―At no time in human history have the fates of every woman, man and child been so intertwined across the globe. We are united both by moral imperatives and by objective interests. We can build a world in larger freedom — but to do it we must find common ground and sustain collective action.‖ Former Secretary General of the United Nations – Kofi Annan, In larger freedom Concept Note Delivering as One in Lesotho May 2009 – Version 3.0 final Table of Contents Delivering as One in Lesotho ........................................................................................................................ 2 National context and Aid environment ........................................................................................................ 4 UN reform initiatives..................................................................................................................................... 6 Challenges and opportunities ....................................................................................................................... 7 Scope of enhanced UN coherence and effectiveness................................................................................... 8 High level overview of way forward ........................................................................................................... 12 Delivering as One in Lesotho In response to developments related to UN reform as well as developments in the global aid environment and national development context, the UNCT in Lesotho dedicated the 2008 retreat to collectively envision and plan more effective ways of working together as a more unified and cohesive entity. Throughout the different working sessions in the retreat it became clear that there exists a strong drive to pursue UN reform in order to increase the effectiveness of the UN system in delivering development results as well as to increase the efficiency with which these results are achieved. If the UN is to demonstrate its relevance in support of national priorities, the system as a whole has to work more effectively and seamlessly, and in partnership with others (Government, civil society and private sector), whilst relying as much as possible on national systems and processes already in place. The aid effectiveness agenda, guided by the Paris Declaration and recently agreed Accra Agenda for Action, presents a new and challenging aid environment for the UN to carry out its development efforts. While we urge donors and governments to reform we cannot continue with old habits of institutional proliferation, cumbersome and widely varying procedures, and poor coordination of our efforts. We are vulnerable to becoming irrelevant as better-resourced multilateral and bilateral institutions are strengthening their role in promoting human rights, social justice, democratic governance and pro-poor growth. The UN system at country level is under-resourced in comparison with other development partners in two distinct areas: on the one hand our financial resources are very limited in comparison with other development partners in Lesotho. On the other hand, there seems to be an overall trend in UN agencies to concentrate technical expertise in headquarters and regional centres while allocating less and less resources to the country level. Both of these greatly limit the potential of the UN system at country level to play an increasing “upstream” role providing policy advice to our national counterparts. As such, our comparative advantage is likely to be questioned. The global context for UN reform provides some important pointers towards change in UN Lesotho. Owing to its size and diversity, the UN is the most appropriate global convener, mobilising the entire global leadership around the Millennium Development Goals (MDGs) and other global agendas. The Organisation has shaped itself to be “fit for purpose”, and is, therefore, able to deliver according to the varied challenges and needs. However, the UN is criticised for working through too many complex agencies, with overlapping mandates and heavy transaction costs. Donors see the Organisation as too fragmented and cumbersome, and with agencies competing for resources. This results in inefficiencies and incoherence. Old and new mandates co-exist with little or no reference to what existed previously. As such, the UN system in Lesotho ought to operate in a way that enables planning and strategising for the longer term. It should endeavour to achieve maximum effectiveness and accountability, and to be efficient and far-reaching. The Team cannot afford to operate piecemeal; and for a country like Lesotho, there is no reason why we should not go full swing into the Delivering as One agenda. We ought to consider the most important constituencies and thematic areas to maximise collective impact of our programmes. Our operations should be based on meaningful partnership with other key partners working in the same areas. We should also consider the fact that the MDG deadline is drawing close, and that it should rally behind the country to ensure that the Goals are met. It is commonly known that more aid is needed to achieve the Millennium Development Goals, but it is also clear that ODA is falling and is likely to fall even further as a result of the global financial crisis. In addition, a number of donors are changing their aid modality at country level. This calls on the UNCT to reflect on how it positions itself in this new aid environment. We will have to find ways to “do more with less” and better leverage national- and development partner’s resources, which increases the urgency of the call for efficiency and effectiveness. Despite all these challenges and recognizing the opportunities realized through the One UN pilots, an invigorated UNCT committed at the end of the retreat to pursuing the Delivering as One agenda for the UN in Lesotho. Based on experiences from both the One UN pilots as well as the other