Silo Fighters Blog

Five ways the UN is experimenting together in 2018

BY Maria Blanco Lora | May 3, 2018

Here at silo-fighting HQ, for a fourth year in a row, we are trying to incentivize the UN to innovate together. This is our annual moment to listen to how UN country teams plan to go beyond business as usual and model next generation practices to meet the demands of Agenda 2030. We love this time of year, as the proposals themselves are great intelligence on the front line, and we get to know the problems teams want to solve and what tools they have at their disposal to solve them. We were looking for joint efforts across UN agencies to innovate in the areas of data, behavioural insights, finance, collective intelligence and foresight. With thanks to our donors, these are investments in innovations which can either be scaled from one agency to the rest of the system efforts, from one sector or field to another, from one country to another, or from one geographic area to country-wide applicability. We are also funding UN teams that want to break new ground and test hypotheses for more proof-of-concept type innovations. The competition among country teams for the funding was tough, but thanks to our review team, after 100 proposals, we finally decided on 34 experiments and scaling efforts that we are thrilled to present in this blog. Data for preparedness, prevention and prediction Innovations in data was the most popular area in the proposals this year. A good chunk of winning pitches focus on new ways of gathering and analysing data to allow countries better prepare and respond to natural disasters along with citizen-generated data for predictive analytics.   In the Pacific, the UN country team in Samoa, will use new technologies to analyse households preparedness to cyclones, while Fiji will be scaling VAMPIRE to measure the impact of cyclones through data mining and build predictive analytics. In Viet Nam, the UN team will develop digital tools to link baseline data on vulnerability and resilience to preparedness to long-term planning disaster recovery planning. To prevent food insecurity, the UN in Malawi will be using geospatial information to assist farmers and, in Ghana, the team will use remote sensing and drones to provide the government with timely data to respond to food security threats. In Iraq, crop productivity mapping through the use of mobile data collection and satellite imagery will explore new ways of measuring poverty beyond traditional surveys.  Sudan, PNG and Jordan will use participatory methodologies, based on mobile phone data, to test water and sanitation projects in camps for internally displaced persons to predict development investments and to look for future development trends.    The UN team in Dominican Republic will build on their previous experience to develop a national SDG data lab to integrate sustainable development into the development planning in the country. Also, Serbia will be developing an algorithm to assess the alignment of the national development plan and sectoral strategies to the SDGs. Last but not least, Uzbekistan will be using blockchain to improve public services testing whether this will reduce transaction costs and increase transparency. Ramping up participatory programming with collective Intelligence Lots of UN teams are trying to tap into the best collective minds in the countries they serve, with an increase in the use of  new methods and technologies to engage the general public in policy development, budget allocation and monitoring. Based on what we got for our call for proposals, UN country teams feel comfortable using mobile tech to tap into collective intelligence to triangulate data or test their hypothesis while undertaking planning processes. Albania and Mexico are using mobile technologies and social media to gather perceptions on the progress towards the achievement of the Sustainable Development Goals. Digital tools, such as Rapid Pro, will be used by Trinidad and Tobago, Suriname and Somalia to enhance the dialogue with local authorities and, in the case of T&T and Suriname, to engage young people in policy monitoring and development. Colombia, through automatic