UNDP AND Civil Society Organizations JPO Training - Hanoi, June 2004

UNDP UNDP ANDAND

Civil Society Civil Society OrganizationsOrganizations

JPO Training - Hanoi, June 2004

Civil Society Organizations Division UNDP-BRSP

2

UNDP and Civil Society OrganizationsCivil Society

Organizations

•Civil society constitutes a third sector, existing alongside and interacting with the state and market.

•CSOs comprise the full range of formal and informal organizations within civil society: NGOs, CBOs, indigenous peoples’ organizations, trade unions, social movements, etc.

Civil Society

Market

State

A working definition


3

UNDP and Civil Society Organizations

Changing contextChanging context

• Enormous growth in number, diversity and influence of CSOs.

• Greater influence in shaping local/global agendas.

• Growing mobilization through global assemblies such as World Social Forum.

• Increasing resources channelled through CSOs.

CSO Profile


4


Why should UNDP engage with Civil Society?

• People and their associations are the building blocks of social justice

• State cannot fulfill all tasks for pro-poor growth and human development

• Pro-poor growth and improved governance must ultimately come from within the country

• Success of UNDP is dependent on multi-party trust

• Human rights perspective acknowledges UNDP’s role as duty bearer; Obligation can only be fulfilled by interacting with civic actors


5


UNDP as UNDP as preferredpreferred partner partner

Access to government• Ability to create

space/platform for CSO perspectives.

Trusted impartial partner

• Long history of engagement with CSOs.

• Comparative advantage in building multi-party trust.

Human development • People-centred approach

similar to CSOs.• Potential source of

alternative policy choices.

Capacity development• Direct support and grant

resources.• Facilitate engagement

with other sectors of society.

• Disseminator of knowledge and ‘best practice’ in the region and globally.


6


CSOs asCSOs as strategic strategic partnerpartner1) National ownership and democratic governance • Requires active participation of citizens and their organizations.

2) Outreach and proximity • To people living in poverty and insecurity. Ability to articulate

the needs of the vulnerable and excluded.

3) Legitimacy and credibility •Watchdog on governments and public institutions.

4) Ability to mobilize citizens and spark development

debate•Essential to advancing MDGs, human rights and human development goals.


7

UNDP and Civil Society Organizations Entry points for UNDP-CSO Entry points for UNDP-CSO partnershippartnership

• Recognize differentiated impact of development on vulnerable populations, particularly indigenous peoples, and make their voices heard in policy processes.

• Initiate multi-stakeholder partnership among governments, CSOs and donors for sustainable development and peace.

• Leverage relatively trusted relations of UNDP with governments to create political space for CSO influence on policy and decision-making.

• Support and develop the capacity of CSOs to articulate demands and defend rights of people living in poverty and crisis.


8

UNDP and Civil Society Organizations Entry points for UNDP-CSO Entry points for UNDP-CSO partnershippartnership

• Create an enabling legal and regulatory environment for a vibrant civil society and ensure the inclusion of civil society in key legislative processes.

• Jointly identify ‘campaign issues’ and mobilize a broad constituency using and advocating greater access to information technology

• Work with civil society to realize the rights and obligations as mandated in international human rights norms and standards. Support the societal watchdog functions of CSOs in defending and monitoring the commitments of UN conferences and human rights.

• Facilitate traditional and horizontal linakges between CSOs that are critical to determining the quality of relationships between communities and groups.


9


ChallengesChallengesInternal:1. Bridging the policy-practice divide.

2. Weak organizational culture: resistance to opening UN-led processes to CSO inputs.

3. The need to maintain relations with governments while engaging with CSOs.

4. Tendency to turn to NGOs only for service provision and not policy advice.


10


ChallengesChallengesExternal:

1. Identifying suitable CSO partners in country.

2. Issues of representation, accountability and legitimacy.

3. At global level, critical CSO perceptions of the UN and UN system organizations.


11


Internal mechanismsInternal mechanisms CSO Advisory Committee to the Administrator• Composition: 14 CSO leaders • Unique forum for dialogue on policy directions of UNDP • Unedited policy and strategic guidance to senior management.• Mutually agreed agenda:

o poverty o inclusive globalization o conflict prevention and peace building, human rightso UNDP engagement with private sector

• Recommendations and influence on:o Policies on engagement with CSOs, indigenous peoples,

private sector o Processes for principled engagement with the private

sector, especially involvement with MNCso Human Development Reportso Country-level programmes in conflict prev. &recovery


12


Internal mechanisms (2)Internal mechanisms (2)

Resident Representatives’ CSOChampions’ Initiative (October,2003 launch)

o Pioneer mechanisms to build trust and accountability.

o Build coalitions for partnership and dialogue.o Create visibility and profile for CSO partnerships.

Global CSO Advisors’ Teamo Dedicated virtual discussion group of focal points

and SURF advisors.o Stimulates exchange of information, partners,

strategies and support.


13


Internal mechanisms (3)Internal mechanisms (3)Regional and national CSO advisory committees National CSO advisory committees •CSO Advisory committees in all thematic areasRegional CSO networks•Civil Society Advisory Group in the ECIS region

o 24 members: UNDP CSO focal points and CSO experts.

o Encourage civic engagement in national planning processes.

o Develop guidance notes on poverty, governance and gender.


14


Operational engagement

NGO Execution• Procedures outline rules and regulations by which an

NGO executes a UNDP-supported project.• Latest revisions address bottlenecks and bureaucratic

terms and conditions on financial management, reporting to UNDP, and government clearance of projects in crisis and post conflict situations.