self-starters, the team reviewed the potential for collaborative arrangements and outlined an action for strengthened UN coherence and effectiveness. Following the UNCT retreat, wider consultations with staff was made culminating in an all staff retreat in April 2009. This retreat, held from 1 to 3 April, was the first for the UN System in Lesotho. It brought together the entire UN staff (over 150) to deliberate on Delivering as One and UN Coherence in general. The retreat was effective in building good understanding and excitement around the move towards Delivering as One. At the end of the retreat, the staff came out with a landmark declaration that represents all UN staff commitment to Deliver as One (see inset). The Declaration is signed by each individual staff member and will be exposed in the UN conference hall. The last day of the retreat focused on communication to partners of the intentions of the UN system in Lesotho to Deliver as One to raise the awareness level and get the necessary buy-in and support from key partners. Both Government as well as Development Partners expressed their appreciation to the UN team in Lesotho for taking this initiative and committed to support the system in its efforts to move towards Delivering as One. From the Government side, the commitment was further strengthened by a request from the Minister of Foreign Affairs to formally brief the Cabinet as well as the group of Permanent Secretaries on Delivering as One and the vision for UN Lesotho. To quote from the official communication from the Minister of Foreign Affairs “Lesotho wishes to be a part of the bold [Delivering as One] initiative that would ensure not only closer and more impactful collaboration, but would also facilitate greater focus towards fine-tuning a multi-sector response to Lesotho’s development challenges” Delivering as One is a real opportunity to make further progress towards articulating and demonstrating a strategic role for the UN system in support of development outcomes articulated in key national frameworks and reflected in the latest UNDAF 2008-2012. All these developments require a real change for the UN system in Lesotho and we can no longer do Business as Usual. National context and Aid environment The Kingdom of Lesotho is completely surrounded by South Africa. More than 80% of the country is higher than 1800 metres above sea level. The major natural resources are water, agricultural and grazing land, some diamonds and other minerals. Only 10% of the land is arable, and population pressure has resulted in overgrazing, severe soil erosion, and soil exhaustion. Agriculture is the main source of food and income for the rural dwellers. However, domestic food production only accounts for 30% of the country requirement. Lesotho is among the least developed countries in the world with an HDI of 0.496, which gives the country a rank of 155th out of 179 countries with data according to the 2008 statistical update of the United Nations Development Programme Human Development Report. An estimated 56.7% of the population live below the poverty line (BOS 2007). Lesotho’s major natural resource is water, and the completion of the Lesotho Highlands Water Project in 1998 enabled the country to export water to South Africa, leading to an economic spurt. Before the global financial crisis, a growing manufacturing sector developed, but the economy’s base remains subsistence farming and animal husbandry (approximately 80% of the population depends on agriculture), small-scale industries (food, beverages, textiles, apparel assembly, handicrafts), construction and tourism. Approximately 35% of the active male wage earners work in South Africa, although the number of mine workers has been steadily declining over recent years. Lesotho has the third highest adult HIV Prevalence rate in the world (23.2%). There were 108,200 AIDS related Orphans and Vulnerable children in 2007. HIV & AIDS has a great impact on the social and economic life of the Basotho people either because they are infected themselves or affected by family members that have the disease and require care. As a result, the Government has declared the combating of HIV/AIDS has its number one MDG. This compelling national scenario clearly underscores why Lesotho needs the support of the UN. The framework and context of development cooperation in Lesotho has evolved over the years. Past country cooperation activities were often carried out through various mechanisms. These included identified development projects or programmes funded by donor grants, concessionary loans or a mixture of both; occasional direct budget support grants and/or Sector Wide Approaches (SWAPs); and, agreed projects which were directly executed by the resident development partner agencies. Over the years, these development assistance modalities tended to saddle and overtax the capacities of government departments devoted to negotiating, monitoring and reporting on the performance of these projects. This was because of the large number of miniscule projects that had to be negotiated with the various development partners, whose funding mechanisms and reporting rules differ (according to donor and by type of development project involved). By the turn of the last century, there was growing consensus within the development community towards the design of broad, comprehensive national development frameworks, with the collaborative involvement of all development partners, towards the implementation of which all parties, governments and development partners alike, would contribute their resources (human, technical, financial) for the realization of agreed goals and outcomes. The Poverty Reduction Strategy Paper (PRSP) framework became one such modality for a more coherent, comprehensive and broadly consultative mechanism for focusing development cooperation resources, in order to achieve maximum impact. During the late 1990s, many developing countries