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TajikistanCapacity Development for theNational Development Strategy

In the framework of the formulation of the nation-al development strategy (NDS), the UNCT hasfocused on building up the capacity of nationalcounterparts and assisting them in taking owner-ship over the development agenda. In order toimprove the Government’s capacity to more effec-tively coordinate international assistance, theUNCT worked closely with the Government’s AidCoordination Unit, particularly on mechanisms forinformation sharing. This work was complementedby various sectoral initiatives. In the education sec-tor the UN coordinated the work of the EducationDonor Group for the implementation of the FastTrack Initiative and strengthened the capacity ofthe Ministry of Education to undertake reformsthrough the development and implementation ofthe Action Plan for 2006. In the health sector, UNagencies played an active role in increasing thecapacity of the Ministry of Health, notably in thearea of immunization. The UN also continuouslyprovided support to the Secretariat of the NationalCoordination Council on HIV, TB and malaria, withthe strategic goal of building sufficient nationalcapacity for the next rounds of Global Fund grants.In the area of HIV/AIDS, the National StrategicPlan for 2007-2010 was developed by theGovernment with significant technical supportfrom various UN agencies. Through its DisasterRisk Management Programme, the UN continuedbuilding the capacity of the Ministry of EmergencySituations, both in terms of disaster preparednessand reaction. The Ministry of Emergency Situationsnow chairs the REACT partnership, initially estab-lished by the UN, and which brings together all organizations working on disaster reduction and relief.

ThailandBuilding Stat ist ical Capacity at theProvincial Level

The MDGs were monitored at the provincial level and statistical capacity was strengthened forevidence-based planning. Provincial developmentplanning was successfully geared towards theachievement of the MDGs. Local statistical capacities were further enhanced. Disparities within the Kingdom were highlighted and datawere provided for informed development planning in vulnerable provinces.

MozambiqueImplementat ion of Education for theReduct ion of Vulnerabi l i ty Project

The Education for the Reduction of Vulnerabilityproject was funded by UNDP and UNESCO andimplemented by the Ministry of Education throughthe Institute for the Development of Education(INDE). The project sought to build educationalcapacity for the empowerment of local communi-ties through the effective implementation of rele-vant local curriculum and teacher and develop-ment agency training. The project resulted in theproduction of a comprehensive teacher manualon local curriculum integrating content for thereduction of vulnerability in local communities.The project made a significant contribution to thestrengthening of government institutional capacityto deliver and coordinate government, UN system,NGOs, and civil society.

Sao Tome and PrincipeCapacity Bui lding Init iat ive Targets Mayors

Capitalizing on the recent local elections andappointments, a capacity building initiative target-ed mayors and their decentralized governmentstructure. Conducted through the RC Office theinitiative was developed to provide local authori-ties with the basic concepts related to develop-ment planning and community’s participation. Italso sought to convey that the MDGs must be acommitment of the community. The training wasfurther aimed at building capacity for decentral-ized governance and ensuring the implementationand development of future action plans. TheUNCT is supporting this preliminary investmentwith on-site technical assistance, including throughan MDG indicator table.

LiberiaSpecial Representat ive of theSecretary- General Establ ishesCounty Support Teams

In 2006, the Special Representative of theSecretary-General established the County SupportTeams (CSTs). The CSTs provide direct support tolocal authorities, in particular the offices of thesuperintendents. In conjunction with the CST, ajoint UN programme in support of local adminis-tration was signed in September 2006. The inten-tion was to build the capacity of local administra-tion in assessing, planning, coordinating and rais-ing resources for, and delivering essential servicesin support of the consolidation of civil authorityand recovery. The purpose of this initiative is to

demonstrate the UN’s commitment to Govern-ment’s decentralization efforts as well as toensure a coherent and consolidated UN approachto addressing country challenges. The initiativealso intends to build capacity of Government insti-tutions so that they can increasingly take overresponsibility for security, reconstruction anddevelopment.

AlgeriaConcerted Gender Coordination Effort

In 2006 the Gender Technical Group (GTG)focused its efforts along two principal axes:(1) collection, analysis, and exchange of informa-tion; (2) capacity building and integration. TheGTG centered its work on the reinforcement ofthe internal UN capacity for gender analysis: 24UN colleagues were trained on institutionalizinggender strategies and 20 programmes wereformed on gender-based budgeting. The GTGdeveloped a series of tools and practical guidesfor gender integration by the GTG. A list of genderrelated associations and research centers wasfinalized; a gender database was set up; a gendermainstreaming programming guide was devised;and a document on the international instrumentsfor the protection and promotion of women’srights ratified by Algeria was updated. The GTGalso established a forum for information sharingregarding gender equality in Algeria.

MacedoniaPeace and Development Advisor Deployed

A Peace and Development Advisor (PDA) wasdeployed to support the UNCT. Financed byUNDP, this was a joint initiative between UNDP’sBureau for Crisis Prevention and Recovery(BCPR), Regional Bureau for Europe and CIS(RBEC), and the UN Department of PoliticalAffairs (UNDPA), who jointly formulated the con-cept for the post and the ToR. Lending expertisenot normally represented in development agen-cies, the PDA reported directly to the RC andensured critical programming linkages. The PDA’smain obligations were to provide political analy-ses, analyze development implications and rec-ommendations, and train staff to integrate conflictprevention capacities and considerations into pro-gramming. As the advisor was fully funded andadministered by UNDP, only minor transactionlosses were incurred. Yet, significant efficiencieswere generated because UNCT members weregranted sound and timely information in a highlyvolatile and complex post-conflict situation.

Capacity Development

Annex of UN Team Experiences

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Republic of CongoSupporting the Coordination in thePRSP Development Process

The UNCT supported the coordination and devel-opment of the PRSP. The Agency heads put inplace consultation mechanisms to ensure inclu-sive, participatory support to the PRSP develop-ment process. The framework enabled widedevelopment partner input and a fair distributionof technical support and financial resources basedon comparative advantage. The process led totheme groups, participatory consultations, andsupport to M&E capacity building. Division of labor ensured support to national structures andefficiency gains and improved documentationquality. These arrangements also ensured anemphasis on core UN System activities in gender,human rights, and other UN core priorities.

Sri LankaEarly Joint Input to the Preparationof the National DevelopmentStrategy (N DS)

With the participation of all UN agencies and theIFIs, the UNCT prepared a Joint Note to provideearly input on the preparation of the NationalDevelopment Strategy (NDS). Aligned with thethematic areas outlined in the UN CommonCountry Assessment — namely poverty reduction,good governance and the consolidation of peace— the note encouraged the Sri Lanka Governmentto consider items highlighted in the UN’s Analysisfor consideration in framing the NDS. The submis-sion of the joint response to the Government and early open lines of communication allowedthe UN to involve the Government effectively in the development of the UNDAF. In turn, theGovernment has been responsive and supportiveof the UNDAF process.

Guinea-BissauDeveloping Capacity forPRSP Preparation

The UNCT strongly supported the Government’s2005-2008 Poverty Reduction Strategy Paper(PRSP) preparation. The PRSP was finalized andapproved in September 2006, focusing on four pri-orities: (1) reinforce good governance, modernizethe public administration, and ensure macroeco-nomic stability; (2) promote economic growth andjob creation; (3) increase access to social servicesand basic infrastructure; and (4) improve the livelihood of the most vulnerable segments of thepopulation. The UNCT supported the Governmentthrough training on needs assessment and MDGcosting for key line ministry staff. Furthermore, additional training was provided on budget, macro-economics, as well as result-based management.

MauritaniaSupporting the Strategic PovertyReduct ion Framework

The UN System supported the government both technically and financially in its review andreformulation of its Strategic Poverty ReductionFramework 2006-2010 (French acronym: CSLP).This was achieved through various technical sectoral committees and theme groups. TheUNCT further advocated for the integration ofenvironmental and children’s agendas in the CSLP.In terms of alignment with the MDGs, the newstrategy represents a clear improvement.

