Beyond hard data, your opinion matters

BY Mirko Ebelshäuser, Asel Abdurahmanova | July 17, 2019

Lesotho taps into collective intelligence for people’s perceptions of the 2030 Agenda. Reality is relative. After all, we all perceive the world through our own eyes and unique experiences, which taps into our background and understanding of our surroundings.  With this in mind, UNDP, UNICEF and UNFPA Lesotho rolled out two initiatives to better understand people’s perceptions of social, economic and environmental gains through the 2030 Agenda and the Sustainable Development Goals (SDGs). The initiative, led the Government of Lesotho, with support of the UN team centered around using collective intelligence to model new forms of data collection, through perception surveys and a social media analysis, to build feedback mechanisms that could improve decision-making and citizen reporting in Lesotho.  The Government of Lesotho used perception analysis to complement its Voluntary National Review, an assessment of how countries are progressing towards the SDGs. Lesotho is presenting its review during the High Level Political Forum on Sustainable Development at UN headquarters 9-18 July. Leveraging technology to Leave No One Behind  With support from the UN Development Coordination Office (DCO) through the Delivering Together Facility, we used a real-time monitoring module powered by UNICEF’s RapidPro technology that allowed us to engage with citizens in our efforts to understand their sentiments and perceptions of the 2030 Agenda through Twitter, Facebook and  SMS. We used nationally agreed SDG indicators and the MY World Scientific Question Library, developed by SDG Action Campaign, to build the survey which, in turn, helped us to learn more about people’s experiences in various areas of their lives. You can check out some of the questions that we asked via Facebook: We also used SMS because we knew that we could reach more people, including those who don’t have access to smartphones or internet connectivity. The best thing of all is that anyone that received the survey could participate for free!   Within a week, we reached a total of 649 citizens triggering 11,560 responses.  Here is who we surveyed and what we found out:  73 percent of the respondents were aged 21-40. 59 percent of the respondents completed their secondary education.  More women (54 percent) responded to the survey in comparison to men (43 percent).  46 percent of the participants come from an urban background. 47 percent of the respondents are currently unemployed. Most respondents feel that they live in an unfair society (56 percent). 63 percent stated that the pay between men and women is equal.  Even though people are not expected to make payments under the hood to benefit from public or government services, the ones that did pay public employees, received better and quicker services 48 percent.  To complement the perception surveys, we also conducted a social media network analysis with Pulse Lab Kampala to understand how the SDGs are perceived and reflected across social media users in Lesotho. We used predefined keywords and selected a total of 45,262 social media posts from the last 12 months. The insights, sentiments and trending topics from this mining exercise helped us to inform the analysis of the voluntary national review by referencing the status-quo of the public discourse on SDGs.  Lesotho is one of the 47 countries to conduct a voluntary national review at the High-level Political Forum this year. In a nutshell, Lesotho has the opportunity to share its experience, including successes, challenges and lessons learned as they make the 2030 Agenda operational. From this analysis, we identified a generally positive discourse for SDG 4 (Quality Education), but negative ones for SDG 8 (Decent Work and Economic Growth) and SDG 16 (Peace, Justice and Strong Institutions), as a possible reflection of the situation in Lesotho. Graph 1: SDG media network analysis: total share of each related SDG keyword of the total relevant conversations by day  Filling in the data gaps with citizen-generated data For us, using new forms of data collection, be it citizen-generated data, perception data or new types of (big) data mined through social media, gives us the opportunity to fill in existing data gaps. It also allows us to engage citizens through tech and include them in our decision-making processes to understand the ‘situation on the ground’.  We are aware that citizen-generated data is seen as proxy data and will not replace official monitoring and evaluation but we think it’s important to make use of our tools at hand to successfully implement the SDGs. Engaging citizens on their perceptions goes beyond understanding their opinions, it’s also about challenging our own ideas of reality in the context where we operate.  We think that perception surveys could be a game-changer and would significantly bring us closer to citizens. Would you like to learn more about perception data surveys? Leave us a comment below or email our colleagues at dcocommunications@un.org 

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How the UN in Armenia is creating opportunities for refugee girls and women

BY Ruzanna Baldryan, Ruzanna Safaryan, Mariam Melik-Bakhshyan | July 4, 2019

Did you know that Armenia is often referred to as the new Silicon Valley of the former Soviet Union due to its growing tech startup scene? In 2017 alone, the tech sector contributed to seven percent of the GDP, and this number continues to increase. One of the factors contributing to its growth is the high percentage of women involved in this area of work; 30 percent of the workforce to be exact. Since tech skills are in high demand and companies are always on the lookout for new talents, we at the UN in Armenia decided to equip women and young girls with coding and entrepreneurial skills to tackle the existing technological gap between displaced women and locals.  An estimated 22,000 displaced persons from Syria call Armenia their new home. Out of this group, 45 percent are women and girls. Many of these women have skills in crafts and culinary arts but don’t necessarily know how to use their existing skills as a means to start a business. What if instead of providing humanitarian aid we could come up with new models to provide dignity and empower refugees, particularly women? Tech for good is a thing Around the world, coding camps, hackathons and mentoring opportunities for girls and young women are becoming mainstream. In Armenia, we have the ImpactAim Acceleration programme, which is spearheaded by UNDP in partnership with the Innovative Solutions and Technologies Center Foundation, Enterprise Incubator Foundation, Girls in Tech Armenia, Armenia National SDG Innovation Lab, UNHCR and UNICEF. Inspired by the methodology and experience from the ImpactAim Accelerator programme, which brings together the tech world and impact communities to scale up local solutions, we designed an accelerator programme for women and girls who are ready to dive into the tech world and potentially build their own startup projects.  We are targeting two age groups: young girls between the ages of 7 through 14 and young women over 14 years old. The programme is tailored to fit the needs of the girls and women who have little or no tech knowledge What the girls and women will get out this experience For the younger girls, we want to immerse them in programing and business skills through weekly workshops/trainings. CoderDojo Armenia, the local chapter of the global, community-based programing clubs for young people is going to take the lead in delivering this part of the programme. We are going to divide the girls in groups based on their age, location, and skills. To kickstart the project, we are going to replicate the programme in three northern regions of Armenia – Shirak, Lori and Tavush, with two clubs in each region. Each club will run for three months with a group of 15 children each.  Based on the CoderDojo principles, volunteer representatives from technology field – including programmers and project managers will mentor the children throughout their coding sprints.  After the completion of the programme: The girls will be equipped with the necessary skills to create their own startup or become part of an existing one. We will provide mentorship to the best projects through the ImpactAim Accelerator Programme to further develop their business projects. The best students can potentially become trainers. Based on their knack for tech, we are going to mentor girls to become trainers. They will learn specific tech and business skills to spread their knowledge within their communities once the programme ends.  To  immerse the young girls and women into the brewing tech scene, we plan to hold several conferences, workshops, hackathons and ongoing training within the first six months of the acceleration programme. This will be done in collaboration with our partners mentioned above and other private companies, such as including Founders Institute Armenia, Vanadzor Technology Center, Gyumri Technology Center, Techfugees and NeedsList. For the cohort of young girls over 14 years old, we received 148 applications, ranging from the ages of 16 to 50. Fifty percent of the applications are from Yerevan while the other half are from different regions. We screened 100 applicants and shortlisted 60 for the accelerator programme, based on criteria such as vulnerability. We kicked off this programme, which will run for 20 weeks, on May 24, 2019 during the Impact Nightout event.  We have a total of 49 participants who will receive trainings and participate in workshops two  to three times a week.We will run multiple programmes at both locations, including tech and business modules. We will conclude the programme with the entrepreneurship module to help the young girls and women to come up with business ideas, work in groups and eventually build their startups. Why are we doing this? We are aiming to create a “hybrid” model where corporate and nonprofit philanthropy can work. This is why involved private sector companies from the get go. Financing is an important ingredient, but we believe that the expertise and mentorship that they bring to the table is imperative to set these young women up for success. Through this programme, we are strengthening partnerships and also addressing gender equality and the empowerment of all women and girls. We believe it’s a tremendous opportunity to make an impact worldwide!  Do you know any young girls or women that would be perfect for this programme? All women and young girls living in the areas of Shirak, Lori and Tavush are encouraged to apply! Help us spread the word!