speech recognition, and Lesotho, through open challenges, will also use collective intelligence for participatory planning and accountable governance respectively. In Senegal, the UN country team will be supporting community health workers with a real-time monitoring tool, SMS-based, to prevent health emergencies. Monitoring will be also the scope of the project in Honduras, where women will be able to share and identify safe zones in the city of Choloma through crowdsourced audits facilitated by a real-time data collection app. The UN country team in Iraq will engage youth IT developers and activists to harness the power of new technologies to oversee public investments in the documentation, conservation, rehabilitation and reconstruction of the country's cultural heritage. In China, the UN team will link up farmers with tech companies to find solutions to connectivity gaps among poor farmers and decision makers using mobile technologies, e-platforms and drones. The Pulse Lab Kampala in Uganda will advance their machine learning driven radio tools to develop an open software platform for the UN country team to enable open access to existing software applications developed by the Lab that will allow programme colleagues harness collective intelligence for their work.  The UN team in Moldova will be on a quest to experiment, test and fine-tune a platform-based organizational model to explore if this type of platform would be feasible in the case of the UN global mandate. Behavioural insights to meet people where they are 2018 was the first year we opened up to proposals in the area of Behavioural Insights. We will be funding initiatives to prevent sexual exploitation and abuse (Nigeria), to learn from devients to halt male violent behaviour towards women (Palestine) and to eliminate female genital mutilation/cutting (Mauritania). In Costa Rica, the UN country team will use behavioural insights to understand and tackle structural development gaps among the most excluded communities. Popular technologies in these proposals are social media, SMS polling, big data and the use of radio. Innovative finance to channel private funds to development UN teams in three countries will be experimenting with new forms of financing in 2018: Colombia, Somalia, and Armenia. Team Colombia will develop innovative blending finance solutions to support enterprises with peacebuilding impact in remote locations in the country. The UN in Somalia will set up open innovation challenges and crowdfunding platforms and the UN and the government in Armenia will be leveraging private finance for SDG-related objectives through social impact bonds as part of their SDG innovation Lab. Imagining possible futures and seeing the future that is already here To begin to use the future as a tool for development work today. Two UN teams will be using foresight and alternative futures as part of their sustainable development work. In Egypt, the idea is to build scenarios to encourage foresight dialogues as a tool to increase civic engagement to define Egypt's future. The team will make use of forecasting tools such as Three Horizon Framework and Verge Foresight Framework. In the same region, Lebanon will apply a participatory approach to foresight, asking citizens to contribute to a foresight exercise using a mapping tool.    Pinky swear: we promise to work out loud…. This work will be led by a growing community of innovators within the UN. We are proud to have colleagues from almost every agency working in the field leading these innovations and we are aware that there are many more out there. The idea is to connect and learn from each other, so we are looking for mentors to help us (data scientists, human-centered design, machine-learning among others. Webinars and our One UN Knowledge Exchange group will be our main channels to support our innovators. We will also tap into the UN Innovation Network. This was just a taste of the innovations that are coming up this year, for more, keep showing up to our Silo Fighters Blog. The UN innovators will be sharing their own stories in this space. And while you are at it, follow us on Twitter.     Photo: Trevor Samson / World Bank