NigeriaDeveloping National EconomicEmpowerment and DevelopmentStrategy I I (N E E DS I I )

The Head of the National Planning Commission(NPC) participated in the UN Heads of AgencyRetreat to present the road map for NEEDS IIfinalization. The UNCT prepared a joint UN reviewof NEEDS I with recommendations for NEEDS II.The UN continued to support the finalization ofSEEDS (for states) and piloted, with DfID andother development partners, a participatorymethodology for developing a local equivalent(LEEDS). This methodology is now under prepara-tion for institutionalization with the NPC. The NPChas institutionalized the SEEDS benchmarkingprocess and continues to promote it with the support of the UN System. The UNDAF II will bealigned with the national planning cycle and asthe PRSP is yet to be fully realized, there is sufficient opportunity to align the UNDAF II withthe next PRSP, or NEEDS II. In addition, the UNSystem has provided technical inputs on the most recent Government MDG Report, however,adequate baseline data and monitoring mecha-nisms remain a key concern. The UN System provided coordination for a workshop on MDGcosting, facilitated by UNDP HQ and the NigerianGovernment. An action plan is under preparationto further the outcomes.

LaosSupporting the National Socio-Economic Development Plan (NSE DP)

The UN System provided substantive support tothe development of the National Socio-EconomicDevelopment Plan (NSEDP) through the sectorworking groups. The NSEDP document clearly recognizes MDGs as being at the centre of nation-al development efforts. The UNCT also providedsecretariat and substantive support to the prepara-tion of the Round Table Meeting, during whichdonors pledged over US$ 400 million in supportfor NSEDP implementation. The NSEDP M&E system has yet to be finalized.

YemenFirst U N Joint Programme to supportM DG-based Development Plan forPoverty Reduct ion

The UNCT established a UN Core Group whichcoordinated the UN system’s support to thenational development planning exercise, includingUN/donor engagement and technical discussionson support, evaluations, missions, and otherresources requirements. The group agreed onterms of reference and met regularly. The coordi-nation mechanism ensured that the process ofUN engagement remained informed and couldcontinuously review its response to the emergingproblems and the bottlenecks in the nationaldevelopment planning process. There were nofinancial transaction costs involved, however theCore Group did require a sustained commitmentfrom UN agencies in terms of staff time devotedto the work of the group.

MacedoniaSupporting the F irst NationalDevelopment Plan

The UNCT supported the government in preparingits first National Development Plan, which coversthe period 2007-2009. The UNCT advocated for aninclusive process. The municipalities were consult-ed in the plan’s first ever preparation and the priori-ties expressed in the local MDG-based develop-ment plans (prepared with UNCT support) wereconsidered. The plan addressed a major shortcom-ing: the lack of a coherent development plan or anagreed Poverty Reduction Strategy. With the launchof this new plan, the UNCT is now well positionedto advocate for, and support the achievement of,the MDGs in the local development arena.

SerbiaCoordinating and Implementing thePoverty Reduct ion Strategy

The UNCT worked closely with the SerbianGovernment Team to support the implementationof the Poverty Reduction Strategy (PRS). A confer-ence was organized to demonstrate the progressin strategy implementation and collecting bestpractices. In addition, the UNCT supported implementation of the PRS through the NationalPlan of Action for Children and its localization in 16 municipalities. Together with key national andinternational institutions, UN Agencies are nowactively participating on developing local coordina-tion mechanisms. The initial task of the respectiveworking group is to map municipal developmentof local strategies and related bodies.

National Development Plans and Poverty Reduction Strategies

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DjiboutiDevelopment of New Part ic ipatory U N DAF

The process of conducting the new CCA, includingthe mid-term review of the UNDAF 2003-2007and the formulation of the UNDAF for the period2008-2012, were all characterized by a high levelof participation by the Government and civil society. Both the CCA and the findings of the mid-term review constituted the basis for the formulation of the new UNDAF. The mid-termreview of the 2003-2007 UNDAF consisted of an assessment of the progress made towardsattaining the national and UNDAF objectives. Italso included an adaptation, where necessary, of planned activities to improve UNCT responseto changing realities. The formulation processstarted in December with a participatory strategicworkshop jointly chaired by the Minister forInternational Cooperation and the ResidentCoordinator, and involving government and civilsociety as well as UN agencies. The first draft of the 2008-2012 UNDAF was developed, withthe final document to be signed in early 2007. The three domains of cooperation (local develop-ment, basic social services and good governance),collectively identified by the participants in theprocess, complement the National SocialDevelopment Initiative as launched by thePresident of Djibouti in January 2007.

Cambodia2006-2010 U N DAF Al igned with PriorNational Strategic Development Plan

The UN’s Development Assistance Frameworkwas prepared and signed in 2005, after the completion of the National Strategic DevelopmentPlan (NSDP). The four priorities in the UNDAFmatch the NSDP framework and approach, particularly in terms of Cambodia’s ownMillennium Development Goals (CMDGs). The UNDAF clearly reinforces UN alignment withthe national strategic plan, successfully positionsthe UN as a collective, and increases UNCTawareness to the NSDP and other relevant agency commitments.

TunisiaAssessing U N Cooperation

The UNCT decided not to conduct a final UNDAFreview given a number of limitations in theUNDAF. The monitoring framework of the 2002-2006 UNDAF was weak, given that it was a firstgeneration product. Moreover, the culture ofresults-based management and the capacity formonitoring and evaluation was uneven in theUNCT and its counterparts. As there was no regu-lar review over the period of UNDAF implementa-tion (other than a mid-term review in November2004), progress towards achieving its outcomeswas not easily captured. According to the UNCT,the UNDAF did not play a major role in influenc-ing the direction or content of the individualagency programmes. In essence, it proved to be aloose framework, with limited ownership and didnot provide a strategic focus for action aroundwhich UN support could be coordinated.However, a quick assessment was carried out in2006. The assessment revealed that in generalUN cooperation was viewed positively by partners.The UN’s policy dialogue and development inter-ventions were deemed relevant to country priori-ties and have influenced the preparation ofTunisia’s 11th National Development Plan. UNsupport in the field of capacity building and tech-nical assistance, specifically in the areas of plan-ning and management, were appreciated.

PanamaU N Contribution to NationalDevelopment Process

At the request of the Government, the UN Systemin Panama facilitates the “Concertacìón Nacional”process. The process aims at reaching sustainablenational agreements on key development issues.This engagement contributed to the strengtheningof democracy, the consultative setting of nationalpriorities, and allowed the UNDAF to be properlyaligned with national priorities.

JamaicaPart ic ipatory CCA and U N DAF Process

The formulation of the CCA was a truly participa-tory and inclusive process, incorporating hundredsof stakeholders from every sector and level ofsociety, including several rounds of consultationwith the Government, civil society, internationaldevelopment partners, and the private sector. The UN System priorities were decided at theStrategic Planning Retreat (SPR), held at the endof January 2006. A series of working sessionswith UN Programme personnel followed the SPRto build on the preliminary Results Matrix agreedto in the SPR and to develop the M&E Framework.Final drafts of these matrices were produced andshared with key partners and the feedback subse-quently used to produce a first UNDAF draft. After feedback from all local partners and theRegional Support Team this first draft was finalizedand shared with the Government of Jamaica inMay 2006.

South AfricaDevelopment of the U N DAF 2007-2010 Based on ParisDeclarat ion Principles

The intended purpose of this process was toensure that the UN positioned itself in SouthAfrica as a more relevant and effective develop-ment partner. The goal was to ensure that theprocess was nationally owned at all levels, andthat the UNDAF results matrix was fully alignedwith the Government of South Africa’s develop-ment priorities and national Programme of Action.While the UNDAF was developed with full involve-ment of the Government, the CCA was preparedby the Government and is now being used as thebasis for engagement with other donor agencies.The Department of Foreign Affairs was successfulin mobilizing a significant number of key Govern-ment departments to engage in the process,specifically at the UNDAF prioritization workshop.The UNDAF, as a product, now reflects the principles of national ownership, alignment, andmutual accountability.

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UruguayU N DAF Process Carried Out in Non-U N DAF Country

The UNCT in Uruguay decided to carry out theUNDAF process in a non-UNDAF country. The voluntary character of this process was a key factor in enabling the UNCT to be proactive,develop a true sense of ownership, and learnthroughout the whole process. The UN strategicplanning process sought to align the CCA/UNDAFwith the governmental period and the new gov-ernment’s national objectives and programmaticand budgetary priorities. Furthermore, agencies forwhich the UNDAF is not the mandatory commonplanning tool identified opportunities to establishcloser links and synergies with national authorities,other agencies, programmes, and funds.