Small grant programmes• UNDP and NGOs jointly establish strategy.• Steering committee largely composed of NGOs.• Lead to local partnerships with strong stakeholder

participation.• Visible vehicle for tangible results and innovative best

practice.• Excellent resource mobilization.

Support for


15


Resources for partnershipResources for partnershipProgrammatic• BDP Thematic Trust Funds: poverty, governance, HIV/AIDS, gender.

Strategic services that relate directly to CSO engagement.

• Small Grants Programmes: GEF/SGP, LIFE, provide grants up to $50,000 to NGOs/CBOs.

• Millennium Trust Fund: For MDG reporting, advocacy and activities


16

UNDP and Civil Society OrganizationsCSO Division role in BRSP

Policy guidance• Set of policies

• Engagement with CSOs (2001).• Engagement with Indigenous Peoples

(2001).• Public Information and Disclosure Policy

(1997-currently being revised).• Sourcebook on Building Partnerships with

CSOs (2002).

Documentation support• Best practice reports on UNDP-CSO engagement.• Collect CSO perspectives on MDGs.


17


UNDP – CSO Partnership• Not only do you (civil society organizations) bring to

life the concept of ‘We the peoples’ in whose name the Charter was written; you bring to us the promise that ‘people power’ can make the Charter work for all the world’s peoples in the twenty-first century.”

Kofi Annan, UN Secretary General

• Our partnerships with civil society organizations are going to be as important as our partnerships with governments in shaping the future of development.”

Mark Malloch Brown, UNDP Administrator


18

UNDP and Civil Society OrganizationsBroad Areas of Broad Areas of EngagementEngagement

• Engagement with civil society in key national planning processes (PRSPs, MDGRs, CCA/UNDAF)

• Small grant mechanisms to promote policy-level partnerships (e.g., BCPR/BRSP Global Initative)

• High-level internal initiatives with civil society(e.g., CSO Advisory Committee, RR/RC Champions’ Initiative, National CSO Advisory Committees, Civil Society Advisory Group in the ECIS Region)

• Engaging NGOs and community organizations in sustainable development, conflict prevention and recovery, and HIV/AIDS (Equator Initiative, community dialogue spaces, Community Based Initiatives)

•Policy dialogue with and programmes for indigenous peoples (e.g.Asia Regional Initiative, OHCHR/UNDP HURIST pilot programmes)


19


Changing context:• New UN institutions with civil society focus:

o Permanent Forum on Indigenous Issues (established 2002)o Secretary-General’s High Level Panel to review UN-Civil

Society Relations. (Report to be released in June and given to SG)

• WSSD at Johannesburg: UNDP reclaimed leadership role in community development (Equator Initiative, Community Kraal) and capacity development.

• UN Millennium Development Goals: UNDP mandate of‘ campaign manager’ and ‘score keeper’ of MDGs.

• Brahimi Report on UN Peacekeeping: UNDP lead role in bridging gap between relief and development and addressing root causes of conflict.

United Nations/UNDP


20

UNDP and Civil Society OrganizationsNew Programme Initiatives New Programme Initiatives (1)(1)

BRSP-BCPR PartnershipGlobal Initiative for capacity development of CSOs in post conflict countries

•Pilot Small Grants Programme being launched in 3 countries in June, 2004 to build capacity of CSOs, promote civil society participation in the political transition processes, encourage partnerships with UNDP COs and stimulate local actions for conflict prevention and peace building. ($300,000 dollars)

•Global network with international NGOs being developed •UN Global Conference in 2005 (New York) on the role of CSOs in conflict prevention organized by the European Centre for Conflict Prevention based in Netherlands. ECCP developing CSO regional action plans.


21

UNDP and Civil Society OrganizationsNew Programme Initiatives New Programme Initiatives (2)(2)

•Regional Initiative on Strengthening Policy Dialogue on Indigenous, Highland and Tribal Peoples’ Rights and Development (RBAP programme) – 2 million dollar project launched in September 2003. Participating countries: Cambodia, Philippines, Thailand and VietNam

• Human Rights Strengthening Programme HURIST with OHCHR . Indigenous peoples’ component developed in 2002. Pilot projects in Ecuador (March, 2004) , Kenya (June, 2004)


22

UNDP and Civil Society OrganizationsNew Programme New Programme InitiativesInitiatives

Community-Based Initiative o A CBI working group has been set up to

promote deeper interaction between UNDP and community organizations to realize the MDGs.

o Supported by Capacity 2015, CSO Division, Energy and Environment Group, Equator Initiative, GEF Small Grants Programme, LIFE, SURFs, and regional bureaux.

o Goal is to learn from community action to advance the MDGs.

o Planned regional workshops in 2004 to engage communities in the MDGs and further South-South cooperation.


23


CBI: Localizing MDGs

• Regional workshop: Learning from Community Action to Realize the MDGs: Biodiversity and HIV/AIDS (Kenya July 2003) with Equator Initiative, BDP, Africa Bureau, country offices. 100 reps of communities, CBOs, IPOs, and Local government to share experiences and innovative practices and forge partnerships in the areas of food security, land and water management, biodiversity and HIV/AIDS.

• Learning Exchange Agreements Facility – Output of workshop: $50,000 earmarked for community exchanges: sharing knowledge, practices and skills between community participants

• Demand from other regions for workshops: Next ones to be held in Asia and the Caribbean

Documents

UNDP AND Civil Society Organizations JPO Training - Hanoi, June 2004