began shifting from traditional medium-term National Development Planning mechanisms to the design of Interim PRSPs (I-PRSPs). In Lesotho, subsequent to the drafting of an I-PRSP, it became necessary to develop a long-term National Vision 2020, which sets the longer-term perspective, to guide the series of medium-term planning frameworks for pursuing the goals of that Vision. The National Vision 2020 was completed in 2004, alongside the design of the first full-fledged PRSP 2004/05-2006/07. The implementation of this very comprehensive Poverty Strategy was fraught 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 (which are line-item based). Currently, a successor medium-term planning framework is being designed, which the Lesotho Government hopes will avoid some of the shortcomings of the PRS, and towards the implementation of which it intends to seek resource support, within the framework of a strengthened environment for aid effectiveness. The latter would be based on adapting and implementing provisions of the Paris Declaration and the Accra Agenda for Action. Against this background, the Development Partners in Lesotho (coordinated through the Development Partners’ Consultative Forum) are committed to supporting the Government in pursuing the objectives of the Paris Declaration and the Accra Agenda for Action. Several development partners are collaborating with the Government to review the possibilities of General Budget Support and efforts are on the way to assess and subsequently develop the aid coordination capacity of the Ministry of Finance and Development Planning. This evolving and dynamic context presents challenges to the UN as well as opportunities to enhance the organization’s impact at both the policy and programmatic levels. Some bilateral donors take the view that the aid effectiveness agenda reduces the need for a UN country presence as they see direct budget support as a substitute for (rather than complement to) support for the United Nations. However, the United Nations has an important role to play in generating and promoting international norms in the spheres of human rights, social justice and security. We bring international experience and objective advice to member countries. We represent a belief in constructive internationalism that is in short supply in this hyper-competitive, ideologically divided world. We believe that these functions are becoming more rather than less important. The work of the United Nations is indispensable, and those of us who believe in the mission of the organisation must do our best to propel reform UN reform initiatives The Country Team embraced the call to accelerate reform at country level. The UN Development Assistance Framework (UNDAF) (2008-2012), Country Programme Documents (CPDs) and Country Programme Action Plans (CPAPs) were prepared and signed as essential elements of the new Common Country Programming Process (CCPP). The latter process commenced in June 2006 and culminated in the November 2006 Strategic Planning Retreat, ultimately resulted in the production of the UNDAF document by March 2007. Efforts were made during that process to engage the Government and other development partners in strategic discussions to prioritise and design the support of the UN System in Lesotho to national development goals, within the next five-year programme cycle. The UNDAF, CPDs and CPAPs serve the useful purpose of enhancing programming coherence, to ensure greater impact of the UN system’s development operations on the lives of the Basotho. A sound and functional Common Premise/Service function is an important component of the UN Secretary General’s Reforms. With such a function, UN Country Teams (UNCT) are better able to: implement effective means of reducing administrative and operational costs; streamline and harness operational steps and procedures; and, provide a better coordinated and efficient service to their clients. The UN system in Lesotho is one of the 62 UNCTs worldwide that have implemented the Common Premise function. The UN House was handed to the UN as a gift from the Government of the Kingdom of Lesotho in 1997. At present, the UN House accommodates seven UN System agencies resident in Lesotho, namely: UNDP, UNICEF, WHO, FAO, UNFPA, UNAIDS and the World Bank. WFP is housed in a precinct adjoining the UN House. The Country Team also has a Common Service function which is managed by the Operations Management Team (OMT). The Team meets once every month, and, when necessary, on an ad-hoc basis, to manage the Common Service function, and to make recommendations to the UNCT, in a bid to inspire a joint and strategic focus/direction on administrative and operational issues. The agencies accommodated in the UN House contribute annually to a joint Common Service budget, and to the UN Dispensary. In order to ensure the best possible administrative function for the UN House, the Country Team has mandated the performance of joint activities in the following operational service areas: • Contractual services such as: cleaning, security, electrical and plumbing services, air- conditioning, fire equipment, lifts, and the back-up generator; • Common staff costs, established RC-related posts and temporary assistance; and, • Utilities, including electricity, water and telephone. Challenges and opportunities There are seven resident UN agencies and offices (FAO, UNAIDS, UNDP, UNFPA, UNICEF, FAO, WFP and WHO) and as many non-resident agencies (IFAD, ILO, UNCDF, UNCTAD, UNEP, UNESCO, UN- HABITAT, UNIDO, UNV) active in Lesotho and several others interested in starting a programme (e.g. IOM, UNODC). There is thus a great untapped opportunity to ensure that the programmes of these different agencies come together in a comprehensive manner to support the Government of Lesotho. Delivering as One is a perfect vehicle for the UN to make available the diverse expertise of the entire UN system (resident and non-resident). Delivering as