YemenCreating a U N Core Group to Develop the CCA and U N DAF

The UN Core Group (UNCG) was tasked to devel-op the CCA and UNDAF as a follow up to thework done in support of the MDG Needs Assess-ment. This process allowed UN agencies to sup-port the national technical coordination structureswithin their respective mandates and commonlyaddress national and UN priority gaps, namely theHRBA and gender dimensions. The UN’s strategicpositioning behind gender equality and women’sempowerment as an UNDAF outcome encour-aged the Government to strengthen these dimensions in the national development plan. To strengthen Resident Coordinator and UNCTcapacity in managing the various critical com-ponents of the CCA/UNDAF process, a SeniorEconomist/Advisor was hired by UNDP to in part,support the alignment of UN development priori-ties with those of the Government and overseethe work and coherent integration of the UNCG’sinputs in the CCA and UNDAF documents. This intervention ensured that the CCA/UNDAFprocess was indeed country-office led without theneed to involve external consultants and fosteredownership of the common programming processand its outputs as well as an effective team-oriented environment. Additionally, the UNCGempowered participating UN agency staff in termsof their valuable role in the Group’s initiatives,which was recognized by the UNCT and theirrespective agency Representatives.

Fiji and SamoaDevelopment of a F irst Regional U N DAF

When starting their UNDAF process, the UNCTs inFiji and Samoa set two ambitious targets: (1) toalign assistance programmes with the Pacific Plan,pursuing a regional approach reflecting broaderimpacts across Pacific Island nations, and (2) tounite the work of both UNCTs under one UNDAF,ensuring efficiency and synergy of the limiteddeployments of UN agencies in the Pacific. Indoing so, the UNCT emphasized both nationalownership and partnerships. The first outline of aregional UNDAF was prepared based on a rigor-ous analysis of national and regional developmentplans, reports and evaluations. The direct feedbackfrom recipient governments and developmentpartners to the UN Pacific Framework for Action —and its review by UN Headquarters — led to a further refinement of thinking, allowing UNCT Fijiand Samoa to design the first regional UNDAFmatrix reflecting the comparative advantages of 14 UN agencies covering 16 countries. In aneffort to deal strategically with the high diversityamong the Pacific Island countries, the UNDAF isclosely associated with the Pacific Plan that servesas a blue print for regional cooperation and integration. In 2007, the UNDAF will go through aprocess of triple scrutiny; national priority, align-ment with donor programmes, and operationallinkages to the regional architecture.

MalawiDeveloping U N DAF without a CCA

The UN system contributed to the analysis for theMalawi Growth & Development Strategy (MDGS)collaborating closely with Government counter-parts. The UN contribution focused on a humanrights, gender, capacity development, and disaster-risk reduction perspective. As the UNCT activelyparticipated in and influenced the MDGS, it could serve as the basis for the preparation of the UNDAF (2008-2011) and no separate CCA was organized.

BoliviaDeveloping a CCA in CloseConsultat ion with Government

The CCA was finalized through a total of 12 work-shops, in which 50 officials of the UN System par-ticipated. It was based on a detailed examinationof the progress made towards the achievement ofthe MDGs and the main challenges to develop-ment in Bolivia. The process benefited from theparticipation of the vice-ministers for Planning andPublic Investment as well as External Finance.

MaldivesInit iat ing Consultat ions to strengthen the CCA and the National Development Plan

Joint UN and Government Teams undertook community consultations in the atolls and islandsconsidered most vulnerable to the problems initially identified in the CCA and NDP. These consultations aimed to validate and strengthenthe analysis of the CCA and the National Develop-ment Plan. They also sought to seek communityperspectives on the respective roles and contribu-tions to the planning process. The consultationsenriched the CCA and national development plan-ning process and also improved Governmentcapacity to practice participatory and consultativeprocesses for better governance.

Guinea-BissauSupporting the Government’sPoverty Reduct ion Strategy Paper

The UNCT strongly supported the preparation ofthe Government’s 2005-2008 Poverty ReductionStrategy Paper. Support was provided to theGovernment by the UNCT through UNDP, fortraining on needs assessment and costing of theMDGs. Additional training was also provided onbudget, macro-economics, as well as result-basedmanagement. The Government and its develop-ment partners discussed the document at a technical workshop.

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Dominican RepublicCommon Assessment to reach theM DGs in the Province of Seib

This inter-agency exercise, jointly realized by thePresidential Commission of the MillenniumDevelopment Goals and the office of the FirstLady of the Republic, was drafted with the inten-tion of assessing the necessary local level require-ments and costs to achieve the MDGs. Agencystaff, enriched by the experience of identifying and working toward common goals, interactedwith the community to inform and empower theprovince of Seib vis-à-vis the MDGs. Lessonslearned included the clarification of joint agencywork, the promotion of the MDGs at the locallevel, and the empowerment of the local commu-nities in formulating their own solutions to achieveMDG targets.

IndiaRC Off ice Establ ished System forMonitoring Parl iamentary Debateson the M DGs

In order to advocate effectively with Parliamen-tarians and Legislators, the UNRC office estab-lished a system for monitoring Parliamentarydebates on the MDGs. As part of the knowledgeassociation between the UN and the elected rep-resentatives, the UN will facilitate the preparationand dissemination of ‘issue briefs’ on UN themat-ic areas for Parliamentarians/Legislators.

PanamaFostering National Ownership of theM DGs through Strategic Partnerships

A collaborative agreement to promote the MDGswas signed with La Prensa, the top-selling news-paper in the country. The agreement included thetraining of newspaper journalists on MDG topicsand the publication of a number of MDG articles.At least 40 articles on MDGs were written and allrelevant information was disseminated nationally.While journalists were trained on the importantMDG related-themes, national ownership of theMDGs was further enhanced. And due to the success of a strategic alliance with La Prensa, a top TV and radio company is interested inimplementing a similar exercise with the UN system throughout 2007. The UN System wasalso successful in implementing an alliance tomobilize resources with a key private sectormedia partner.

BhutanU NCT Supports M DG NeedsAssessment and Cost ing Exercise

An extensive MDG needs assessment and costingexercise was supported by the UNCT and jointlyfunded by the resident UN agencies. The report isexpected to be finalized in mid 2007. The processof the MDG needs assessment and costing exer-cise involved training on the methodologies ofassessment and costing. The outcome was signifi-cant development of national counterpart capacityto integrate MDGs concerns into national develop-ment planning. The Report of the MDG NeedsAssessment and Costing Exercise will be used as an important input to the government’s 10th Five-Year Plan formulation.

UzbekistanM DG Report Paves the Way forBroader U NCT Advocacy

The official launch of MDGR in early 2006 pavedthe way for a broader national advocacy by theUNCT. To focus special attention on the youth, theUN targeted different institutional layers and thepopulation at large. A series of events on nationalhealth MDGs were organized for medical workersnationwide. An MDG Report was presented tolocal authorities, NGOs, and academia in tenregions. A number of MDG student conferenceswith UN experts were held and the MDG YouthNetwork, currently supported by the ResidentCoordinator’s Office, was created. As such, stu-dents from various universities became involvedin volunteer work by promoting and advocatingfor MDGs among their peers and in local commu-nities. In addition, a UN Model “MDGs +6” wasorganized so students could debate key issuesand promote the global partnership to fight AIDS.

Sao Tome and PrincipeDevelops M DG Icons and Launches Campaign

The country developed its own MDG icons, using as reference the MDG icons from Brazil and a few African nations. The launching of these icons coincided with the International PovertyEradication Week and UN Day special events.These events had been preceded by the launchof the Millennium Campaign “Stand Up AgainstPoverty - Stand up for MDGs”, simultaneouslyimplemented in all major cities of all six districtsand the autonomous Principe region. The campaign involved a wide cross section of partners, opinion leaders, and other members of local communities.