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Why Costa Rica is applying collective intelligence and data innovation strategies to engage people

BY Alice H Shackelford | June 13, 2019

The 2030 Agenda is clear. If we want to contribute to change, we must engage with people to build local solutions to the problems that affect them. Here at the UN in Costa Rica, we set out to partner with citizens, civil society organizations and institutions at the local level to address urgent issues differently. For example, one of the most worrisome problems that we identified in Costa Rica is violence against women and girls, especially teen pregnancies and abusive relationships. Even though the country has a relatively low and declining teen pregnancy rate compared to the region (currently, 54 births per 1,000 girls between the age of 15-19), some regions are experiencing the opposite trend. In Talamanca, a municipality located in the southern part of the country, the birth rate among teenage girls is on the rise. Many of these pregnancies happen in the context of violence, rape, abusive relationships or child marriage and according to local organizations, sexual violence has increased over the last 10 years. Girls and adolescents are increasingly finding themselves in vulnerable conditions, jeopardizing their full development and quality life expectancy. Therefore, we at the UN in Costa Rica partnered up with local organizations to work with the young women of Talamanca to find solutions together. This work was possible within the framework of the Gender Thematic Group, with technical support from UNHCR, FAO, IOM, WHO, UNDP, UNESCO, UNFPA, UNICEF, UNOPS and UNFPA, who played an important role given their expertise. Perceptions matter First we wanted the local female community of Talamanca to feel safe in collaborative spaces in which they could experiment, analyse and design new solutions. This way we hoped to zoom in on the problems through a different lens. For example, we noticed a lack of responses from local institutions when it comes to addressing violence against women and girls. To address this, we worked with the women and local organizations to understand the reasons behind these gaps. We carried out two productive workshops with the support of the Public Innovation Lab of the UCR (Innovap) and invited representatives from local institutions and civil society organizations.  Our conversations centered around the realities experienced by girls and their perceptions on the poor quality of the services. These conversations helped spotlight why the services that institutions and organizations are providing are failing the women and teenage girls. One of main obstacles hindering institutions and organizations to work together is the lack of effective communication and coordination among them. To address this oversight, the participants of the sessions sketched a prototype to improve the response of attention to situations of violence against girls and adolescents, including sexual violence, seeking an effective and timely coordination. This included setting up a network of young women to promote the prevention of violence against women and girls Building protection tools We worked with a group of 15 young women between the ages of 13 and 17 to apply social innovation methods to find solutions that can help prevent and eliminate and all forms of violence against women and girls; and to strengthen personal protection tools. The experiences and knowledge that the girls shared with us were key. The participants were able to co-create alternatives for the prevention of violence against women and girls. They were involved in the analysis of the problem and creation of solutions to tackle violence against women and girls from their visions and experiences. The girls mapped out the risk zones in their communities, including institutions that they consider unsafe or dangerous, as well as the main gaps in precluding institutions to respond fast. With these insights, the girls came up with a platform for women in the community, to ensure their protection through a secure virtual app. They outlined the first prototype of a Community Women's Platform, making use of its basic technological tools. Different teams scaled-up their idea by creating a portable device model connected by satellite technologies (IoT, Internet of Things) to an app. This in turn generates protection for women in violent situations. This device can be carried in many accessories (earrings, bracelets, watches, necklaces, etc.) and with a simple click, it generates an alert message to five key contacts when a woman is in danger.This app can also help women to identify danger areas in their community in real time. The first model of this prototype was built in the Female Hackathon of Satellite Technologies Limón in 2018. Improving UN programming through collective intelligence As we said before, in order to trigger a real transformation, we need to shake up the way we work. For us, this experience taught us the value of involving citizens and allow them to take an active part in the process of locally building solutions. Using social innovation tools also helped us to find substantive and precise information quickly! The next challenge for our team is to assess the scalability and sustainability strategy of the projects. We want to make sure that we will be able to continue to adapt our processes and capacities to serve the needs of citizens. We will continue to find ways to make people the heart of our mission because our best shot at changing the world is to listen to what citizens have to say.

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Ghana: why joining efforts will help improve disaster risk reduction efforts