One is a potential formidable vehicle which will facilitate a more focused UN strategy to address the issue of weak human resource base resulting in low implementation capacity in various key areas. This weak human resource capacity also means that the government cannot afford to deal with the UN as multiple entities. Seven resident and seven NRAs all demanding government services at the same time can be an impossible task for a country with a thin human resource base. We must not only save transaction costs but we also must reduce the turnaround time and the burden on already stretched government systems. The urgency to address the country number one MDG - HIV/AIDS – as third highest in the world, urgency cannot be underestimated: and only a joint UN effort could help bring change and desirable results in this direction. UN Agencies programmes separate are relatively small, but together they amount to sustainable development investments. A clear challenge facing the UN system and in general the development partners is the imbalance between available resources and the magnitude of the development challenges in Lesotho. The triple threat (poverty, hunger and HIV & AIDS) has not subsided over the years and according to some studies has even further aggravated. The global financial crisis is further negatively contributing to this already challenging situation by, on the one hand, reducing national resources (e.g. less customs revenues, less demand for Lesotho exports) and, on the other hand, limiting aid flow as the economies of the traditional donors are shrinking significantly. Delivering as One is not a luxury for us, it is a necessity if we are to sustain assistance programmes particularly in the current financial environment. While all development partners are promoting national ownership and are committed to using the national systems as much as possible, a weak implementation rate and process ambiguities, also recognized in the recent budget speech by the Minister of Finance and Development Planning, implies that still a significant part of the aid flow is managed in parallel systems. The fragmented and uncoordinated activities of the UN system thereby require additional reporting and operational efforts from the Government and thus distract if from dedicating resources to improving national systems. Additionally, the lack of coordination of activities implies that the limited resources that are available are not spent in the most effective manner. A major opportunity is the fact that Government and Development Partners are very supportive of the UN system and its efforts to align itself into a better coordinated, more effective and efficient development organisation. Secondly, the UN agencies themselves are very committed to this collaboration and willing to invest in it to make it succeed. The foundations are also already laid as the agencies reside in a well managed, fully functional UN House with all facilities and amenities, donated to the UN by the Government of Lesotho. This is a unique situation that needs to be better leveraged by the UN system. Another opportunity is the close proximity to Johannesburg where a majority of the UN agencies have a regional presence. This implies that at the doorsteps of Lesotho (a mere 4 hours drive away) a tremendous expert resource base exists that is currently underleveraged as access to this expertise is not sufficiently provided at country level. Scope of enhanced UN coherence and effectiveness Guiding principles The vision and thinking behind Delivering as One in Lesotho is a collaborative country-owned effort, which is responsive to the national development frameworks, and reflects the UN’s comparative advantage in the country context. It draws on all the UN services and expertise, including of Non- Resident Agencies (NRAs), to deliver a multi-sector approach to development. The underlying principles for these efforts are as expressed during the UN Country Team retreat and hinge around increased effectiveness of our development efforts, improving efficiency and resource utilisation (both human- and financial- resources) and through this enhancing the impact and image of the UN in Lesotho. Improving efficiency will be driven by both internal changes such as through streamlining of business processes, but also by external changes by ensuring that counterparts have one and only one way of dealing with the UN, rather than the myriad of processes and requirements that currently exists. By ensuring that programmatic efforts complement each other rather than duplicate or at best are carried out in parallel, programmatic interventions will be coordinated in such a way that synergies will lead to an enhanced effectiveness of our efforts and thus increase the impact on development in Lesotho. At different levels of the Government, it is clear that status quo is not an option if the UN is to remain a relevant development partner in Lesotho. Scope of enhancements As part of the retreat of November 2008, the UNCT in Lesotho committed to Delivering as One with the ultimate goal of enhancing the development impact of the UN system and ultimately of the government. This retreat provided the framework within which the “A- team” on change management has developed a more detailed scoping of the DaO efforts, which subsequently have been endorsed by the entire UNCT. The section below describes the ambition for change following the logic and work- streams of the on-line toolkit for UN coherence and effectiveness. It is important to note that the sections below provide a synopsis of the consensus that emerged from the UNCT retreat and that for each of the work-streams additional activities are foreseen (as per the high-level action plan below) to further detail out this general direction into concrete actions and decisions that will then be submitted to the UNCT for final decision. One Programme - UNDAF or common programming tool During the UNCT