most visibly when all agencies move into One House.

UNICEF like most UN agencies in oPt, benefits from common
services through the UNDP umbrella in the areas of
administrative service(s) – visas; work permit; duty free fuel;
and VAT re-claim, Tax Exemption etc. Other common services
include security - UN DSS and UN radio control room, which is a
24/7 operation and is a co-shared facility. In 2009 as in the past
years, UNICEF co-participated in the UN staff counsellor services
and financially contributed to the UN budget for this facility. The
Operation Working Group continues to function in oPt lead by
UNDP and more efforts for Common Services need to be futher
UNICEF is often relied upon to fund large parts of (often
expensive) common services as other agencies seem to struggle
to find money for the funds. To this extent we are now
considering exploring the possibility if it would be cheaper for
UNICEF to have separate premises.

Cost sharing a challenge, workload, and sometimes interagency
priorities and relations.
List applicable aspects of HACT?

Completed Macro assessment/or assumed high risk

Completed Macro assessment/or assumed high risk

Completed Micro Assessment

Completed Macro assessment/or assumed high risk
Using FACE form

Completed Micro Assessment

Completed Micro Assessment
Using FACE form

Completed Macro assessment/or assumed high risk
Completed Micro Assessment
Completed Assurance and Audit Plan
Using FACE form
Fully HACT compliant
Completed Macro assessment/or assumed high risk
Using FACE form

Completed Macro assessment/or assumed high risk
Completed Micro Assessment
Completed Assurance and Audit Plan
Using FACE form
Fully HACT compliant
Completed Macro assessment/or assumed high risk
Completed Micro Assessment
Completed Assurance and Audit Plan
Using FACE form

Completed Micro Assessment
Using FACE form
Fully HACT compliant
Completed Macro assessment/or assumed high risk
Completed Micro Assessment

Completed Macro assessment/or assumed high risk
Completed Micro Assessment
Completed Assurance and Audit Plan
Using FACE form
Fully HACT compliant
Completed Macro assessment/or assumed high risk
Completed Micro Assessment
Completed Assurance and Audit Plan
Using FACE form
Fully HACT compliant

Completed Macro assessment/or assumed high risk
Completed Micro Assessment
Completed Assurance and Audit Plan
Using FACE form
Completed Macro assessment/or assumed high risk
Completed Micro Assessment
Completed Assurance and Audit Plan
Using FACE form
Fully HACT compliant

Completed Micro Assessment
Using FACE form

Completed Macro assessment/or assumed high risk

Using FACE form

Completed Macro assessment/or assumed high risk
Completed Macro assessment/or assumed high risk
Completed Micro Assessment
Using FACE form

Using FACE form

Completed Macro assessment/or assumed high risk
Completed Micro Assessment
Completed Assurance and Audit Plan
Using FACE form
Fully HACT compliant

Completed Macro assessment/or assumed high risk
Completed Micro Assessment
Using FACE form

Completed Micro Assessment
HACT not currently implemented in Country

Completed Macro assessment/or assumed high risk
Completed Micro Assessment
Using FACE form
Completed Macro assessment/or assumed high risk
Completed Micro Assessment
Completed Assurance and Audit Plan
Using FACE form

Completed Macro assessment/or assumed high risk
Completed Micro Assessment

Completed Macro assessment/or assumed high risk
Completed Micro Assessment
Completed Assurance and Audit Plan
Using FACE form
Fully HACT compliant

Completed Macro assessment/or assumed high risk

Completed Macro assessment/or assumed high risk
Completed Micro Assessment
Using FACE form
HACT not currently implemented in Country
HACT not currently implemented in Country

HACT not currently implemented in Country

Completed Macro assessment/or assumed high risk
Completed Micro Assessment
HACT not currently implemented in Country

Completed Macro assessment/or assumed high risk
Using FACE form

Completed Macro assessment/or assumed high risk
Completed Micro Assessment
Using FACE form

Using FACE form

Completed Macro assessment/or assumed high risk
Completed Micro Assessment

Completed Micro Assessment
Using FACE form

Completed Macro assessment/or assumed high risk
Completed Micro Assessment
Using FACE form
Fully HACT compliant
Completed Macro assessment/or assumed high risk

Completed Macro assessment/or assumed high risk
Completed Micro