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The UN and SDG financing: Make or break moment?

BY Annika Östman | April 24, 2018

There is no way around it. Development financing has entered a new era; with the cost of solving the world’s most critical problems running into the trillions, traditional development aid is simply no longer enough and those active in this space are faced with the choice of readjusting or becoming irrelevant. This includes the United Nations. “We can play a crucial role in redirecting capital towards the Sustainable Development Goals, but for the UN to be successful it needs to partner outside the organisation,” said Richard Bailey, Policy Specialist at UN DOCO, during a workshop organised by the UN and the Dag Hammarskjöld Foundation in Uppsala earlier this month. The seminar brought together UN practitioners and external financing experts already forging ahead on the path towards a new financing approach, and it gave them an opportunity to share their experiences in unlocking innovative financing for the Sustainable Development Goals (SDGs). Some UN country teams have already come quite a bit along the way. Early adopters Armenia is one country that, with proactive support from the UN, is actively pursuing innovative financing solutions to mobilise capital for national development priorities. One such solution is impact investing, in which the Government and partners invest in companies, organisations and funds to generate positive social and environmental impact alongside a financial return. “Our job is to grow the impact ventures that contribute to SDGs, connect them to investors and to find ways to scale them,” explained Dimitri Mariassin, Deputy Resident Representative of UNDP in Armenia. To achieve this the UN team in country has set up an accelerator to strengthen impact ventures and is creating an impact fund with an existing fund manager in Armenia to leverage funds for larger investments. In Indonesia, the UN Country Team is also partnering effectively with government and the private sector in experimenting with new forms of finance to support the SDGs. This includes UNDP Indonesia’s innovative work in exploring the potential of Islamic finance for SDGs, launching crowd funding campaigns for environment projects, supporting the establishment of a first sovereign wealth fund in Indonesia and setting up an Innovative Financing Lab. “We are trying to bridge and connect investors with the communities and issues that need investment,” said Francine Pickup, Deputy Country Director of UNDP Indonesia. “Our belief is that by coming up with innovative finance instruments we can attract capital to where it is most needed.” Defining the UN’s role The work of these early adopters has shown that there is a role for the UN in the space of innovative financing for the SDGs. In fact, there are many different roles the UN can play ranging from convening, brokering, de-risking, to impact reporting and monitoring. “We are the ecosystem player, trying to play that honest broker role and we ensure everything we do is built on needs and is demand-driven,” explained Arif Neky, Advisor UN Strategic Partnerships and Coordinator of the new SDG Partnership Platform in Kenya. This platform will help drive public-private investments into the SDGs with an initial focus on health and wellbeing. The UN is playing a key coordination role; a function that many outside the UN see as crucial. “Now that there is interest from the private sector in financing SDGs, there is a fundamental role for the UN to spell out what it means to drive financing to the SDGs,” explained Andrea Armeni, Executive Director of Transform Finance. “More capital is not sufficient, it has to be the right kind of the capital, it needs to be aligned and coordinated and that is a role only the UN can play.” For the UN to realise its full potential in this space though it is evident that its roles need to be unpacked and there a number of challenges inherent to the UN system that need to be addressed. Workshop participants cited slow internal bureaucratic procedures and inflexible rules and regulations as limiting UN country teams’ ability to test new things and take risks. The need to sharpen and retain in-house skills, particularly in regards to speaking and understanding the language of investors and the private sector was also identified as a key challenge. What next? The workshop will feed into a broader scope of work the Foundation is pursuing together with the UN Development Operations Coordination Office (UN DOCO). Specifically, the discussions will enrich a series of three case studies about Armenia, Indonesia and Kenya that will be published soon, as well as a joint comprehensive report based on findings of the different case studies. The case studies will identify and analyse the best practices and needs from these UN country teams, and the expectation is that other countries looking to follow these early adopters can build on their experiences and avoid potential pitfalls. The reports also aim to further identify the key challenges and bottlenecks in adopting new approaches, so that, where possible, they can be addressed centrally at the UN. This corporate response will be critical for the experience in these countries shows that if these new funding methods are to work and be adopted by UN agencies in different countries a change in mindsets across the organsation is required. Innovative financing must be integrated into the core strategies and operations of the whole UN and not only be the work of a few brave outliers. Cross-posted from the Dag Hammarskjöld Foundation blog. Photo: UN in Liberia

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Crowdfunding for smart cities in Albania