BY Radhika Lal, Myra Togobo | June 3, 2019

It’s no mystery that UN agencies in the country are not always aware of the overlaps in their work with different government counterparts. If we are committed to delivering the 2030 Agenda, we need integrated policy support at the country level. This is exactly what we aimed to provide at the data group in UN Ghana when we discovered that the Food and Agriculture Organization (FAO), the United Nations Development Programme (UNDP) and the World Food Programme (WFP) were offering potentially complementary types of support to the government. In the case of UNDP, the team is providing support to the National Disaster Management Organization (NADMO) to establish a scientific and people-centered disaster early warning system with critical data and information flows under the Community Resilience through Early Warning (CREW) project. The World Food Programme is testing weekly market price data collection by market enumerators, using mobile technologies innovations with the Ministry of Food and Agriculture (MoFA). This project is helping to cut down the collection times while providing information in real time. With the support of FAO, the Ministry of Food and Agriculture launched an E-Agriculture programme that provides affordable and efficient agricultural service delivery through the internet. Although these interventions aimed to provide farmers and government with access to more timely information, they had not been tested with local communities. We knew that two heads (in this case, three) think better than one so we partnered up  on agricultural disaster information, e.g.,  the Fall Armyworm (FAW) that had been infesting farms in different regions at great cost to Ghana  and where timely reporting, diagnosis and treatment is essential. Start small, test and learn as you go along Our UN-government teams came together to think about the most feasible approach to bringing the existing work of MoFA’s Agricultural Extension Agents (AEAs) and the disaster volunteer groups (DVGs) from NADMO to work with local farming communities. Rather than come up with yet another new app or solution,  we went for the most pragmatic solution: to see if it was possible to integrate relevant areas of MoFA’s E-Agriculture and NADMO’s EOC/CREW systems. More precisely, the focus was on testing the introduction of a few new variables into the National Farmer Database, an existing application of MoFA. This app is used by the agricultural extension agents. The goal was to join up efforts on the ground by allowing the disaster volunteer groups to use the app and report on agriculture related disasters. By collaborating and sharing data, particularly at the local level, farming communities could benefit from a joined-up response. Critical to adapt app to realities in the field While the developers worked on integrating the new variables into the app and giving the DVGs access, we visited the two proposed pilot districts (Akatsi and Techiman, where  UN agencies are already providing support) with the government to assess the strengths and weaknesses of the existing information flows. Once the app was ready, the joint team went back to the field, this time to test the app. We engaged the Regional IT and Emergency Operation Center (EOC) managers. The joint NADMO-MoFA team and we also met with technical staff at the district level to pitch the revamped app. The disaster volunteers and the extension agents received training on how to use the app. They also learned how to install pheromone traps and read catches of Fall Armyworms on the traps to send the information to the app, with the geolocation of the farms preloaded. We all also went to the market centers to get information on food prices and compare it with what is available through the portal setup with the support of WFP. Inspiration can be found everywhere, including on Silo Fighters The most challenging piece of the puzzle for us was figuring out the sustainability of the business/delivery model and the need to look at how services can be delivered more sustainably, including through e-platforms. At the moment, information on the integrated app will be provided for free given equity considerations. Connectivity is typically paid for by the project concerned as many government entities struggle to pay for IT and connectivity in the field, but this is not sustainable in the long run.   In comparison, there is a somewhat similar private sector alternative (app by ESOKO in collaboration with Vodafone) which charges for its service (a nominal price of Ghc2/month) to support cost recovery although it is free in some other countries where the provider spreads the cost over the value chain. As a next step, government partners will continue to test the app beyond the initial pilot and explore how to provide this service sustainably.  The second concern we had was how to make joined-up efforts and interoperability of systems the default. While Ghana has a government interoperability framework (GIF) in place, it was not widely known or applied Last but certainly not least, we want to thank our colleagues in Guatemala for sharing their data initiatives on Silo Fighters a few months ago! As the UN data group, we were inspired by their “Busting silos in statistical capacity in Guatemala” blog post which shed light on data initiatives and how to make a difference by bringing different comparative advantages, solutions and engagements together!

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Cleaning the river Nile

May 15, 2019

"We believe in real change and see no limits to our dreams – sometimes, normal volunteers like us have to take things into their own hands.” Mostafa Habib has been one of the most active founders of VeryNile; an initiative to develop large scale means to clean the River Nile while raising awareness on the importance of protecting our environment. He raised funds for the cause and is planning to expand and grow VeryNile into a nation-wide movement with a huge impact. VeryNile organizes cleaning events and develops eco-friendly solutions to remove trash from the river. It has shown just how many people are eager to be the change they wish to see in the world. In just a few months, VeryNile has garnered more than 1,000 volunteers, with eager supporters discussing environmental issues and volunteering opportunities with VeryNile. Aside from organizing clean-ups, VeryNile provides training for volunteers on how to consume less plastic. This involves a combination of raising awareness in communities to lower plastic consumption, using social media to mobilize thousands of volunteers to manually clean the banks of the Nile, raising money from corporations to build cleaning boats, as well as finding innovative ways to recycle trash and reuse plastic. It is VeryNile’s dream to transform community attitudes towards plastic consumption and eventually evolve into a continent-wide movement. They aim for a completely clean Nile by 2030 with the help of all stakeholders. As an initiative that combines volunteer action with protecting the environment, UN Volunteers Programme supports and is proud to partner with VeryNile, working together in promoting and integrating volunteerism to achieve the future that we want by 2030. From UNIC Cairo. Cross-posted from the United Nations Stories from the Field blog.

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How Youth Activists are Making a Difference to Help Achieve the SDGs