Costa RicaStrategic Act ions Supported to Incorporate M DGs into National Planning

Strategic actions were supported to ensure that the MDGs and indicators continued to beincorporated in national planning, and specificallyin the National Human Development Plan. As a concrete result of this action, a PresidentialDirective was signed, requiring institutions respon-sible for compliance with MDGs to include corre-sponding actions and goals in their planning. Thiswas done within the frame of the internationalcommitments assumed by the country in the2000 Millennium Declaration. The publication of this directive and technical assistance fromagencies such as UNDP, UNICEF and UNFPAensured that the Millennium Declaration commit-ments would be a referent for the new NationalDevelopment Plan.

PeruEstabl ishment of a SpecialCommittee for the Achievement ofthe M DGs

A significant achievement was the coordinated UNSystem support to the establishment of a specialCommittee within the National Congress for theachievement of the MDGs. Since its creation inJuly 2006, this Committee has been very active,summoning different government authorities toperiodically report on MDG-centered policies andmeasures. Furthermore, the Committee gathersopinions from CSO representatives with respect to the role of the state in the fulfillment of MDGs,and then proposes legislation to reinforce or reorient the government’s actions towards a“needs-based approach”. Another important mile-stone was the Congressional decision to formallyincorporate the MDGs in the national budget. This was accomplished through a legal commit-ment stating that the resources devoted to MDG-related activities and projects (measured as budget percentage) can never be under a certain level — effectively “shielding” MDG relatedprogrammes.

Millennium Development Goals

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UzbekistanU NCT Names Two Communit ies “M DG vi l lages”

After a series of visits and the careful considera-tion of a number of communities, two communi-ties were chosen as MDG pilots. Qualifying char-acteristics for the two communities included theabsence of drinking water, the shortage of naturalgas in winter, poor electricity infrastructure, and alack of access to education. Pilot business projectsand microfinance products are to be launched inthese communities to improve living conditions. At the initial stage of UN support, one village wassupported in the furnishing of a secondary schooland the provision of a drip irrigation system for agrapes plantation. The construction of a drinkingwater pipeline is also in the works. Other UNagencies will soon contribute to education andhealth initiatives and organize capacity buildingactivities in both pilot communities.

KenyaPlanning for Pi lot Mil lennium Distr icts

Various initiatives were established by the Govern-ment, civil society organizations, UN agencies andother development partners to facilitate MDGattainment. Kenya is one of the four African countries that have piloted the Millennium Projectsince 2004. The Millennium Project aims at the development of country specific strategies,including local interventions towards povertyreduction and the achievement of the MillenniumDevelopment Goals by 2015. The Government isnow considering a pilot concept of MillenniumDistricts. In recognition of the importance of com-plete stakeholder participation, the Governmenthas developed an Action Plan to mainstream theMDGs within planning, budgeting, and monitoringand evaluation. The plan has also been influencedby the collective and continuing advocacy of theUNCT. One clear example of the associated successes is that the national health budget rosefrom 11 billion Kenya Shillings to 32 billion as aresult of MDG-based budgeting and planning.

GhanaSupporting Distr ict Medium TermDevelopment Plans

The MDGs have now been localized in Ghana.With UN support, localization was launched in allpilot districts. The districts were supported inpreparations of District Medium Term Develop-ment Plans. This included workshops on goals for-mulation, which led to the generation of localizedMDGs targets. The main objective was to enabledistrict planning staff to document, monitor, andtrack progress made on the localized MDGs targets. The MDGs with their localized targets have since been translated into local languages.

PhilippinesWorking with M DGs Resource Cit iesto Meet the M DGs

The localization of the MDGs formed an importantthrust of the work of the UN system in 2006. UN agencies worked closely with some 20 MDGsResource Cities that had adopted and demon-strated their capacity to meet local MDGs targets. Ten local government units were awarded for their outstanding performance and innovation to meet the MDGs. These best practices havebeen documented as a basis for up-scalingaround the country.

UruguayConvening an International Meeting on Cooperation and Local Development

An International Meeting on Cooperation andLocal Development was convened by thePresidency’s Budget and Planning Office and theMinistry of Foreign Affairs, supported by UNDP,UNFPA and the Spanish Agency for InternationalCooperation. The UNDP/UNFPA ProgrammeSupport to Local Development and Governancewas launched at this meeting. It involved the gathering of more than two hundred participants,representing national and local governments’authorities, civil society, and donors’ agencies.Along with substantive debates on strategic plan-ning to implement MDG-based local develop-ment, key topics included cooperation strategiesand good practices. Environmental sustainability,social services sustainability, local economic devel-opment, gender, local governance, and povertyand equity were discussed in specific workshops.

EthiopiaU NCT Supports Government Led M DG Needs Assessment

The UNCT — instead of performing its own UN-led CCA in preparing for UNDAF II — supportedthe Government led MDG needs assessment(MDGNA) in collaboration with the MillenniumProject and the donor community. The findings of the MDGNA informed the formulation of theUNDAF II as well as the preparations of thenational development plan, the PASDEP. Theresults have included consensus and considerablegains in terms of harmonization and alignment.The MDGNA exercise was a unique opportunityfor stakeholders, the UN, donors, IFIs andGovernment to work together in a broad, consul-tative process. The exercise provided opportunitiesfor engaging in Government-owned analysis andresearch as well as dialogue and partnerships. The experiences gained during the preparations ofthe MDGNA and UNDAF opened opportunities for further harmonization and alignment with nationalprocesses and ensured that the UNDAF II wasclosely aligned to PASDEP and the MDGs.

Saudi ArabiaMedia Act ivit ies to Promote the M DGs

In promotion of the MDGs, media and communi-cations activities included a painting contest, afootball tournament, and a joint media confer-ence. The national painting contest involved ninegirls’ schools from the three main cities in theKingdom, Jeddah, Riyadh and Dammam, and pro-duced more than 100 paintings representing the8 MDG goals. The football tournament involvedseveral boys’ schools with the participation ofnational football stars (including Captain Sami AlJaber, UNDP’s Goodwill Ambassador). These twoevents highlighted the role of Youth in achievingMDGs and the importance of public private partnership for MDGs’ achievement. The thirdevent was a conference jointly organized with the Ministry of Information. The conference, which gathered more than a 100 media people,academicians, and civil society representativesfrom within and outside Saudi Arabia, focused oneducation, gender, and environment. As a result,these three MDG goals received full media atten-tion which highlighted their importance to HumanDevelopment and economic competitiveness for Saudi Arabia. The event also contributed toreflecting a more positive image of the UN in the country.

Millennium Development Goals (cont.)

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Ethiopia DevInfo Implemented as EthioInfo

In February 2006, the Central Statistics Authority(CSA) successfully launched the customized ver-sion of DevInfo, named “EthioInfo”, with the sup-port of the UNCT. The Government is, by implica-tion, positioning EthioInfo as a tool for monitoringgrowth, poverty reduction and development. To this end, a variety of technical assistance and support packages were provided in 2006 throughthe Resident Coordinator’s office. Due to its comparative advantages, UNICEF assumed techni-cal leadership of support by the UNCT. By the end of December 2006, 174 officials drawn from Government departments, NGOs and UNagencies have been certified proficient in theEthioInfo package.

MalaysiaDevInfo Customized as MalaysiaInfo

The UNCT customised the web-based database“MalaysiaInfo” based on the DevInfo framework.In June 2006, an introductory briefing was given to forty UN staff members and staff fromvarious Government agencies on the database.MalaysiaInfo provides capabilities for inputtingcomprehensive multi-sectoral data and creatinguser-friendly report capabilities. It also facilitatesdata sharing across Government and UN agen-cies. The final product will be handed over to theDepartment of Statistics of Malaysia which hasagreed to take ownership.

CambodiaDevInfo Implemented as CAM Info

Cambodia’s adaptation of DevInfo, CAMInfo, was first launched in April 2004 and has beenmanaged by a team at the National Institute ofStatistics. It benefits from wide support from theUNCT Cambodia, GTZ, and UNESCAP. CAMInfo is considered an important element of the UN’sefforts to support capacity development at theNational Institute of Statistics and the GeneralDirectorate of Planning in Cambodia. Version 3.0of CAMInfo, to be released in 2007, is based onthe DevInfo v5.0 platform. This new version features, in both English and Khmer, the latestdata from the Cambodia Demographic and HealthSurvey (CDHS); the Commune Database, whichprovides village-level data; and all key indicatorsfor the Cambodia Millennium Development Goals(CMDG) and the National Strategic DevelopmentPlan (NSDP). The country plans to disseminateCAMInfo 3.0 at both national and sub-nationallevels through a series of user and administratortrainings. In order to render the database accessi-ble to a wider audience, there are also plans tolaunch an on-line version of CAMInfo.