BY Jorina Kadare, Stefania Sechi | November 14, 2017

Let’s start with a little bit of recent history. Innovative financing for the UN goes back to the International Conference on Financing for Development in 2002. The hope was that innovative financing would help to bridge the gap between what was available and what was needed to reach the Millennium Development Goals (MDGs) by 2015. As the name suggests, innovative finance means raising funds for development by using unconventional mechanisms. For example, micro-levies, public-private partnerships, and other mechanisms that go beyond financial contributions. It can also mean optimising the use of traditional funding sources to transfer assets to where they are needed the most. Fast forward to 2012, when the UN, governmental institutions, and donors started to mull over realistic ways to finance the achievement of the Global Goals by 2030, bearing in mind the estimated total costs which vary between $90 and $ 120 trillion, and with a funding gap of $2.5 trillion per year. The concept of innovative financing came up again. #Crowdfunding4Children We at the UN in Albania decided to test out alternative forms of financing, which are progressively being mainstreamed across the agency’s interventions. Ever since the internet made it possible to use crowdfunding to finance projects, individuals and the private sector have used this new tool to their advantage, so why not us? We saw the potential of using crowdfunding as an integral part of our mission to achieve the 2030 Agenda. Our first successful experiment was a crowdfunding campaign launched in July 2016 that allowed the construction of the first all-inclusive playground in Albania suitable for children with special needs and diverse abilities. This work builds on our previous  open data project with the Municipality of Tirana where we blended and opened up data sets on safety of our cities in the  Open Data Portal of Tirana Smart City. Out of 22 play grounds currently under management by the Municipality of Tirana, only one is suitable for children with special needs. Building better parks will help all children interact with their peers and develop their personalities in a safe and healthy environment.  And it went pretty well! By tapping into a large pool of individuals, mainly via social media and crowdfunding platforms, and through advocacy initiatives we raised our goal of $20,000 for the #Crowdfunding4Children campaign. Supporting youth employment through equity crowdfunding UNDP, the United Nations Population Fund (UNFPA) and UN Women are also testing out how to build financial connections between mature enterprises willing to invest in promising start-ups through equity crowdfunding. The goal is to set up a sustainable system that supports emerging businesses. United Nations Albania, in partnership with the Chamber of Commerce and Industry Tirana, was able to engage with 100 VIP companies in an exploration survey, probing their potential participation in equity crowdfunding schemes. Another component of this joint initiative relates to the assessment of a reward-based crowdfunding model among small communities in Tirana. This tool allows individuals to contribute towards a specific project with the anticipation of receiving a tangible –non-financial– reward at a later date. We are building on this model by involving private services providers. For example, integrating the option to financially contribute to a social project at the time as making a routine payment, for example, for an electricity or telecommunications service bill.  We hope that these alternative mechanisms will play an important role in transforming Tirana into a smart city. We believe that crowdfunding deserves more trust in the development world. Crowdsourcing enables resource mobilisation, promotes innovative initiatives, and galvanises active citizenship!

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Opening up the magic of pooled funds at the UN

BY Richard Bailey | May 4, 2017

In the development field, donors can provide funds to the UN through pooled funds, a special type of mechanism that has made our work – reaching the right people at the right time with the right resources – much easier. Thanks to pooled funds, we can support humanitarian interventions, peacebuilding, development and climate change efforts in an accountable and a flexible way. Accountable to tax payers, flexible in the field To ensure flexibility in complex situations such as in Iraq 2004, the money donors contribute is pooled together and administered centrally by a UN fund, rather than being earmarked to a specific UN agency. Once a fund-allocation decision is made, the money is passed from the central UN fund to the UN entity responsible for implementing the relevant programme. But in a short period of time (since 2004), they have impacted our financing systems: They now account for 8 percent of the total funding for the UN’s operational activities and they are expected to grow in the coming years. This is just the beginning. The drive for more joined up work across the UN and with partners is gaining momentum. UN pooled financing mechanisms will play an increasingly strategic role in financing the 2030 Agenda for Sustainable Development and you can see our analysis here. Where does the money go? For the first time, we have begun to publish UN pooled-fund data using the International Aid Transparency Initiative Standard (IATI). We adopted the IATI data standard because it helps us compare funds across the UN. At the same time it enables us to get our data on pooled funding out there in the public.    Publishing our data in IATI means that we have a reliable, machine readable way of ensuring that high quality financial data on pooled funds is published once and can be used whenever and wherever it is needed. The UN Development Operations Coordination Office and the UN Multi-Partner Trust Fund Office, the center of expertise on pooled financing mechanisms in the UN system, partnered on this major step to make our transactions transparent. Like much of the drive for the more than 500 publishers already using the IATI data standard, publishing data is only the first step. The goal is to make sure this data is used, so dig in and let us know how you use it! Photo:© 2010 Arne Hoel/World Bank