May 8, 2019

Today, there are 1.8 billion people between the ages of 10-24 and close to 90 percent of them live in developing countries. These numbers are expected to grow—1.9 billion young people are projected to turn 15 between 2015 and 2030. It’s more important than ever that young people mobilize to realize the change they want in the word. In this edition of Stories from the Field, we highlight actions in the Middle East and Brazil to see how young people are making a difference in helping achieve the SDGs. Brazil Goal 5 | Gender Equality The One Win Leads to Another programme is a joint programme by UN Women and the International Olympic Committee that offers sports and life skills trainings for adolescent girls’ empowerment. Teenage girls from vulnerable communities in Rio de Janeiro may not always be aware of their rights and how they impact their lives, be it from practicing sports or occupying public spaces, or live free from gender-based violence. According to statistics, one woman in Brazil is killed every 2 hours (UN Women), and sexual harassment and assault is rampant. Teaching women and girls about their rights at an early age, the programme creates safe spaces for girls to practice sports, develop fundamental life skills, acquire tools and resources to fight for their rights, increase their agency, and see themselves as change makers. “I want girls to be aware of their own power and I want to use mine to keep fighting for equal rights,” says Sara Vieira, a 16-year-old taking part in the programme. “I realized I should use my voice to share my knowledge… like prejudice against girls playing certain sports, abusive relationships, and violence against women and girls. We are all learning together.” Elaine Ribeiro, an 18-year-old participant, also finds the programme empowering: “I see [my friends] become more aware of racial issues, more respectful with LGBT people, and freer to express themselves as they really are. What I’ve learned is that when we change, everything around us also changes.” Many of the participants go and create their own projects to foster gender equality in their local communities – by 2020, almost 2,000 adolescent girls will have benefited from the programme. From UNIC Rio Jordan Goal 5 and 13 | Gender equality and Climate Action Aimed at empowering young people aged 19-25 to develop effective gender-sensitive plans for climate change adaptation and water management, the West Asia North Africa (WANA) Institute implemented a project targeting SDG 5 and 13. ‘Climate Change Youth Ambassadors’ were selected through a Climate Change competition that asked young people to submit their innovative ideas to combat climate change at the local level. The ambassadors were then given climate-oriented trainings to better understand climate change science, and learn the skills to formulate and implement local, gender-sensitive adaptation plans. One of the most important projects was the development of three local Climate Change Adaptation Plans as seen through a youth lens, and where the Youth Ambassadors will be leading the discussions with key policy-makers and other stakeholders. The three Adaptation Plans are also expected to feed into the National Adaptation Plan adopted by The Ministry of Environment in Jordan. From UNIC Beirut Goal 4 | Quality Education Launched in 2012 in Jerash Souf camp, some 30km north of Amman, the I-learn initiative works to establish safe spaces for disadvantaged children and youth so as to encourage innovation, intellectual growth, and critical thinking. I-Learn is an initiative founded by an orphaned Palestinian refugee called Saddam Sayyaleh who grew up in Souf Palestinian Refugee Camp in Jerash, Jordan, and who was often abused physically and mentally. Out of his harrowing experience and his genuine willingness to help other children from his own community to get better opportunities, Saddam mobilized young educated volunteers to provide informal education, promote youth volunteerism, and engage in local and global partnerships, all of which contribute to the achievement of Goal 4. In less than six years, I-learn has grown to serve some 12,000 people in eight so-called ‘spaces for knowledge’ established in different refugee camps in Jordan, and which provided young refugees with non-traditional learning opportunities and safe spaces for dialogue and interaction, where they were able to express themselves freely and acquire basic computer skills, as well as leadership and life-supporting skills. I-Learn later expanded to other areas of implementation and was able to gain the support of several entities, including the UN. More specifically, it partnered with UNRWA to integrate this initiative in UNRWA schools as extracurricular activities in Jerash camps. Grounded in the needs of those “left behind”, I-Learn was able to reach out to over 8,000 children (aged 9 to 13) and around 1400 families, and helped around 120 young Palestinians find a decent remunerated job, not to mention that it also generated local educators and role models for future young generations. From UNIC Beirut Syria Goals 4, 16 and 17 | Quality Education, Peace and Justice, and Partnerships With a main aim to increase the role of Syrian youth in peace building processes, the Syrian Youth Assembly (SYA) galvanized youth support and innovative ideas to seek ways to prevent violence and consolidate peace in the conflict-afflicted Syria through a myriad of training activities. Guided by SDG 16 and UN Security Council resolution 2250 on “Youth, Peace and Security”, SYA has established a partnership with the UN Youth Assembly, where Syrian youth were able to voice their concerns, aspirations and recommendations in the context of the resolution, and demanded youth engagement in Syrian peace talks. The youth-led NGO succeeded in providing opportunities to young Syrians to participate in international conferences, events and awareness-raising campaigns, thus providing them with a platform for dialogue and knowledge-sharing. As part of achieving SDG 4 and 17, the SYA partnered with UNHCR, other UN initiatives, and the Coursera Platform to achieve its overarching educational and humanitarian objectives, which helped over 2,500 Syrian students, including Syrian refugees, gain scientific knowledge and life skills. From UNIC Beirut Lebanon Goal 4 | Education The youth-led DELTA Association empowers and mobilizes young volunteers to act as ‘ambassadors’ to other youngsters in their communities by sharing knowledge and life skills on how to adapt healthy daily habits, avoid drug use and other dangerous practices. As part of its three-year health prevention program for youth “Together Towards a Drug-Free Healthy Sporting Culture”, DELTA succeeded in attracting more than 45 males and females from different Lebanese regions to raise youth awareness in local communities on drug use, who in return succeeded to raise awareness of over 1,500 young persons in different regions in Lebanon. In a three-month period, DELTA provided the 45 volunteers with over 60 hours training on life and job skills, and they in turn completed more than 60 community service hours that covered interactive sessions, sports, arts, and spontaneous interactive theater sessions with youth. Also, under this programme DELTA increased their knowledge on human rights, gender equality, non-violence and cultural diversity. Similarly, BASSMA, a Lebanese youth-led nonprofit organization that empowers the most underprivileged and deprived communities in Lebanon, was able in 2018 to offer 25,000 hot meals and deliver 4,800 food & hygiene packs to poor families. More than 20,000 kids participated in outings and other recreational activities across Lebanon, while 5,000 medical and dental interventions were provided to poor people. Young people working and volunteering with Bassma succeeded to renovate 80 family houses in poor areas and offer 100 tutoring sessions per month to young students in a form of peer-to-peer education. One of its major successes towards achieving SDG4 was the opening of a “Night School” that provideed full academic and moral support to young students struggling at school to help them overcome the negative influence and impacts of their difficult socio-economic situation. In 2017, 90% of young students who attended BASSMA’s ‘Night School’ courses were reportedly successful in completing their school year. Also working on providing psychological support, Bassma ensured more than 2,400 mental health sessions to individuals in need. From UNIC Beirut Cross-posted from the United Nations Stories from the Field blog.

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A new role for UN leadership in the hardest places

BY Sarmad Khan, Jonathan Papoulidis | April 10, 2019

The world’s fragile countries are at the center of the global development crisis. By 2030, the endpoint of the Sustainable Development Goals, an estimated 85 percent of the world’s extreme poor will live in these volatile places. At a prior UN. High-level Political Forum, the UN Secretary-General António Guterres noted that despite global progress, fragility was on the rise and that better development was critical to prevent conflict and crises and help build resilient societies. Guterres has taken steps to overhaul the United Nations’ development system to accelerate progress toward the SDGs. This has involved, under the leadership of Deputy Secretary-General Amina Mohammed, the establishment of the new UN Development Coordination Office, or DCO, and a revamping of the UN Resident Coordinator System. The success of these reforms will require new “software” for UN leadership in the field, especially in fragile contexts where the operating contexts are more complex, fluid, and difficult. To help write this new “software,” DCO is using the UN ’s first leadership framework. The framework, in part, demands new ways of working, operationalized in three main capability areas, or “ACT:” Adapt:To rethink complex, multidimensional problems and construct tailored solutions based on local contexts. Collaborate:To connect networks and solve collective action problems through new ways of coordination. Transform: To change behaviors that focus on long-range positive impact and scalable solutions. Applying this capabilities model will require a shift in the functions that UN leaders and staff perform, and in the underlying mindsets, behaviors, operational culture that fuel these functions. Per the framework, UN leaders must not serve simply as program implementers, but as dynamic “conveners and connectors” within the broader development community to increase cooperation and impact. Nowhere is applying these leadership capabilities more urgent than in fragile contexts. We outline three ways in which we are leveraging the UN leadership framework within broader UN development system reforms to deliver on Guterres’ vision of better development in the hardest places. Functional leadership Translating the ACT leadership principles into practice in fragile countries will require a new set of functional tasks for UN field leadership to perform. In fragile contexts, there is an increasingly recognized need for the following ways of working: Establishing country-led coordination platforms to solve collective action problems between governments, stakeholders, and partners for development, and to improve dialogue, mutual accountability, and resource mobilization. Creating country-level instead of sector-siloed resilience plans to mobilize state and societal capacities to deal with disasters, conflict, and poverty, and tackle their root causes. Using adaptive methods for tailoring policy and programs to specific problems, contexts, and crisis instead of relying on foreign “best practices” and rigid modes of implementation that are inflexible in the face of crisis or contextual variation. Adopting multipurpose scaling approaches that use the development process of meeting widespread need to also build resilience at scale and help tackle root causes by changing patterns of inclusion and cooperation. These new ways of working constitute functional tasks that UN leadership can undertake to deliver on these principles and improve impact in fragile contexts. Importantly, these functions must be undertaken together in a mutually reinforcing fashion. Coordination platforms or “collaborative spaces” can help solve collective action problems among stakeholders, but if they are not adaptive and agile, they can become straightjackets of top-down planning and aid conditionality, which undercut the agency of governments and societies to find their own solutions to complex problems. Adaptive methods that do not operate at scale will fail to address the magnitude of complex development challenges. Development plans that only pursue poverty reduction and growth but do not build resilience to risks and crises will keep these countries in a fragility trap. The UN resident coordinator system is uniquely positioned through its mandate to support governments and convene international partners to exercise these functions for greater development cooperation. Lead with first movers To leverage its mandate, the UN is continuing to move beyond internal facing reforms and rallying like-minded partners to facilitate new forms of dialogue and collective action between governments, societies, and international partners in fragile countries. Many development partners have taken steps to promote more effective ways of working in fragile contexts. These include g7+, AfDB, EU, World Bank, OECD, and NGOs alongside the UN’s efforts. Similarly, many partners and experts are advancing the field of “adaptive development” through approaches such as “problem driven iterative adaptation,” strategy testing, the science of delivery, and adaptive learning, as well as new scaling frameworks in fragile countries. The UN resident coordinator system is helping to bring various “first mover” partners together with governments, civil society, and the private sector to shape new patterns of cooperation and impact in fragile contexts. To ensure success, the UN recognizes that it must retool its own capabilities and operating cultures. Lean into experiential leadership New UN  leadership capabilities cannot be fostered simply through training, simulations, and workshops. They must take root through experiential leadership, otherwise known as “learning by doing,” with UN teams reimagining “collaborative spaces,” cultivating adaptive partnerships, and testing new leadership approaches. To advance this approach, the UN ’s new SDG leadership lab has been designed to help UN country teams in two important ways. First, the lab provides a permissive environment for UN field leadership and national partners to actively experiment with new ideas and systems approaches without risk of deviating from course. Second, the lab stimulates new thinking outside conventional practices, worldviews, and operational “comfort zones” to address complex development challenges, and support reformers as they iterate, stumble, and adapt to find new solutions and “learn by doing.” Adopting new methods to achieve the SDGs in fragile contexts requires space for experimentation and learning. There are no fixed pathways out of fragility. The journey is often long, contested, violent, and uncertain. For the UN to help countries overcome their fragile predicaments, DCO is helping to chart a new leadership role for UN field leaders. This will ultimately require a deeper level of organizational transformation that is driven by new leadership principles, functional priorities, and capabilities. A widening number of governments and development partners are working toward more resilient, adaptive, and coordinated responses, but progress remains slow, tenuous, and uneven UN leadership transformations can facilitate new ways working and accelerate collective action on the ground to “leave no one behind.” The time to “ACT” is now. The views expressed by the authors do not necessarily reflect those of any organization or entity. Update, April 5, 2019: This article has been updated to reflect the new name of the UN Development Coordination Office, or DCO. This article was originally published on Devex.