DevInfo and Monitoring the MDGs

Aid Coordination and EffectivenessTanzania Development of the Joint AssistanceStrategy for Tanzania

The Government of Tanzania and DevelopmentPartners signed in 2006 a Joint AssistanceStrategy for Tanzania (JAST).It seeks to make aidmore effective and efficient by strengtheningnational ownership of the development processand the government’s accountability to the citi-zens of Tanzania. The JAST sets the rules of gamethrough a number of principle level agreements.Development partners are expected to subscribefor a number of changes in line with aid effectiveness principles and the aid policy of theGovernment as well as to reach a better divisionof labor through greater specialization of activitiesby development partners and a move towardsreformed, more demand-driven and untied tech-nical assistance oriented towards long-term capac-ity development. Throughout the development ofJAST the UN role has been significant, especiallythrough facilitation of consultations and brokeringof the JAST principles. This brokering role aroundthe Memorandum of Understanding (MoU) contributed to the fact that all active DevelopmentPartners Group members signed the statement of understanding. The UN Resident Coordinatorsigned the (MoU) on behalf of the UN system.

Lesotho Support ing Aid Coordination

In support of government efforts to implement theParis Declaration on Aid Effectiveness, the UNCTengaged development partners in strategic dia-logue to strengthen the Government’s institutionalcapacity for aid coordination, resource mobilizationand harmonization of development assistance. TheRC acted as the Chairperson for the DevelopmentPartners’ Consultative Forum (DPCF) since itsestablishment in 2005, and coordinated theForum’s participation in the process leading to thePopulation and Household Census 2006, thepreparation of the Ninth Donor Round TableConference, as well as the preparations for thegeneral elections in 2007. As one example of sup-port to aid coordination in a specific area, the UNled the development partners’ collective support toscale-up the response to HIV/AIDS. The ResidentCoordinator, in consultation with the Country Teamand other development partners, expanded the co-chairmanship of the UN Theme Group onHIV/AIDS to the European Commission and theEmbassy of the United States of America. TheTheme Group comprises of UN Heads of Agencies,the Government (through the Ministry of Healthand Social Welfare), Development partners, theNational AIDS Secretariat, NGOs and Faith-BasedOrganizations.

NamibiaDefining a Basel ine for ImprovingAid Effect iveness

To define an aid effectiveness baseline and inform further efforts, the UNCT commissioned a report on the degree of aid harmonization and the implementation of the Paris Declarationin Namibia. The UNCT also initiated regularDevelopment Partner Group Meetings in 2006.These meetings provided an opportunity forGovernment and development partners toexchange information on areas of support and toidentify potential areas for co-operation. On thesectoral level, the UN System played a key role in the organization and facilitation of the DonorRound Table for the Education Sector Improve-ment Programme. The forum provided by theDevelopment Partner Group Meetings helped to fill existing financial gaps for the successfulimplementation of this programme. Similarly, the UNCT assists the Government in the identifi-cation of potential areas for the development of Sector-Wide Approaches, especially on rural development.

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Indonesia Support to HumanitarianCoordination

The RC/HC Office continued support to humani-tarian coordination through monitoring and report-ing to the international community. In the interestof aid effectiveness, the HC/RC Office chairedmonthly UN/NGO/donor coordination meetingsfor the UN humanitarian agencies, donors, inter-national NGOs, and ICRC/IFRC. This facilitatedsharing of information on security and humanitari-an issues, updating of ongoing or planned activi-ties, and discussion of common policy issues.Specific meetings were also arranged as specificemergencies developed. At the internal level, theUN Technical Working Group (TWG) for DisasterRisk Reduction actively worked to improve inter-agency coordination in managing disaster risksand responding effectively to disasters.

ThailandImplementing the Paris Declarat ionand Enhancing Aid Effect iveness

The UNCT partnered with the Royal ThaiGovernment, a signatory country to the ParisDeclaration. Particular emphasis was placed onenhancing Thailand’s capacity as a significantemerging donor. A workshop with relevant Thai agencies, through Thailand InternationalDevelopment Cooperation Agency recommendedtwelve key policy messages to guide Thailand’simplementation of the Paris Declaration and even-tually Thailand’s ODA alignment with the ParisDeclaration. Also, a Thematic Working Group onGlobal Partnership for Development (with mem-bers from UN agencies, IFIs, and bilateral donors)was recently established to ensure a harmonizedapproach in providing capacity development support to Thailand on aid effectiveness.

IraqStrengthening National Capacity forAid Management

The UNCT assisted the Iraqi Ministry of Planningand Development Cooperation in establishing anAid Coordination Unit where the capacity of 50staff was developed and the unit assisted in theformulation of the National Development Strategy.In addition, the UNCT assisted in the creation of aDonors Assistance Database (DAD) which is beingused as an instrument in the overall managementof resource flows from various donors to the dif-ferent programmes and projects. The databaseshould be instrumental in maximizing the benefitof international donors assistance to Iraq’s recon-struction drive.

RwandaAdoption of Aid Pol icy Document

The Development Partners Coordination Groupwas established in 2002 and has been co-chairedsince by the UN Resident Coordinator and theMinister of Finance and Economic Planning basedon a strong partnership between all stakeholders.The government initiative and leadership is visiblein the development of the Rwanda Aid PolicyDocument. This aid policy was approved by theCabinet in July. Following the policy document, animplementation plan and a joint donors responsewas prepared.

GhanaAligning U N DAF Act ivit ies on Education

The activities of the UNDAF Theme Group onEducation were aligned with the work programmeof the Education SWAp. The UN was selected byall donors to chair the Education donor group.Emphasis was placed on gross primary enroll-ment, with rates reaching 87% by mid 2006 upfrom 81% in 2004. The gender parity index isnarrowing. These positive developments are duelargely to better targeting of the poor through the elimination of government-controlled fees,introduction of capitation grants and the school-feeding programme.

Nigeria Aid Coordination for an Effect iveResponse to H IV/AI DS

The UN acts as the secretariat for the DonorCoordination Group (DCG) on HIV/AIDS. In 2006,the DCG raised awareness on the importance ofthe ‘Three Ones’ at all levels in Nigeria leading tohigh awareness among civil society, sub-nationalstate actors, international partners, and the federalgovernment. 2006 also saw a move towardsmore substantial coordination as the DonorCoordination Group has progressed from a focus on information sharing to a more thoroughassessment of the availability of HIV/AIDSresources, current gaps, and a prediction of whatfuture support is needed, and in which areas it should be focused. This assessment was fol-lowed by internal and external advocacy to create momentum and mobilize the necessaryresources. To support this work, the FrenchEmbassy agreed to finance a full-time coordinatorwhich will be based in UNAIDS.

Moldova Development Partnership Frameworksigned and PD Monitoring

UN agencies participated together with Govern-ment and development partners in a special taskforce on aid coordination and effectiveness whichprepared a “Development Partnership Framework.”While this framework does not represent a legally-binding document, it lays down principles, process-es and procedures to achieve greater aid effective-ness in Moldova. As a flexible and open document,it remains open to endorsement by donor organi-zations willing to join it. In a sign of shared commit-ment to aid effectiveness, the UN ResidentCoordinator signed the framework on behalf of theUN Agencies present in Moldova. The process wasfurther enhanced by Moldova’s adhesion to theParis Declaration on Aid Effectiveness and the ParisDeclaration Monitoring Survey. The Survey was prepared with the support of the UN and pointedto a number of gaps in donor alignment and coor-dination such as the unavailability of mechanismsto share Government’s development plans andfacilitate donors’ assistance alignment with thoseplans of donors’ overuse of separate missions andindividual analytical works.

