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Regional Meeting of RBEC Deputy Resident Representatives Istanbul, 15-18 December Summary points (draft)

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  • Regional Meeting of RBEC Deputy Resident Representatives Istanbul, 15-18 December

    Summary points (draft)

  • Day 1

  • Financial Crisis: Implications and IssuesGovernment or private sector as driving force (but how about non income dimensions during crisis?)Aid-coordination & Harmonization likely to become more fragmented in the future?Impact on semi-closed economies affected, through food prices, exports etc.How will frozen conflicts be affected?China and Central Asia: scope of impact now and in the future? Bigger (and new) role of the state

  • Financial Crisis: UNDP roleHome work to do: analysis of numbers and understanding of macro economic trends Ben working on training for RBEC Globally Kemal is one of the prominent experts on this subject can we use this better in our work?Human development dimensions of the financial crises are our top concern. Need to build up our capacity / expertise to respond to crisis implications (conflict, governance, vulnerable groups, etc.) Support to new role of the state (mitigation in addition to regulation)WB, IMF and UNDP relationship: new challenges and opportunities

  • RM and Delivery: key regional issuesDelivery and RM figures: Delivery growth slowing down: 2008 decline (in real terms). Exchange rate fluctuations: changing impact on RM/deliveryXB income: on average 3.5, which is below corporate requirements New HQ tax on income above 7% to cover corporate initiatives?Quality vs Quantity: Quality of procurement important for quality of the programme Pragmatic approach needed to balance reality of the need for RM with small high impact projects Need for better planning /budgeting and pipeline management as a repository of development ideas on which RM efforts should base themselves.

  • RM and Delivery: key regional issues 2

    Donor relationships: EC main donor - need to use the EU expertise in Brussels and NY Need to increase government C/S, and voluntary contributions / GLOC, on which the Region not doing well Private foundations as potential source of funding, e.g Bill Gates etc RBEC new potential donors for global UNDP: Turkey, Russia Delivering as one important factor for many bi-lateral donors

  • RM /Delivery: lessons from the field Tajikistan: Capacity of CO and project staff, especially in procurement Banking system under-developed High turn over of national staff Lack of suppliers of specific goods and services. Ukraine: Transaction costs high with private sector and small contributors Municipalities best national partner Programme implementation capacity important value of UNDP RM and delivery cannot be the ultimate indicators of success Seed money capacity very important for RM, including with EUSerbia: Context Content Commitment Capacity

  • Atlas Upgrade and IPSASReason for upgrade: going back to initial version of ATLAS to comply with IPSAS. No major changes for COs in 09.In 2010 - changes related to IPSAS: moving away from cash-based to accrual (for expenses) and contract (for revenue) based systemNegative impact on delivery in 2010-11!Risk management: clarity needed on donor agreements with conditionality (e.g. EU), as well as risk-based classification of donorsCapacity: Country Office Assessment will determine if and how much additional capacity is needed (regional / sub-regional support?)Training: there will be additional resources for training in 2009.Reclassification /functional review: new function called revenue management + division of labor b/w programme and finance

  • SecurityAll COS in RBEC are MOSS compliantNew Regional Security Advisor starting in January 2009 in Bratislava Three new local security associates (Moldova, Belarus and Kazakhstan)The responsibility of the security for UNDP falls under the DRR while the security focal point of the CO is usually the Operations ManagerNeed for enhanced training on security for DRRs

  • ProcurementProposal to separate approval and advisory roles of the Regional CPO (similar to HQ)

    Regional Procurement Advisor to focus on supporting COs with large / complex procurement cases

    Deputy Director approval function (Threshold? Appeal procedures?)