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Youth in China are connecting smallholder farmers to urban markets

BY Vincent Martin, Sixi Qu | April 3, 2019

In China, city dwellers are finding more opportunities to buy fresh wholesome food directly from rural producers. For example, Xu Xinquan, a farmer in Sanggang Village, Hebei Province drives to Beijing once a month with vehicles loaded with supplies of fresh vegetables, meat and seasonal agricultural products. After the four-hour drive to the capital city, Xu Xinquan and other fellow farmers deliver the produce to customers in several communities within Beijing who have pre-ordered and pre-paid for the food online. Rapid social and economic development in China has spurred citizens to pay more attention to the type of agricultural products that they are consuming. In this regard, the Nested Market model that links smallholder farmers from Sanggang Village directly to urban customers in Beijing has emerged as a suitable alternative to address this concern.  Customers feel a sense of trust regarding the quality of the food that they are purchasing from Sanggang Village farmers. This model, as well as many other similar ones in the country, is helping to bridge the gap between smallholder farmers and markets. But one success story does not say it all. The reality is that there are many farmers in remote areas struggling to link up to more sustainable markets that would, in turn, help them improve their livelihoods. Bringing different parts of the house together To address this and other gaps in connecting smallholder farmers to urban markets, the Food and Agriculture Organization and the World Food Programme partnered with Tsinghua University to mobilize talented young students through the FAO-Tsinghua established Innovation Lab, AgLabCx. We addressed these connectivity gaps through design thinking and co-creation workshops. With funding from the “Delivering Together for Sustainable Development Fund”, and additional source of funding from FAO and partners, we implemented the project in three parts. In the first phase, we brought smallholder farmers together with researchers, tech-companies and e-commerce practitioners to brainstorm on problems that need to be addressed, including:  a) trust-building between producers and customers; b) capacity development of smallholder farmers; and c) sharing market information. Using design thinking to build local solutions Students conducted a preliminary analysis to identify the gaps hindering smallholders farmers from thriving in the local markets, such as the lack of convenient platforms or toolkits to connect farmers with agronomist experts to help them improve their production, identify pests and how to control them, or to connect them to urban markets. Based on these findings, we organized an eight-week postgraduate service design course under the umbrella of the Innovation Lab. The aim was for Tsinghua students to develop practical solutions that could address connectivity gaps. At the end of the course, we organized a a co-creation workshop to discuss, analyse and validate four potential solutions that the students came up with. This workshop allowed students to quickly improve and design version 2.0 of their solutions that better reflects the needs of both the farmers and consumers and to emphasize how Information and Communication Technologies (ICT) can provide better service for both end users. Here are the four projects that we selected: Dingguagua, an online application that sells unmarketable/ugly fruits that would otherwise go to waste just because of their appearance (similar to Misfits Market and Hungry Harvest). The students also added a gaming component to attract young consumers. Nonghu, a farmer-consumer exchange platform based on participatory guarantee system. The students focused on the Yao Ethnicity Mom’s Guesthouse at Hebian Village, an eco-tourism place in Yunnan Province, and highlighted the importance of evaluating the services provided at the location. Yunduan, a farmer-technical expert instant communication app for Farmers Field School (FFS). This app will allow the teachers to manage it and incentives will include crowd fundraising and paying to gain access to the experts’ knowledge. Agriculture heritage, a comprehensive promotion packaging for local agricultural products. The group of students selected a local camellia oil from the Hunan Province (southern China), and proposed to establish a free platform and toolkit to allow farmers to select their packaging materials for their products. What the future holds for smallholder farmers’ connectivity We believe that there is an open door full of possibilities for smallholder farmers in China. Private sector companies are interested in these innovative approaches and have expressed a willingness to help reduce poverty in rural areas. Another example is a follow-up FAO “SDG village” project that focuses on improving farmers’ connectivity and livelihood by harnessing the power of e-commerce and digital finance. This project received $1 million in support from Guangfa Securities, an investment bank in China, and will be piloted in 16 villages in four poverty-stricken areas of China: Hunan, Hubei, Sichuan and Hainan provinces. This project will be implemented in close collaboration with IFAD and WFP to maximize the poverty reduction impact of the project by creating synergies at the local level. It will also explore collaboration opportunities with other  UN agencies such as United Nations Development Programme, the United Nations Educational, Scientific and Cultural Organization and the United Nations Industrial Development Organization. This year, AgLabCx will continue working with Tsinghua postgraduate service design students together with the China Foundation for Poverty Alleviation to harness the talent of young people to solve key agricultural challenges in China. The idea is to see more engagement of young farmer entrepreneurs to spark ideas and more innovative solutions. For Xu Xinquan, the Sanggang farmer, he’s becoming too old to drive to Beijing monthly and would be willing to explore new solutions that would solve his mobility problem. Such solutions might soon be within reach especially with the support from young farmer entrepreneurs who can expect to continue selling their products in the city while spending less time on the road and increasing incomes.