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Taking pilots to standards: Marking 10 years of ‘Delivering as One’

BY Alexander Freese, Gerald Daly, Helene Remling | November 2, 2016

We’ve all felt the touch of coordination. Whether for a hiking trip, a wedding or a picnic in the park: planning together who does what, working on more challenging treats in a team (that barbecue, photo book or treasure hunt!) leads to better results than anyone could have achieved alone –  and it is always more creative and fun too! When it comes to complexity, organizing the activities of 32 UN entities with development operations in 165 countries and territories and a total budget nearing 17 billion US Dollars can hardly be compared to a picnic in the park. But still, coordination in either scenario is essentially about common sense, pooling ideas and resources. Underlying is  the conviction, that one needs to go together instead of alone to achieve common goals. In November 2016, the UN has perhaps a less known anniversary to celebrate. Ten years ago a process was initiated that put the common sense of coordination for better development results on center stage for the UN development system: ‘Delivering as One’ was born.  Aimed at supporting the achievement of the Millennium Development Goals, this initiative was launched by then UN Secretary-General Kofi Annan in 2006 based on recommendations by Member States to strengthen coordination and management of the UN development operations. Test, evaluate and standardize But what does it take to bring to bear the full potential of a cooperative and collaborative UN on the ground? ‘Delivering as One’ equipped UN teams in 8 countries with flexibility and resources to experiment and find answers to this crucial question.  Some six years later,‘Delivering as One’ was formally recognized by Member States as a valuable business model for UN development activities. Building on five crucial pillars of the UN at the country level, namely one programme, a common budget, one leadership, and to communicate and operate as one, the UN set off to formalise the approach. Mandated by the UN General Assembly, senior UNDG leadership launched a unique interagency process  to come up with  Standard Operating Procedures (SOPs) for ‘Delivering as One’. These procedures were to codify the approach and bring together the lessons learned from the pilot countries for the benefit of all UN teams across the globe. If you would like to return to the travel analogy, the ultimate survival guide for a successful camping trip. In 2014 the UN Secretary General and 18 Heads of UN Agencies signed the SOPs, making the SOPs document the UN guidance document with the largest ever number of signatures by UN leaders. We’ve learned a number of valuable lessons in this two year journey of reviewing, drafting and negotiating a guidance document that would help unite UN efforts on the ground. With Ban Ki-moon’s term ending and a new resolution to guide the UN development system underway, the UNDG is at an important crossroads and  these lessons could inform future UN change processes:  1. Maintaining momentum: Reforming big institutions takes time. But with concrete yet strategic requests such as for the SOPs, change can happen fast. New resolutions and leadership create momentum for necessary change that should be harnessed. Sometimes this does not allow for in-depth preparatory research, but this time around much data has been collected on the functioning of the SOPs at the country level, paving the way for speedy progress in taking the SOPs to the next level. 2. Co-create change with those who will implement it: The UNDG set up a dedicated high level group to develop the vision of the SOPs, and a series of working groups to flesh out technicalities. Even though the high level group included colleagues from the regional and country levels, due to the very ambitious timeline, little time was left to consult and communicate intensively with important stakeholders such as country level agency staff who would be the eventual implementers of the SOPs. This might have caused delays in the behavioral change required by UN staff at the country level. 3.Keep the big picture in mind, even as you work out the detail: Developing the SOPs was a technical consolidation of experiences with ‘Delivering as One’ At the same time it was a political negotiation as to what extent agency procedures would later align to the the new standards. The UNDG focused on the technical aspects, and could have informed senior leadership and communicated to its governing bodies better about the strategic goal of the SOPs along the way: A UN system at country level ready to provide integrated policy support and solutions to multidimensional development challenges as versatile and complementary teams and has the internal procedures in place to fully support it (e.g. to allow for truly joined upfront analysis and planning). 