UkraineAid Coordination and Advocacy forParis Declarat ion Implementat ion

The UNCT has been actively engaged in promot-ing the Paris Declaration on Aid Effectiveness(which Ukraine will adhere-to in early 2007), andhas played the lead donor role in the aid coordi-nation dialogue. The UN provided consultativeand advisory support to the government, in partic-ular, to the Ministry of Economy. As a result ofthis, a new architecture for Donor-Government aidcoordination was established. Approved on thehighest level by the Cabinet of Ministers, thisarchitecture includes national theme groups andsubgroups chaired by the relevant ministries and alead donor.

MacedoniaOngoing Support to the AidCoordination Unit

The UNCT continued to support the work of thegovernment aid coordination unit and the DonorAssistance Database. The support also enabled thegovernment to convene monthly donor aid coordi-nation meetings and prepare a donor profile docu-ment during the course of the year. The assistancefacilitated aid effectiveness and government owner-ship of aid management and coordination.

Aid Coordination and Effectiveness (cont.)

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TurkeyFormulat ion of a F irst Joint Programme

The UNCT formulated its first joint programmeever, a two-year UN Joint Programme onPromoting and Protecting Women and Girls’Human Rights, which was officially launched inMarch. The programme is a product of the UNGender Thematic Group, which agreed to use itas a pilot in six cities and expand implementationthroughout the country. The preparation processwas participatory and in addition to the UN system involved all sectors, governmental, non-governmental, private sector, academia, anddonors. In line with the Paris Declaration on AidEffectiveness, this programme provided leveragefor combining and rationalizing bilateral aid forgender equality to avoid duplication while still providing a forum for active partnership.

AzerbaijanConduct a Countrywide, Gender-Disaggregated Labor Force Survey

The UNCT supported the second countrywide andgender-disaggregated Labor Force Survey jointprogramme. Spearheaded by UNDP and UNFPA,the joint programme built capacity within theState Statistical Committee and Ministry of Laborand Social Protection. The result was the success-ful completion of the 2006 Labor Force Survey,yielding gender-disaggregated data in line withinternational standards. The Statistical Committeenow has capacity to conduct future surveys in compliance with international standards on its own.

CambodiaJoint Frameworks in Gender, HumanTraff icking, and NSDP Monitoring

The UN Joint Frameworks developed in 2006established agreed upon UN priorities, coordinat-ed and streamlined approaches to governmentsupport, and furthered the strategic platform forcapacity development and programme. The UNJoint Frameworks provided a structure so individ-ual agency contributions could be highlightedand appropriately positioned, with partnerships,gaps, and overlaps identified. Within Cambodia’sactive and diverse donor community, where OneUN cohesiveness is extremely vital, both theprocess of joint framework development and itsuse as a future reference has been invaluable.

EcuadorConsidering a Territorial Approachto Confl ict Prevention

The Peace and Development Programme (PDP) is an initiative of the Office of the ResidentCoordinator of the UN System in Ecuador. An inno-vative and ambitious way of promoting UN Reformon the ground, it represents a territorial approachto conflict prevention for the UN System in a com-plex border zone. This is done through strategicinter-agency coordination, coupled with joint analy-sis, planning and monitoring. The Programmeincludes training in conflict analysis and conflictsensitive programming. The PDP also strengthenskey national capacities, while linking UN Systemwork to relevant government policies. The MDGsare a guiding framework for the Programme. Andin this spirit, Provincial MDG Reports are beingdeveloped for the border area that will serve as a baseline for measuring the impact of theProgramme. The PDP goes beyond formal jointprogramming by providing a coherent frameworkfor the whole UN System — represented by 12 agencies — including formal joint programmesand inter-agency coordination mechanisms.

CubaPart ic ipat ing in the Local HumanDevelopment Programme

Eight agencies participated in the Local HumanDevelopment Programme (PDHL) Joint Programmewhich supports local capacity building on publicpolicies. Five bilateral donors and over 300 decen-tralized entities — including from the private sectorand developing countries collaborated in this initia-tive. Supporting local capacity building, this pro-gramme implemented approximately 180 projectsmanaged in a participatory way (44 of which hadan inter-agency content). The whole programmepromoted innovative experiences in the achieve-ment of the MDGs at the local level. As a result ofthese achievements, and in consideration of thisbottom-up approach and methodology, Cubannational government together with the UNCT identi-fied Local Human Development as one of the fiveconcentration areas for the 2008-2012 UNDAF.

GuyanaWorking Joint ly to StrengthenHuman Rights Support

UNICEF, UNDP, UNFPA, UNAIDS and PAHOworked jointly to provide technical support tostrengthen national legislation on children’s rights,rights of the disabled, and rights of juvenileoffenders. The UNCT also sought to strengthennational protection systems by providing humanrights training to the Judiciary, as well as theGuyana Police Force and Prison Service.

In conjunction with national human rights institu-tions and duty-bearers, the UNCT launched a special initiative on sexual violence againstwomen, including a training module for policeprosecutors on sexual violence cases; a feasibilitystudy for setting up a sexual assault referral centre; and a national survey on sexual violencecase reporting. In addition, the UNCT has begunpromoting a culture of peace by building HumanRights awareness in the education system. Withthe arrival of the new government in August2006, the UNCT is further seizing on the opportu-nity to harmonize joint capacity building activitiesin the area of Human Rights Based Approach.

KosovoFocusing a Joint Programme on Gender Equal i ty

In the absence of an UNDAF, the UNCT has usedthe MDGs as a framework to develop a numberof joint programme proposals, one of which isspecifically built around MDG 3. The “GenderEquality and Women’s Empowerment Programmein Kosovo” (2007-2009) is a joint initiative ofUNICEF, UNFPA, UNHABITAT, UNDP, OHCHR, andUNIFEM. The joint programme focuses on institu-tional capacity building, strengthening and betterutilization of social services, civil society empower-ment, advocacy and awareness–raising, policydevelopment for mainstreaming gender in devel-opment processes and facilitating effective coordi-nation among all stakeholders and implementa-tion of gender mainstreaming in line with theMDGs, the CEDAW, Beijing Platforms for Action,the Anti-discrimination and Gender Equality lawsof Kosovo and the National Action Plan on theAchievement of Gender Equality in Kosovo.

MozambiqueChildren’s Voice in the Community

Because radio reaches more people than print, theprogramme invested in the creation of the firstCommunity Radio Network (FORCOM), currentlyencompassing 50 community radios. The coor-dination efforts between UNESCO and UNICEFstrengthened community radio work and laid theground for new partners to support this communi-ty-based initiative, including the private sector.Youth participation in Mozambique is limited by anenvironment non-conducive to a more active roleof children and young people. UNICEF, UNESCO,and FORCOM thus initiated The Children’s Voice in the Community joint programme. This resultedin 12 radios stations around the country joining the child-to-child radio programmes network; 110 children producing and presenting pro-grammes that reach all provinces; and 12 librariesand 12 youth radio clubs have been established.

Joint Programmes

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Afghanistan, Iran and Pakistan Together for Health: Regional Co- Operation in Health and Nutrit ion

To promote regional co-operation the UNCT is facili-tating a joint programme on health among thecountries of Afghanistan, Iran and Pakistan focusingon six key areas critical to achieving the MillenniumDevelopment Goals: polio eradication, salt iodisa-tion, tuberculosis, HIV/AIDS, pandemic influenzaand malaria. The initiative has the backing of Afghan

President Karzai as well as the Minister for PublicHealth and seeks to turn the Kabul Declaration onregional collaboration in health, signed by these 3 countries in April 2006, into a tri-laterally agreedaction plan of implementation. The joint pro-gramme, involving UNAMA, UNICEF and WHO, waspresented to donors in Kabul in June 2007 where it was favourably received. The initiative envisagesadding an international co-operation component toexisting health strategies with a view to: (1) facilitatethe sharing of good practices, including throughexchanges, visits, study tours, joint conferences and

identification of priorities exchange actions; (2) develop and endorse an operational joint workplan to address cross-border health issues with atime frame and supporting partners endorsed bythe three countries; and (3) assign inter-countrystanding committees with representation from thethree countries to work on the defined six mainareas of collaboration. Similar joint programmesinvolving the three countries and supported by the UN Country Teams are being developed onPopulation Movements (led by Iran) and DisasterManagement (led by Pakistan).