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Flowers for Fatima

BY Fiona McCluney | March 27, 2019

Fatima* is a 15 years old Roma girl from just outside Podgorica, Montenegro, who was forced into an early marriage. She is not alone. Although the rate of child marriage in the country is low – around 1% of the total population – the percentage is significant within the Roma and Egyptian communities of Montenegro. According to 2013 data almost one of three girls aged 15-19 from these communities is married. The profound impact of child marriage When a girl is forced to childhood marriage, she faces immediate and lifelong consequences. The chances of her finishing school drop considerably and the likelihood she will experience domestic violence rises. She is more likely to become pregnant in her teens and to risk death through complications in early pregnancy and childbirth. Complications not experienced by women in their 20s or 30s. The devastating practice of child marriage has no single cause, rather results from the complex and dynamic interaction of linked factors. Factors such as the cycle of poverty, lack of opportunities or alternative options, poor education, social and cultural norms and expectations of girls, and deep-seated discrimination. Education as a key to empowerment Education is the most powerful tool to help girls step out of poverty. According to global statistics, girls with secondary or higher education are three times less likely to marry by 18 than those with no or little education. But succeeding and staying at school is far harder for Fatima than for her non-Roma peers. Coming from a socially isolated community, she faces number of obstacles which hinder her success.  These include the language barrier, poor socio-economic conditions in her family, and often social exclusion, stigma and discrimination from peers and teachers. Her employment opportunities beyond school are also limited. As the harmful impact of child marriages is more widely known, many countries have set a legal minimum age for marriage. But even where laws exist, the practice persists. It is often casual attitudes that fuels the practice. The attitude that child marriage is a traditional practice – not a violation of children’s rights – contributes to its perpetuation. These views need to end. There are solutions There is no one or direct solution to that will change early marriage practices. Instead, a comprehensive, interlinked approach is required. An approach requiring political will and a long-term vision. What does it mean? For example, an approach making marriage registration compulsory for all and raising the minimum age for marriage to 18 might work. But it would be critical to work closely with the Roma and Egyptian communities in Montenegro in developing new laws. Parallel interventions that offer economic support and incentives for girls and their families are needed. Interventions that improve access to quality formal education for girls and boys; pay special attention to academic (under)achievers and put special measures in place to effectively prevent dropout from schools. In addition, we are bound to diligently investigate and sanction the cases of child marriage, as none of 50 reported cases of forced marriage led to an indictment. Overall, it is critical to offer opportunities that fulfil Roma and Egyptian girls’ and boys’ aspirations and create real alternatives to child marriage. Leaving no one behind There is some good news, though. The 2030 Agenda for Sustainable Development – a vision of a better world in which no one is left behind, offers a direction. This bold development plan adopted in 2015 by 193 UN member countries – including Montenegro – defines 17 Sustainable Development Goals. Ending child, early, and forced marriage is at the heart of Goal 5 – To achieve gender equality and empower all women and girls. This makes early marriage an issue an international and national priority, including for Montenegro. According to a UNICEF report, the practice of child marriage has continued to decline around the world. During the past decade, the proportion of young women who were married as children decreased by 15 per cent, from 1 in 4 (25%) to approximately 1 in 5 (21%). Still, approximately 650 million girls and women alive today were married before their 18th birthday. While the global reduction in child marriage is to be celebrated, no region is on track to meet the Sustainable Development Goal target of eliminating this harmful practice by 2030. Fatima – and other girls like her – does not need flowers today. She needs a society that will ban child marriage, invest in education and empower young people. As said by the United Nations Secretary-General António Guterres: “A girl who is married as a child is one whose potential will not be fulfilled. This is an issue that we must address everywhere in the world.” *The real name is changed for the purpose of protecting privacy. The UN team in Montenegro works on protecting and empowering girls through number of interventions, including UNICEF’s programmes on inclusion in education starting from the pre-school level, quality education, prevention of drop-out, building socio-emotional skills and protection of girls and boys from violence including child marriages; UNHCR’s interventions on supporting refugee and asylum seeking families, including girls from those families; IOM’s support to combat human trafficking, including young girls-victims of forced marriages, UNDP’s programme on gender equality and women’s empowerment, as well as continuous joint UN work on ending violence against girls and women. For more on ending violence against women and girls – including child marriage – please visit the Spotlight Initiatives’ interactive tool aimed at educating children about these issues: https://herstoryourstory.net/en/

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Using Blockchain to Disrupt Government Corruption in Uzbekistan

BY Matluba Umurzakova, Saidbek Djurabekov | March 7, 2019

The Uzbek government is concerned about how the public perceives corruption in the country, and with good reason. According to Transparency International’s Corruption Perceptions Index, which scores countries based on how corrupt their governments are believed to be, Uzbekistan ranked 157 out of 180. In 2018, the Uzbek General Prosecutor’s Office stated that 1,561 officials in the public sector were prosecuted on charges of corruption. For the last two years, the government of Uzbekistan has been working non-stop to put an end to long-term corruption which pervades various sectors. An effort championed by President Mirziyoyev, corruption is a persistent national concern in Uzbekistan. In the words of Mirziyoyev, Uzbekistan is “far from such concepts as justice, honesty, responsibility, meeting the needs and serving the people.” The challenge that Uzbekistan faces in tackling well-ingrained corruption cannot be overstated, but the silver lining here is the case that we are building for using blockchain to combat corruption. Addressing Old Problems with New Tech According to a Presidential Decree signed July 2018, from 2021 blockchain will be incorporated into Uzbekistan’s government transactions to improve public services and ensure transparency and accountability. In response to this statement, we at the UN in Uzbekistan (namely, UNDP, UNICEF and UNODC) joined forces, with support from the UN Development Coordination Office, to explore how blockchain can limit corruption in national public and private sectors. We took the cue from other regional efforts to combat corruption with blockchain. For example, Georgia recently used blockchain to counter land title fraud. In our case, we chose to pilot blockchain solutions in areas long impacted by corruption, with leaders committed to change, and with the technical readiness available to implement new technology. We chose two areas of focus: School certificates: The current paper-based system makes it easy for workers in public school institutions to issue invalid school certificates. Since school certificates are kept in each school and there is no central digital database to check the validity of each certificate, it’s difficult to monitor and keep tabs on who’s issuing and who’s receiving invalid school certificates. To help counter this problem, the UN team created a web service for the Ministry of Public Education (MPE) to create digital records of the issued certificates and a private blockchain to make sure that the records in the data based are not manipulated through the publicly accessible service for online certification. At the moment, the web service is integrated with the private blockchain deployed on the MPE servers and running preliminary tests within the agency itself. After testing this approach, we are going to make it available at public education departments and schools throughout the country. Land cadastre: The way that Uzbekistan’s State Cadastre works makes it easy for committee inspectors to manipulate records in central digital databases by altering the stated real-estate size, lowering tax bills, and changing the legal status of properties before buying or selling takes place. To test possible ways of detecting these fraudulent schemes, our team, along with the state cadaster committee, developed a demo blockchain application that prevents the unauthorized manipulation of the real estate data in the central government database. Citizens are also able to verify their property records online through a public portal making the agency’s activity more transparent. The blockchain app is being deployed in the committee’s servers and is undergoing internal tests. The next is to pilot the implementation of the blockchain system with real data. To advance these applications beyond the pilot stage, our team is working with national partners to establish an enabling institutional and regulatory framework. We know that to effectively introduce blockchain systems in the public education space and land cadastre, we will need to see change happen at the agency-level administration as well in legislation to define the legal status of blockchain-stored data. Are you working on a similar innovation? Talk to us!