4.The plan-monitor-adjust loop: The adoption of the SOPs falls in a period of change for many agencies, with shifting funding structures, calls for reform of governance mechanisms and the Agenda 2030 that requires taking policy integration and coherence to the next level. The SOPs embody a whole-of-UN approach that mirrors the whole-of-Government ethos that is called for to find the ideal balance between the economic, social and environmental pillars of sustainable development. The 2030 Agenda breaks new ground. In the same way, the SOPs allow for continuous adjustment of technical details while maintaining their broader strategic intent. To this end, the UNDG has set up a system to track progress in the implementation of the 15 core elements of the SOPs to allow for the analysis of bottlenecks and accountability towards Member States. Challenges ahead: Changing the way we work In 2015 the UN turned 70, a year that will always be remembered as a year marked by major agreements signalling a paradigm shift in tackling global challenges. But while it was an opportunity to look back, it was also a chance to look ahead.  To help us deliver on the universal and transformative 2030 Agenda, the main challenge going forward is to enable UNCTs to provide equally integrated support to Governments through fully implemented SOPs. We need to gather more evidence on the value addition of the SOPs towards the UN’s contribution to the 2030 Agenda, and in continued reduction of transaction costs and duplication in the UN development system. On average, 16 resident and non-resident agencies in each of our 131 UN Country Teams make an incredible breadth and depth of expertise available to  Governments and societies. They provide pooled expertise, policy support and resources at country level. The SOPs allow us to harness the opportunities inherent in this vast offering by the UN system. As the recently published first Progress Report on the SOPs shows, much has been achieved in the short time span of two years since the launch of the SOPs: They have contributed greatly to improved inter-agency collaboration and enhanced the strategic positioning and relevance of the UN development system at the country level. A growing number of UNCTs are now organized around results groups and the most advanced ones focus their policy capacities around joint policy products and joint work plans. Around one third of UNCTs are implementing, or are in the process of preparing, common Business Operations Strategies in support of their United Nations Development Assistance Framework (UNDAF). Programme Country Governments that have formally requested the UN to ‘Deliver as One’ are responding much more positively to questions on the UN’s alignment with national priorities, its overall contribution to development, and its focus on the poorest and most vulnerable people. The SOPs were agreed upon, signed and rolled out. Nevertheless, more time and effort is needed to fully implement them across all UN Country Teams. To realise the full potential of the SOPs, we also need to bring the required actions at headquarter level to the governing bodies of UN entities. Member States should understand that this change does not come overnight. Persistent follow-up is required from all stakeholders. There is no need to reinvent the wheel. As John Hendra, Senior UN Coordinator “Fit for Purpose” for the 2030 Sustainable Development Agenda, put it we can build on the SOPs as the “floor” – for UN support to the 2030 Agenda at the country level. They are flexible and common sense principles of working together, transparently, efficiently and effectively. They also ensure government oversight and ownership, helping the UN to better align with national development needs and objective. In this sense, progress made in the past 10 years on ‘Delivering as One’ makes for a great campfire story perfecting a journey towards a UN that delivers better together. A story told jointly by so many UN colleagues from a diversity of organizations, based in countries across the globe, united by the UN values, vision and mission. This is an encouraging result from the 2012 quadrennial comprehensive policy review (QCPR) resolution and positive signal going forward into the negotiations of the next resolution on the UN’s operational activities for development.