Joint Programmes (cont.)

Common Premises and ServicesMontenegroEstabl ishment of the World’s F irstEver U N Eco Shared Premises

The UNCT in Montenegro is engaged in a projectof establishing the world’s first ever UN EcoShared Premises. In December 2006, the UN Eco Building was launched, encompassing all rele-vant partners. The UN Agencies in Montenegroapproved the final floor plan/internal design pro-duced by a winning architectural practice. Thepartners agreed on the 2008 timeline for projectimplementation. The UN Working Group onCommon Premises and Services supported theconcept, approved the project, and encouragedUNCT Montenegro to pursue the engineeringservices contracting and quality oversight compo-nents of the project.

BulgariaEstabl ishment of Joint U N DP andU N IC E F Operations Model

UNICEF operations were integrated with those ofUNDP and performed in accordance with UNDPrules and regulations. This arrangement permittedthe quicker start-up of the UNICEF office and pro-gramme. The joint office allowed the Representa-tive to concentrate more on programme develop-ment and management. It was also very cost-effective. Rather than hire separate operations staffand manage a separate bank account, UNDP wasreimbursed for operations support. And this did notrequire any additional staff on either end. Humanresources, financial services, goods procurement,services contracting, IT management, travel, andadministrative support are among a wide range ofservices that UNDP manages for UNICEF.

Humanitarian Preparedness and Coordination EffortsAfghanistanConcerted and Coherent U NCTResponse to Humanitarian Issues

To boost future efforts to mitigate natural catastro-phes, a UN Disaster Assessment and Coordinationmission was arranged by the UNCT. The missionrecommended ways forward in improving plan-ning and response measures. Consequently, twodrought appeals were submitted to the CERF(Central Emergency Resource Fund) for considera-tion and both were generously funded in-countryand by the CERF. This allowed UN agencies toprovide immediate relief to the neediest. Themenace of bird flu resulted in the UNCT develop-ing a plan and assisting government in producingits own plan for the event of a humanitarian crisis.

IndonesiaCluster approach in YogyakartaEarthquake Response

A Cluster Approach was used to coordinate theearthquake response. The response, was markedby a high level of participation among the humani-tarian community and provided a more structuredcoordination mechanism than previously experi-enced. Each cluster developed specific terms of reference and a response plan outlining objectivesand indicators. This resulted in realistic objectivesetting and coherence in implementation betweencluster members. As there was no set precedencefor the cluster approach at the time of the Javaearthquake, a high degree of flexibility and innova-tion on the part of Cluster Leads was needed tomake the system work. As coordination skills variedfrom cluster to cluster, a need for training in basiccoordination and facilitation skills was identified.

MauritaniaCoordinated Mobil izat ion of CentralEmergency Rel ief Fund

Faced with a forgotten and under-financed nutri-tional crisis, Mauritania benefited greatly from theavailability of Central Emergency Relief Fund. TheUNCT demonstrated strong coordination in thefinancing, planning, and intervention phases. WFP,UNICEF, and WHO pooled their efforts with theCommunity Food Center and the NutritionalRecovery Center activities. A clear and consensualdivision of labor and contributions were estab-lished. The coordinated response facilitated aproper overlay of interventions and targeted recipients based on jointly selected criteria.

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EritreaMobil izat ion of the CentralEmergency Rel ief Fund

The immediate availability of Central EmergencyRelief Fund (CERF) enabled agencies (UNICEF andWHO) to take action in the health, nutrition andwater sectors. This led to rapid programme imple-mentation to strengthen health information sys-tems, provide timely information to the health clus-ter, and coordinate health activities among partners.In cooperation with the Ministry of Health UNagencies conducted nationwide campaigns focus-ing on urgent measles immunization covering 73 per cent of the country’s children under fiveand double the Vitamin A supplementation covering 97 per cent. These activities reduced thenumber of children susceptible to measles andavoided significant deaths among children.

Sri LankaIASC Country Team Establ ished toEnsure Consol idated Mechanism

Following the decision of the Principals of theInter Agency Standing Committee (IASC), a IASCCountry Team (CT) was established to ensure aconsolidated mechanism for humanitarian coordi-nation in response to the evolving humanitariancrisis. The UN Humanitarian Coordinator chairsthe IASC country team, which includes 26 mem-bers, among them UN agencies, internationalNGOs and civil society organizations. The IASC CTis recognized by all stakeholders including theGovernment of Sri Lanka and donors as a veryefficient and instrumental forum representing allcategories of humanitarian agencies. The IASC CTis the main focal point and counterpart of thegovernment in relation to the humanitarian issues

in the North and East. The IASC CT has reachedout to all non-UN partners thus ensuring muchbetter coherence in planning and implementationof operations, facilitating access, which is a partic-ular value added in the operational coordinationbetween the UN, the ICRC, and the NGOs.

Humanitarian Preparedness and Coordination Efforts (cont.)

MauritaniaDraft ing of a Contingency Plan forthe Aviary Inf luenza

The UNCT aviary influenza contingency plan waswell received. The two major objectives, preparingstaff and supporting the government, wereachieved through the following actions: (1) sensi-tizing staff and their families to the methods ofprotection; (2) guaranteeing the correct operationprocedures and the necessary funds; (3) support-ing the improvement of the national responseplan (along the various themes: animal health,human health, and communications); (4) helpingthe Government organize a round table; and (5) beginning to mobilize the necessary resourcesfor implementation. While the benefits of theexercise were multiple — especially on an analyti-cal, organizational and human level — the actualcosts proved to be marginal.

AzerbaijanU N Coordination Response:Leadership and Strategic Effect

Because of their respective expertise and man-dates, UN agencies were well-positioned to assistthe Government in handling the AHI outbreak. At the onset of the crisis, the UNRC set up a TaskForce to ensure the coordination and complemen-tarities of UN responses in support of the Govern-ment’s efforts. A multi-task WHO team wasdeployed to Azerbaijan to build capacity within the Ministry of Health for handling human cases —from enhanced surveillance and monitoring,through to clinical management, infection control,and epidemiological investigation. On the animalside of the crisis, the AHI Task Force Coordinatorstrived to establish an FAO presence in the country.In response, several experts were deployed to theMinistry of Agriculture, and an FAO resident officerpost was established, filling a critical gap. Beyondthis, the clear leadership of the UN Task Forceprompted a wider strategic effect. Critical playersrallied behind the UN effort, including the WorldBank, ADB, USAID, JICA, ICRC, as well as represen-tatives of the US, British, French, German andJapanese embassies, and civil society organizations(CSOs). The expanded Task Force was then able toleverage the combined financial, political, and tech-nical capacities of its respective members. Smoothcooperation with the Government was achieved byestablishing highest-level contacts in key ministries.The UN AHI Communication Group was created totackle the vital “public information” component ofthe response, and worked closely with relevantgovernment ministries to devise and implementthe nation-wide campaign.

CambodiaAvian Inf luenza Coordination

From the start of the outbreaks, the AHI responsewas driven largely by the Ministry of Agriculture,Forestry and Fisheries (MAFF), and the Ministry ofHealth (MoH), with support from FAO and WHO,respectively. The RCO gradually assumed coordi-nation responsibilities to promote better coopera-tion between animal and human health, and inte-grate communications campaigns and pandemicpreparations. A UN Joint Programme was signedand revised. For national pandemic preparedness,Cambodia decided to strengthen an existing multi-sectoral coordination structure for disaster riskreduction, the National Committee for DisasterManagement (NCDM), which is chaired by thePrime Minister. The NCDM Secretariat is in theprocess of being restructured and extending itscapacity to be able to accommodate healthemergencies with a primary focus on pandemics.

And the UN system itself focused on its AHI andpandemic preparedness needs and commenceda process of AHI contingency planning, pandemicpreparedness, and awareness raising among staff. Staff health and safety and business andprogramme continuity are now all factored intoUN system contingency plans. The UN system as a whole, initially through the SMT and laterthrough the established UNCMT (reporting to the UNCT), works as one to ensure strong inter-agency coordination.