retreat, significant time was spent discussing the possibility of strengthening programmatic collaboration. As part of these discussions, it was decided that the Lesotho UN Development Assistance Framework (UNDAF) 2008-2012 should essentially form the basis for the “One Programme”, with clearly defined and budgeted outputs, activities and roles, as well as harmonised programme reporting. The A team has been tasked to facilitate the development of the exact composition of the One Programme including the management and coordinating arrangements. It is proposed to establish a Governing Board for the entire One Programme supported by working groups that provide direction to each of the different programme areas. For those areas were a true joint programme is not the most ideal option, it was decided that at a minimum the UN will conduct programming jointly so as to ensure that the activities are coordinated and known across the UN organisation. One Programme - Evaluation While evaluation is not one of the work-streams identified in the toolkit for UN coherence and effectiveness, it is felt important to highlight this area of potential collaboration within the UN team in Lesotho. As part of the UNDAF review, efforts are underway to collectively evaluate the different outcomes rather than conducting this review as individual agencies. The joint team is tasked to design the structured M & E Plan, which will enable us to assemble and/or generate the sources of information that will form the basis for tracking progress towards the relevant UNDAF results for which the UN System can be held accountable. This work includes reviewing the: (a) Country Programme Outputs (if need be), (b) Indicators, (c) timeframe and (d) sources of information from the Government and the UN. As mentioned under the previous section, additional resources may need to be allocated to the evaluation function in UN Lesotho. One Office - Common Services and Harmonized Business Practices At present, the UN System in Lesotho is collaborating on some important practices and common services. As part of the UN house, UNDP is hosting a number of common services staff that are responsible for coordinating and providing of certain services to all resident UN agencies (e.g. dispensary and UN nurse, cleaning, security, maintenance, reception services etc). Each year, a common services budget is established based on a set of standard services as well as specific priorities that require an investment from the agencies. In addition, the Operations Management Team is spearheading several other joint improvement areas, such as the establishment of Long Term Agreements for travel and stationary. Other joint service initiatives include the work that has been drafted on a UN ICT team that provides these critical services to all UN users present in the building. With regards to harmonized business practices, joint short-listing and interview panels have been implemented and efforts are renewed to implement HACT in Lesotho. While it is not envisioned to pilot full joint processes (such as procurement in Tanzania), as part of the Delivering as One initiative, the UN system commits to create other efficiency gains through common services or harmonisation of processes. In addition to the above-mentioned areas will require supplementary efforts to fully implement, the UNCT can consider pooling of transport potentially in combination with a more efficient usage of the radio room and common banking services. The OMT will lead the review and implementation of these and other efficiency oriented changes in business processes. As a start to these efforts, a joint UNCT, OMT ½ day retreat was organised end of April to develop an implementation plan for the operational action items out of the all staff retreat. One Office - Common premises The UN in Lesotho is in the fortunate position that in 1997, it is has been offered a building by the Government of Lesotho to house the different UN agencies. Currently, all UN agencies resident in Lesotho are located in the main UN House, except for WFP which is located in a building directly adjacent the main compound on the United Nations road. The building includes joint spaces such as the UN Board room, UN Cafeteria, Dispensary and banking facilities. As such, the different UN agencies are benefiting from common premises since quite some time facilitating a close collaboration due to the proximity of office locations. However, with our commitment to DaO, it will be important to review space usage. Currently, each agency has been assigned an area within the building (either a floor, a sub-section of a floor). While the building itself provides an opportunity for collaboration, the division in sub- sections is not facilitating teamwork. The expectation is that teams composed of staff from different agencies will work together on common, collective efforts (see programme areas under the One Programme). To facilitate teamwork around these common efforts, it may be wise to consider allocating space for these teams to work in and as such, the floor space allocation may need to be reviewed. Another key example is the ambition to strengthen the RC Office which will also require allocation office space for the RCO in close proximity of the RC. In addition, some agencies at present feel that their office space is insufficient and does not allow for the necessary growth. It is not expected that the UN will be allocated additional office space in the near future and as such, it will be a matter of finding ways to better utilize the current space. One Voice - Joint communication The Regional Communications Advisor has participated in the UNCT retreat and is support the team in developing a joint communications strategy. The UN system in Lesotho is committed to increase its communication efforts and doing so at the collective rather than individual agency level. At present, the UN Communications Group is active and collaborating