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Changing Data Collection Methods in Mauritania

BY Paula López-Abente Vicente, Fatma Soueid Ahmed, Khadijetou Cheikh Lo | February 27, 2019

Let’s meet Malika, an innovative tool developed jointly by UNICEF and UNFPA to monitor the change of social norms about Female Genital Mutilation (FMG) in Mauritania through surveys and data collection. Malika seeks to confirm whether the decrease in prevalence observed through the Multiple Indicator Cluster Surveys (MICS) and rapid assessment is correct and real; confirm whether the change in the social norm is significant and see to what extent the population deems involving adolescents and young people in the conversations as a decisive point in changing this practice. According to the WHO, FGM “comprises all procedures that involve partial or total removal of the external female genitalia, or other injury to the female genital organs for non-medical reasons”. FGM is internationally recognized as a violation of human rights of women, especially girls, since it is almost always carried out on minors. MALIKA, which means “queen” in Arabic, stands for Measuring and Analyzing Linkage between Information Technology Knowledge and Advocacy with adolescents to end FGM. A prevalent practice in Mauritania, it affected 53.2 percent of girls under 14 and 66.6 percent of women between the age of 15 and 49 in 2015. Since 2011, UNFPA and UNICEF, with other civil society organizations, have been supporting the Mauritanian government to build a joint program to galvanize people to promote the collective abandonment of this practice. Step one: mainstreaming Malika In November 2018, we conducted a training and a pilot in Nouakchott prior to mainstreaming Malika into our programming. We selected two regions of convergence for the UN Country Team in Mauritania as part of our new UN Development Assistance Framework. The areas which have a high prevalence of FGM are Hodh El Chargui, located in east Mauritania and Assaba, located in the southern part of the country. Through the District Census, defined at the General Census of the Population and Habitat of 2013, we created a random representative sample of 600 households (300 households in each region). We polled a total of 2,863 people, of which 60 percent were women. For this exercise, we partnered up with the Ministry of Economy and Finance and National Office of Statistics, the Ministry of Social Affairs, Family and Childhood and the Ministry of Youth and Sports, as well as several NGOs and youth networks. To do so, we trained 15 young women and four team managers (males) to provide them with the necessary knowledge and attitudes that would enable them to efficiently carry out data collection activities in the field. To collect the data, we used two methodologies. The first methodology involved gathering quantitative data through a survey from the representative sample of households. We had two types of questionnaires, one addressed to the pre-defined households and another individual survey for eligible women between the age of 15 and 49 living in those households. To collect qualitative data that would help us to better determine the persistence of FGM in the communities, we held 19 focus groups with young girls and boys, as well as adult women and men. At the same time, we also had conversations with Imams from these communities. We also invested heavily in building a youth network through these conversations to make sure that old habits don't linger on below the surface and reemerge in a future generation. We also used smartphones or tablets to collect quantitative and qualitative data, which allows us to obtain relevant data in real-time for operational planning. Because we conduct Malika once a year, we are able to minimize the time and costs of conducting surveys and evaluations that are expensive and not done regularly. In this way, Malika complements the MICS, which are conducted every four years, allowing us to react faster and adjust our programming. Step two: unveiling and analyzing the results Out of the 2,863 people that we polled, 72 percent live in rural areas. Forty five percent are under 15 years old and 68 percent of women have not received any form of education. Ninety-seven percent of the respondents confirmed that they are aware of FGM but only 11 percent learned about it in school, while 68 percent heard about it in community events. Education levels also influence the attitudes towards FGM. For instance, 61.3 percent  of women who had at least one daughter had already undergone FGM. This is a very important number for us because 29 percent of the women who were surveyed had undergone FGM because it was their mother’s decision. And of this group, 64 percent had never had access to education. We also found a correlation between the place of residence as an influencing factor to continue this practice. Fifty two percent of the respondents in rural areas are in favor in comparison to 48 percent that live in urban areas. In fact, 52 percent of women would prefer to keep this practice, stating three main reasons: better feminine hygiene, social recognition and religious needs. Other reasons relate to social norms, namely the perception that FGM is a prerequisite to be part of society. According to the conversations from the focus groups, 46 percent of the women said that the members of their communities are ready to abandon FGM in part as a result of awareness activities conducted by several NGOs. Step 3: How to move forward with these conversations From this exercise, we gathered a few key takeaways that will help move away from the norms that currently support FGM in several communities: We must consider socio cultural values to be able to strengthen the current strategies to eradicate FGM with the help of the citizens. We have to consider cultural reasoning when conducting awareness activities, training and communication actions among the different actors in order to stop this trend. It’s important to deconstruct arguments in connection with Islam and develop a pitch against FGM. Increase our advocacy efforts and receive more commitments from partners that would encourage abandoning the practice of  FGM.  Through Malika, we were able to fully understand that there is still a high prevalence of FGM in these two areas of Mauritania, so we need to continue working. We plan to use the data that we gathered to advocate for the abandonment of this practice through new messages in local languages. We will also adjust our national plan roadmap of interventions on this issue. Our aim is to take this initiative at the national level through a campaign against FGM. This project has given us an opportunity to share key information with our partners and to to explore avenues to refine our work and to align our new FGM strategy and action plan with recommendations addressed by Malika. We  will continue fighting and protecting our girls!  