Avian and Human Influenza Response

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BrazilImproved Communicat ions for the M DGs

In 2006, the UNCT took up the challenge of better communicating its activities and achieve-ments. The Communications Theme Groupdesigned a media approach that can be highlight-ed as a best practice for its high effectiveness,wide impact and low costs. On the one hand, the strategy aimed at improving the Heads ofAgencies’ personal communications skills whendealing with journalists. Representatives under-went an intensive workshop to practice clear andconcise communication techniques, including printand broadcast interview simulations. On the otherhand, the approach focused on bridging the gapbetween the UNCT and the national press regarding the awareness and understanding of theMDGs and other Human Development issues.The Communications Theme Group organizedround tables on the MDGs, with agency specialistsand high profile journalists. The debate resulted inthe production of a handbook with resources forjournalists interested in improving the nationalmedia’s coverage of MDG related themes.

Maldives“One U N” Voice JointCommunicat ions

The UNCT in the Maldives exercised very closecoordination and collaboration and expressed a“One UN” voice in the handling of sensitiveissues, notably those related to tsunami recoveryand political issues. Projection of a coherent andcoordinated UN strongly influenced the ability ofthe UN System to build increased partnershipswith international donors and to further promotedevelopment. The weekly media monitoring set-up through the inter-agency CommunicationsGroup kept the UNCT informed of major eventsand critical issues. It also allowed the team torespond and adapt quickly.

Lithuania“Time to Help Others” NationalAwareness Rais ing Campaign

The Time to Help Others campaign established analliance between four UN agencies (UNDP, WFP,UNICEF, UNESCO) in promotion of developmentcooperation and strengthened country capacity.Partnerships included the Government, privatesector (five major Lithuanian and multinationalcompanies), national TV/radio and other media aswell as major Lithuanian Youth organizations. Thisinitiative made a contribution to the realization ofMDG8 – a global development partnership. Theinitiative also contributed to unprecedented UNvisibility, including daily media coverage and inter-national exposure.

MacedoniaJoint Communicat ions Act ivit ies

The UN system in Macedonia created its own UNCommunications Group in 2005. The main objec-tives of the group were to strengthen inter-Agencycooperation in the field of communications and tofurther increase the media and public profile of theUN activities at national level. In 2006, coordinationof joint communications activities were initiated inorder to enhance the effectiveness of the joint UNwork, generate broader legitimacy to the joint com-munication activities, and better incorporate allAgency members. The establishment of a dedicat-ed RC communications capacity improved workefficiency and reduced transaction costs. TheCommunications Officer and CommunicationAssociate’s salary are shared between the RCO andUNDP. This cost sharing model was also used tohire a senior Communications Consultant to devisethe UN’s new joint Communications Strategy.

The effectiveness of the UN CommunicationsGroup can be measured in the successful coordina-tion of joint events which included the sharing andissuing of joint press releases, development of jointadvocacy messages and joint organizing of events,and the impact of common messages and advoca-cy in the media. A joint communications strategy is now being developed to further strengthen UN branding and advocacy messages that will beprojected throughout the whole country.

ZambiaDevelopment of a Joint U NCommunicat ion Strategy

As part of the reform process, the UNCT inZambia has developed its first UN CommunicationStrategy to support the new UNDAF (2007-2010).The UN-Communication group (consisting of allthe communication officers within the UNCT) wasmandated to draft the strategy under the leader-ship of the Resident Coordinator’s Office (RCO).The strategy focuses on three main objectives: An Eye on Issues, to raise awareness and supportfor joint advocacy on key common issues; An Eyefor Image, to promote a positive, coherent and relevant UN; and An Eye towards the Inside, toimprove internal communication and coordination.

Russian FederationLocal Media Take Part in Joint U NCTThematic Seminars

Local media took part in joint UNCT ThematicSeminars on human development, HIV/AIDS, andgender. UNCT discussed the concept of the semi-nars, agreed on the experts and staff, and linkedthe seminars to UNFPA planned events. By analyz-ing what has already been planned by individualUN agencies, UNCT combined UN agency effortsand minimized costs. Rather than holding sepa-rate seminars, the UNCT added an additional dayto existing agendas, minimizing travel and organi-zational costs. Achievements include the establish-ment of a regional media network; numerous articles on presented topics; and support for UNefforts by regional journalists.

Improved Communications

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LiberiaRegional Coordination in the ManoRiver Region

The UNCT hosted in September 2006 the 4thconsultative regional meeting of UNCTs from theMano River Union Countries, Sierra Leone, Guineaand Cote d’Ivoire. This meeting led to the devel-opment of a Joint Actions Matrix on a set ofissues identified as regional priorities. Theseissues were youth, HIV/AIDS, small arms and lightweapons control, child protection, women’s traf-ficking and reintegration.

MaldivesAn Inclusive U N DAF process drivenby a Dedicated Core group

UN Heads of Agencies and senior programmestaff formed an inter-agency CCA/UNDAF CoreGroup (UNCG) that took part in capacity buildingactivities such as human-rights mainstreaming andResults-based Management. The UNCG metweekly, chaired multi-sectoral Theme Groups, pro-vided technical inputs, and drafted and reviewedthe CCA/UNDAF documents. The UNCG show-cased successful inter-agency collaboration ensur-ing system-wide ownership of the CCA processand UNDAF outcomes by the UN Maldives. TheUN Maldives actively sought the participation ofnon-resident agencies (NRA) in the CCA/UNDAFprocess. The inclusion of NRAs in the UNDAFStrategic Prioritization Retreat and Joint StrategyMeeting ensured that the UNDAF was rights andgender-based. Such a participatory process alsoallowed NRAs the opportunity to plan their agencydevelopment assistance and align it with nationaldevelopment priorities.

CambodiaAssessing U N System Programmingthrough Strategic U NCT Field Trips

In 2006 the UNCT instigated a regular process forfield visits to look collaboratively at issues ofnational priority and UN programme implementa-tion and partnerships. The programme consistedof one or more formally organized field trips withmembers of the UNCT , as well as ad-hoc fieldevents that revolved around a particular concern.For instance, the 2006 field visit to Battambangfocused on issues of gender and education. TheRC and several country team members met withthe provincial governor, parents, and teachers forging an understanding of local governance anddecentralization that was gained through dialogueon province and community level planningprocesses and increasing the decision making of women at the commune level.

Lao PDREstabl ishment of Virtual U N House

The establishment of the “virtual UN House” ledto a greater information sharing, knowledge build-ing, and networking among agency personnel atall levels. This ensured closer working contactsand facilitated synergies. Because the UNCTevents calendar was maintained and shared, non-resident agencies could synchronize theirmeetings/events. The calendar also facilitates thecoordination of incoming missions and ensuresthat UN agencies and the Lao Government are not overburdened. Non-resident agencieshave expressed their appreciation for the better coordination efforts and proactive virtual information-sharing.

BarbadosIncluding Non-Resident Agencies inJoint Programming

The UNCT devised a strategy for full integration of the non-resident agencies through their partici-pation in joint programme formulation, implemen-tation and monitoring. In the view of the UNCT,building on the strengths of various UN agenciesis critical to an effective UN system and the successful development and implementation ofthe joint programmes and UN Reform agenda.The UNCT reports that this approach promoted aharmonious working climate and enhanced UNSystem effectiveness and impact. Innovative practices included participation of non-residentagencies in annual retreats and the organizationof meetings dedicated to presentations of NRAstrategic visions and programmatic priorities.

LesothoReaching out to Non-ResidentAgencies during U N DAF Preparation

The UNCT made particular efforts to design aninclusive UNDAF preparation process. In this spirit,representatives of the Non-resident Agencies(NRAs) were involved in all discussions/consulta-tions in preparation for the development of thenew UNDAF. Throughout 2006, the Country Teamliaised with Non-resident Agencies, namely ILO,UNESCO, UNODC and UNOHCHR to identifystrategic areas for joint programming and projectsupport, and to explore opportunities for resourcemobilization. These efforts resulted in a numberof strategic partnerships with the relevant residentagencies, as well as joint projects in the areas ofHIV/AIDS, youth and employment, education,gender and human rights. This joint system-wideeffort enabled the UNCT to raise the UN’s profile in areas that previously had not receivedsufficient attention.

Strengthened System Coordination

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