    A range of issues / concerns related to procurement collected by HQ and will be discussed in a separate session on Thu

  • Human Resources: new HR StrategyQuarry will change in 2Q of 2009Specific management/leaderships skills sets - supporting placement of women in management jobsNew competency framework will be the cornerstone of all HR processes and will help clarify job profiles Country Directors: possibly 2 more posts in addition to existing 3. Ambitious initial idea of 100% coverage not realized. No decision if to convert current DRR positions to CDs Contractual reform in Jan 2010 likely one contractual modality with 3 types continuous, intermediate and short term.Pools of staff: will start with CD, then DRR and OM. Will be based on CRG recommendation + assessment (similar to RC). Career development center being set up in LRC will focus on counseling on e.g. cross-practice moves

  • ERBMPotential for monitoring and advocacy high-impact presentation to Government, donors, etc.Quality is key:Balanced scorecard will have a respective indicatorOne person per HQ cluster will be assigned to monitor and assess quality. Project staff can contribute meaningfully to input of info to development workplansQuality of info in Atlas is key for reliabilityChallenges:Difference of concepts among UN agencies (outcomes, outputs etc.) Stealing ideas by others vs. sharing our knowledge products?

  • Knowledge ManagementKM not a new initiative, but there is a new drive in BDP to really make it work in an organic way relevant in the web 2.0 world

    Teamworks principle: Sharing information before gathering it!

    Has important implications for our ability to support east-east cooperation giving an opportunity for knowledge exchanges

    How do we extend our KM network to non-UNDP users? RBEC is promoting open access, but it may go live closed corporately given security concerns

  • Day 2

  • RBEC Practice ArchitectureConcept of Practices: non bureaucratic response to a structure that is required to connect substance from various parts of the organisation to advance/move forward learning and innovationKey principles/elements:We are multiyearWe bring finances, human and intellectual capitalWe do Organizational capacity buildingSuccess of our client (governments) is our successRBEC when meeting clients:Scaling up = more money? Not really true for a knowledge professional organizationRocket science consulting = need to package our products betterWe are often overpricing our development services

  • Practices: PovertyWhy? Absolute poverty is still an issue in the region (highest in CIS)Post-transition inequality is very highNeed for dynamic response to financial crisisHow? Approx 600 active projects (USD104 million project budget)Future priorities / Emerging issues:Human Development and Social Inclusion (RHDR)Cross-practice cooperation: e.g. what does trade in EU mean for poor people or who are the poor people from a democratic governance perspective. Financial crisis and micro finance, SME, employment creation

  • Practices: Energy & Environment Context:Progress on HD is threatened by climate change (water, food, etc.)Central Asia in one of climate risk hot spots in the world.The global economy is loosing more USD from the disappearance of forests than through the financial crisis (RBEC - largest stocks)UNDP largest EE actor in the region (larger than WB etc). for 2008

    Challenges:Need to diversify funding sources from GEF (MDGC, EC, bilateral, PEI)New set of skills are required; need for trainingHigh staff turnover (e.g. on carbon finance) how to replaceNeed to better understand business model based on cost recovery

  • Practices: HIV / AIDSContext: 1.5 mil people living with HIV/AIDS in RBEC - the only region where prevalence is increasingRegional HDR Living with HIV/AIDS launched on 10 Dec 2008:misinformation, lack of knowledge, fear, prejudice, stigma still characterize the region, resulting in sub-optimal national responses leading to faster spread of HIV despite greater resources spentAIDS stigma prevents active engagement in society through impact in quality of healthcare, education, employment, etc.HIV/AIDS practice (a full practice!): team in Moscow collocated with UNAIDS, 50 members, 30 projects, $82 million in CO portfolio value. Emerging issues/priorities:Use work on HIV as an entry point to strengthen health sector overallFocus on cross practice cooperationSub-regional partnershipsWork on Mobile populations

  • Practices: Democratic GovernanceMain focus areas: public administration reform and anti-corruption, human rights and access to justice, local governance and decentralization organized into 3 regional CoPsFacilitating a number of external professional networks in the region; bridging global and CO levels;CO support as overarching priorityRequest for support to parliamentary programmes; currently being supported from the global level; could also be linked to the emerging donors agendaCross-practice cooperation with BCPR on access to justice

  • Practices: Capacity DevelopmentCross-cutting practice; facilitates access to 3 global thematic groups: national aid effectiveness, local service delivery and PPP, national implementation and procurementAddressing public institution implementation capacity through a systematic approach to CD that includes the enabling environment, organizational and individual levelsNeed for corporate dialogue on cooperation with EC on CD, opportunities for resource mobilizationEffort to make progress on measurement of CD Cooperation

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