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Unlocking Solutions Through Positive Deviance in Palestine

BY Hadeel Abdo | February 6, 2019

To accelerate joint learning through experimenting innovative methods into our work, several UN agencies, funds and programmes working in Palestine opened the Palestine Innovation Lab spearheaded by UN Women in the spring of 2018. Change leaders and facilitators from the Welfare Improvement Network supported us with the initial setting and operation of the lab. Five UN agencies quickly adopted the Positive Deviance approach to discover successful behaviours that individuals (‘positive deviants’) practice in their own community, often against the grain of harmful norms. Adopting the positive deviance approach requires a paradigm shift: define the problem and therein lies the solution. Picture a half-filled glass: if the problem is the empty half, the solution is the full half. This approach is challenging us to reimagine how change can come from within the community itself. Positive deviants: a solution from within The first step before identifying positive deviants is to recognize that there is an existing problem. Defining the problem may seem simple but it is not. With the positive deviance approach, you have to push deeper to understand the ‘hows’ and the ‘whys’ of a problem. Without defining a concrete problem, it is very difficult to unlock solutions. Experimenting with the positive deviance approach The Innovation Lab is currently applying positive deviance to existing projects from UN Women, UNDP, UNICEF, UN-Habitat and UNODC. This experiment is helping the organizations to unveil and implement sustainable solutions to complex problems in Palestine. Men championing gender equality In Palestine, UN Women is working with local community-based organizations to identify men who, contrary to common practice, support the right of women to inherit property, share household work and childcare with their wives. These men are both the solution to the problem and the solution provider, actively encouraging their peers to change their behaviour to advance gender equality. Their strategies are direct and personal: knocking on people’s doors, giving lectures, and drawing attention to  the importance of gender equality on social media. For example, Yousef Nassar, a radio-show host, is using his platform to talk about how men can promote gender equality at home and workplace. In the southern part of Gaza, an Imam from the local community uses the Friday prayers to encourage young people and their families to refrain from early marriage. As a result, a number of couples have decided to postpone marriage until the age of 18. UN Women is also raising awareness on women’s equal access to economic opportunities and decent work using the positive deviance approach – putting forward women entrepreneurs and business leaders. Fostering inclusive leaders As part of the ‘Al Fakhoora Dynamic Futures Programme’, UNDP identified 30 young post-secondary female and male students from underserved backgrounds as positive deviants. Through the initiative, the students will have a better chance to realize their full potential and overcome their socioeconomic, political and cultural limitations, while encouraging peers from their own community to adopt positive behaviours.     Together with PalVision, a local NGO with a focus on youth, UNICEF is working to reduce violence and harassment by male students at a local school in Bethany in East Jerusalem. In the town of Barta’a in Area C, West Bank, UN-Habitat is supporting the Palestinian local authorities to deliver planning functions to communities at risk of displacement in the Israeli Controlled Area C. UNODC is promoting youth crime prevention through sports, in partnership with the Higher Council for Youth and Sport, to identify sports coaches and teachers who demonstrated a strong sensitivity towards gender issues. The 'positive deviants', with the support of the community-based organizations, have begun to design strategies to amplify positive behaviours within their own community to promote gender equality. Our role in positive deviance approach To ensure that communities have a total ownership over the process, we should take on the role of observers, not as experts or implementers. That is the beauty, or challenge, of the positive deviance approach. We have to patiently wait for the positive deviants to bring the changes from within and themselves. What we learned through applying positive deviance in Palestine is that ‘positive deviants’ should be from the community itself. Listening to what neighbours have to say about changing certain behaviours resonates more than having outsiders say the same thing. This is the power of positive deviance. The “experts” or “outsiders” from international agencies and civil society organizations should simply be positioned observers of the process, and the community should take centre stage, becoming both the implementers and recipients of change. Have you used positive deviance approach to implement a project? If so, please share your experience with us!

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What we Learned About Testing a Platform-Based Business Model at the UN in Moldova

BY Dumitru Vasilescu | January 30, 2019

Earlier last year, we were on a quest to test whether a platform-based organizational model would fit the new generation of UN Country Teams. A platform-based business model creates value by facilitating exchanges between two or more interdependent groups. To make these exchanges happen, platforms create large scalable networks of users and resources that can be accessed on demand. If you think about it, we at the UN in Moldova have all the ingredients to apply this approach in our work. We have 11 agencies with permanent presence in Moldova. We also have seven agencies without an office in the country which contribute to national development— remotely or on an ad-hoc basis. While these programmes, funds, and specialized agencies have their own mandate, leadership, and funding, they do have one thing in common: they are seeking to drive progress in multiple development areas. So we thought, why not combine the UN’s diverse presence in the country to address multiple barriers to sustainable and accelerated achievement of the country’s development goals such as poverty reduction, reproductive health, gender equality and food security at the same time to help ensure a multi-faceted approach to development? This is our story so far. Lesson 1: Our current system is too fragmented and requires re-thinking One thing is clear. The UN aspires to support every country’s effort to achieve the 2030 Agenda. In Moldova, we believe that it’s important to redesign and rethink the way that people, ideas and resources intersect and interact to maximize the effectiveness of development assistance. At the core of our work is our own effort to adopt the Delivering As One approach, where we focus on our internal human resources and their ability and skill to innovate, measure impact of the programmatic work and identify new areas for collaborative intervention. What we did notice is that we’re very fragmented on several levels, including non-coordinated interventions, competition for scarce funding, difficulties to coordinate work of non-residential agencies, unclear boundaries of the agencies’ mandates, and the list could go on. There are areas where we’ve successfully managed to work together as a UN Country Team. One example of this is the Gender Thematic Group. Through this group, agencies that work on women’s empowerment and gender equality meet regularly, learn about each other’s plans and programmes, and try to achieve more consistency and alignment through their interventions. The Youth Thematic Group is another good example because it’s meant for designing interventions that support youth and involve coordinated inter-agency work. Lesson 2: It’s imperative to do a detailed analysis of the current situation using a systematic approach With the guidance of the Resident Coordinator Office, UN agencies did a complex analysis of the current situation to scope out areas of cooperation between agencies. We also did a complex foresight exercise and an organizational network analysis to understand the current and future areas where our functions can intertwine and where a platform-based model would make sense. After we did the foresight exercise, we discovered that there are several areas where it makes more sense for UN agencies and the UN Country Team to act together. These areas include migration and children, coordination of non-residential and residential agencies, collaborative interventions (joint work programmes and projects), leveraging existing partnerships and harmonizing business practices. Through this exercise, we were also able to see that as the UN, we could take three possible and plausible scenarios of development into consideration to achieve the 2030 Agenda in the country and beyond. These scenarios are: The Future is Near (business-as-usual), Virtuous and Vicious and a scenario titled 'Transformers, as the third one. Source: UN, Foresight exercise Lesson 3: Not everything can work on a platform-based model Taking a collaborative approach around specific interventions, functions or internal business processes requires adopting a new modus operandi. To ensure that these collaborative efforts are sustainable from both an operational and financial standpoint, it’s important to build strong relationships with the teams that you are going to collaborate with, have a solid value proposition for local partners and have the ability to meet a need of a specific target group. It’s not all about the technology, but the people. We are new to the concept of the ‘UN-as-a-platform’ and there are no previous or current business cases using this approach throughout the organization to guide us. What exactly can we put in platforms in the future? Can we build a platform-like collaborative ecosystem based on trust, mutual benefits for the UN agencies and partners on the ground? How do we build a strong value proposition to last for much longer that a usual programmatic cycle? These are some of the questions that we are currently trying to find answers to. Are you working on applying a platform-based model in the UN? If so, talk to us.

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