on specific joint initiatives. However, it is felt that further resources should be dedicated to communication and that the exposure communications is getting at the senior management level should be improved. Furthermore, relations with the media as well as capacity of the media are areas of attention to ensure that the activities of the UN are properly covered and promoted. The joint communication strategy will be the vehicle for improved communications of the UN in Lesotho and it will address a number of key areas such as marketing, branding, media relations and media development, web presence etc. One Fund - Common budgetary framework The UNCT has decided to pursue the One Budgetary Framework and establishment of a UN Lesotho One Fund to support the activities of the One Programme. The standard arrangements in place with the Multi-Donor Trust Fund Office should be pursued and the A-team is mandated to develop an appropriate allocation and management mechanism for the One Fund. For the unfunded areas of the One Programme, joint resource mobilisation (see below) will be considered if and when appropriate and effective. Resources mobilized for the One Programme will be guided through the One Fund mechanism. One Fund - Joint resource mobilization It has to be acknowledged that each agency has its comparative advantage in mobilizing support for its activities. Delivering as One does not and should not negate this comparative advantage and as such, agencies’ identities should remain part of a resource mobilization strategy. However, it is also important to highlight the potential of joint resource mobilization especially given the recent donor interest in supporting efforts for increased UN coherence and effectiveness. The joint communication strategy that is under development will include a strategy for joint resource mobilization which will further need to be developed as the One Programme starts taking shape. One Leader - Organizational change – leadership, structure, skills, culture The basic premise to effectively deliver as one, assumes the existence of an “empowered leader and empowered team”. The Resident Coordinator (RC) plays a key role in positioning the UN, drawing on UN assets and advocating for all agencies. As such, the RC has the authority to represent programme interests of the entire system with the government. The RC is accountable to the UNCT and should be backed by adequate staff to manage coordination processes and ensure effective dialogue and communication with partners. The UNCT in Lesotho is committed to ensure that the necessary steps are taken to truly empower the leader of the system. As part of this, the functions, structure and resources of the Resident Coordinator’s Office (RCO) will be reviewed. Initial, areas where functions require strengthening include communications, monitoring and evaluation. Therefore, the proposed core structure of the RC Office will comprise of a RC specialist, communication specialist, M&E specialist and Non-Resident Agency liaison. The latter will ensure that the full spectrum of advisory services of the global UN system is promoted and made available at national level. In addition to this core team and for the duration of the design and implementation of DaO, it is suggested to include a change management advisor as a temporary measure. The UN system in Lesotho is also aware that challenges exist in terms of its capacity to deliver on the various development challenges that face the country. There is a call from the different headquarters as well as the national counterparts and other development partners, for the UN system to provide more and more upstream policy advisory services. In order to ensure that the UN system can deliver on its promise which will be reaffirmed through the One Programme, it has been decided that a skills audit will be conducted. This skills audit will on the one hand inform that promise (as it provides the foundation of what we can deliver) and on the other hand the promise will inform what skills are required. This latter may highlight a gap between existing skills and the required skills which subsequently has to be addressed in a joint fashion. All of the above requires a concerted investment in change management which includes addressing the culture of Delivering as One and changing the mind set. In essence, this change management effort will have to accompany the entire process of preparing for Delivering as One. The UNCT retreat was a first step in this journey which most immediately will be followed by a visit of the change management advisor of the Mozambique office that is part of the One UN Pilots. The A team that has been established as a result of the retreat is taking the lead in the change management efforts. Added value By better coordinating its efforts and improving the efficiency and effectiveness of its activities, the UN system in Lesotho will be able to enhance its development impact and “do more with less”. Rather than a fragmented set of partners, the UN will be recognised as a single coherent partner of choice that can deliver development results in its core areas of competitive advantage. Synergies developed within the UN system will allow for a shift in focus to more upstream policy advice over downstream implementation activities. By better facilitating access to the knowledge and expertise of the non- resident agencies, the UN system in Lesotho delivers on its promise to bring the full depth and breadth of the global UN system to bear at country level. This will also attract financial resources to the country thereby increasing the potential to address the different development challenges facing Lesotho. High level overview of way forward The way forward provides a high level overview of the most significant steps that will be undertaken to design and implement the UN coherence agenda in Lesotho until Dec 2009.
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