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Restructuring aid for Syria and its neighbours

BY Jason Pronyk | December 7, 2015

The recent surge of hundreds of thousands of refugees travelling from Syria and elsewhere into Europe has prompted new debate about the international aid response to the crisis caused by the Syrian conflict. Should European and other countries do more to help refugees leaving Syria and its neighbours? Should they do more to help in Syria and its neighbours? Can more be done to bring about an end to the war? Amidst the debate, in September the EU pledged an extra US$1.1 billion in aid and the United States pledged an extra US$419m. These pledges come on top of the large sums these donors had already pledged and disbursed this year. They have been welcomed by aid organizations and the countries at the front of dealing with the consequences of the Syrian conflict. Nonetheless, the gaps are still large between the funding that aid organizations and their national partners have appealed for, and the funding that has been pledged or disbursed. The governments of Iraq, Jordan, Lebanon and Turkey are still seeking more assistance with the costs of hosting between them more than four million refugees. And all the while Syrians continue to be displaced within Syria itself, and refugees continue to travel out of the region. Underfunding – and obstacles Underfunding in aid has consequences, direct and indirect. The World Food Programme has had to cut food aid for refugees. Local authorities have struggled to provide water and sanitation. National budgets have been unable to finance all the schools, teachers, health centres and healthworkers that are needed. And initiatives to generate jobs and livelihoods have gone underfunded – leaving people struggling to make a living. The task of helping those in need has also been hampered by the structures and systems of international aid. The greatest obstacle is the way aid is structured according to whether it is labelled humanitarian or development. Aid is then further compartmentalized, according to goals under each of these headings. In general, if money is labelled humanitarian it goes to short-term goals. If it is labelled development, it goes to longer-term goals. A further obstacle is the classification of Iraq, Jordan, Lebanon and Turkey as middle income countries. This precludes them from receiving the types of grant aid from multilateral financial institutions that poorer countries receive. Little of this makes sense for helping the millions displaced in Syria and who have fled abroad, and the neighbouring countries that have taken in more than 4 million refugees, and which face their own budgetary pressures. A change – and more needed Put simply, the structure of international aid – its architecture – is not fit for the purpose of responding effectively to the consequences of the Syrian conflict. So what needs to change? One recent proposal has been to increase the access that Iraq, Jordan, Lebanon and Turkey have to “concessional loans.” Under the proposed arrangement, the World Bank will provide new loans to Syria’s neighbours to help deal with the financial burden of the conflict, and wealthy donor countries will pay the interest on those loans. The proposed arrangement is welcome and overdue. But more needs to be done. More needs to be done to break down the barriers between humanitarian and development aid, and to create new and innovative mechanisms for financing the collective response to the Syria crisis. This is why the structure of the international aid response to the Syrian conflict was one of the topics discussed at the Resilience Development Forum held in Jordan on November 8th and 9th. The event brought together 500 participants in an unprecedented spectrum of stakeholders: senior representatives of Governments from Egypt, Iraq, Jordan, Lebanon, and Turkey; 31 UN Agencies and IOs and IFIs; 23 donor countries; 50 international and local NGOs and research institutions; and private sector leaders exchanged their rich experiences and discussed innovative ideas. The Forum explored ways to better connect public finance and private finance, where they can work well together, and ways to remove unhelpful barriers between humanitarian and development aid. You can download the Dead Sea resilience Agenda here. Changes need to be made so that good projects can be designed and implemented, less constrained by needing to present themselves as short-term, immediate responses just in order to maximize their chances of being funded. Changes need to be made so that good projects do not go underfunded. And changes need to be made so that there is more international solidarity and burden sharing with the countries in the frontline of dealing with the consequences of the Syrian conflict. Investing in the resilience of these countries means strengthening their ability to cope with the millions of displaced and refugees who remain among them. It means striking a better balance between providing emergency assistance and investing in the kind of longer-term development that will enable the displaced and refugees to fulfill their ambitions and aspirations in Syria and in the neighbouring countries. And it means supporting these countries’ national response plans and the linked international plans. On December 7th, the Regional Refugee and Resilience Plan (‘3RP’) for 2015-16 and the Syria Response Plan will be part of the Global Humanitarian Appeal. The 3RP provides a framework to deliver on the results in the Dead Sea Resilience Agenda. Its elements will be the point of reference as we prepare for the pledging opportunities at the London Conference on 4 February 2016. What do you think? What more needs to be done to break down the barriers between humanitarian and development aid, and create new mechanisms for financing the collective response to the Syria crisis? 

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