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The United Nations Country Team

The United Nations Country Team (UNCT) exists in 131 countries, covering all of the 165 countries where there are United Nations programmes. The UNCT encompasses all the entities of the UN system that carry out operational activities for development, emergency, recovery and transition in programme countries.

The UNCT ensures inter-agency coordination and decision-making at the country level. The main purpose of the country team is for individual agencies to plan and work together, as part of the Resident Coordinator system, to ensure the delivery of tangible results in support of the development agenda of the Government.

The UNCT membership, roles and responsibilities is laid out clearly within each UNCT. These will include accountability to each other and the Resident Coordinator, taking responsibility for elements of the Resident Coordinator/UNCT work plan, particularly in oversight of subsidiary groups, mobilization of resources for the UN Development Assistance Framework and UNCT plans, and taking part in mutual assessments. This will not prejudice their relationship with their own agency.

The UNCT is led by the UN Resident Coordinator, who is the designated representative of the UN Secretary-General. The Resident Coordinator reports to the UN Secretary-General through the Chair of the UN Development Group.

As international civil servants, all UNCT members are expected to comply with the UN Charter and the Standards of Conduct of the International Civil Service and indeed as leaders, UNCT members are expected to exemplify the highest degree of compliance possible. This includes an expected set of personal qualities (such as inclusiveness, integrity and ethics, respect and trust, respect for diversity, non-discrimination, freedom from harassment, promotion and protection of human rights, and creativity) and also business process standards (such as teamwork, transparency and accountability, participatory management, open communications, timely dissemination of information, quality performance and oversight, and results orientation) for the UNCT.

All UNCT members have direct-line accountability to their own organization, as well as collegial accountability to the Resident Coordinator and rest of the UNCT for producing results under the UN Development Assistance Framework, recognizing that a well-functioning UNCT allows each organization to be more effective than acting alone. The UNCT will assign various leadership roles to its members on programmatic and management issues.

UN Country Team Membership

According to the Administrative Committee on Coordination guidelines on the functioning of the Resident Coordination system,

“the UNCT is composed of representatives of the UN funds and programmes, specialized agencies and other UN entities accredited to a given country. It could also include representatives of the Bretton Woods institutions (see GA resolution 53/192, preamble 6).”

The UNCT will ensure full participation of all other UN entities active in a given country in the decision-making process concerning strategic and programmatic issues.

UN Country Team meetings will include all representatives of the UN funds and programmes, specialized agencies and other UN entities active in a given country. It should also include representatives of the Bretton Woods institutions. These representatives must be a UN staff member, be nominated by their agency to represent, and be empowered with decision-making authority.

Mechanisms should be established to ensure all agencies can fully participate in the UNCT consultations and decision making processes and are informed through regular communications and information sharing.

Roles and Responsibilities

UNCT members develop operational programmes to support the achievement of the UN Development Assistance Framework priorities. The UNCT will help develop proposals regarding pooling country level fund raising and joint financing, based on the agreed needs and priorities of the country.

The UNCT makes decisions through a consultative process and meets generally at least once a month.

Accountability

All UNCT members, including the Resident Coordinator, are accountable for their roles in the team, particularly those members that take on leadership roles (e.g. in Theme Groups). Resident Coordinators and UNCT members are appraised on their substantive performance in their contribution to the team by an interagency appraisal meeting of the Regional Directors Team/Regional Managers Team , which includes designated HQ officials.

Resident Coordinator System Support

A UNCT compact should set out the specific parameters for UNCT Coordination Support/Unit and workings of sub-groups (especially Theme Groups) of the UNCT. The following might be included:

  • Resident Coordinator Office

To coordinate the work of the UN system at the country level, each Resident Coordinator/UNCT should have a Resident Coordinator Office to support these roles and demands.

UNCT members will actively support the Resident Coordinator  within the context of the UNDAF results framework, including in technical support to achieve agreed UNCT results and in analysis, planning, tracking and reporting processes, information management, communication and advocacy.

This Office should have the minimum staffing and resources required to complete this important coordination function. Technical expertise on substantive issues should be provided by agency staff, rather than the Resident Coordinator Office, which should have a supportive/facilitative role.

  • Theme Groups and other subsidiary groups of the UNCT

As tasked by the UNCT, the UN Theme Groups carry out programme design, implementation, monitoring and evaluation for each of the UN Development Assistance Framework priorities.

The UNCT member leading the Theme Group assumes responsibility and is accountable for the agreed work plan results and follow-up on results. The Chair of the UN Theme Group should report to the UNCT on a regular basis to brief, discuss and agree on any proposed actions and follow up. Other groups networks of the UNCT might cover Monitoring and Evaluation, Communication or Common Services.

History

The concept of the UNCT originated in 1977, when the General Assembly established the concept of a single official (i.e. the Resident Coordinator) to coordinate operational activities within the UN system.

Over the years the concept has evolved, and the key role of the UNCT for the effective and efficient functioning of the UN system at the country level has been noted in all General Assembly Resolutions on the Comprehensive Policy Review since 1992 (GA Resolutions 47/199, 50/120, 56/201, 59/201 and 62/208).

Efforts to strengthen the UNCT were emphasized by former UN Secretary-General Kofi Annan in his 1997 reform agenda. The 2005 World Summit also called for a strengthened UNCT in implementing the reforms at the country level.

The General Assembly’s 2004 and 2007 Comprehensive Policy Reviews set out further measures to strengthen the UNCT, including greater accountability towards host governments and the inter-governmental process as well as within the UN system. They also mandated the UN system to become more coherent, effective and relevant, and to simplify and harmonize business practices. In addition, they endorsed the UN Development Assistance Framework as the common planning tool for all the funds and programmes as a framework for the full UN system. The General Assembly also urged the UN system to use all opportunities to increase aid effectiveness.

The use of common instruments and tools has played an important role in UNCT efforts to improve country-level coherence. There are three major instruments in use: the common country assessment; the UN Development Assistance Framework and its results framework; and joint programming and joint programmes.

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Silo Fighters Blog

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

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

Alexander Freese, Gerald Daly, and Helene Remling 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.

Country Stories

Tanzania private sector: Open for business on the Sustainable Development Goals

June 17, 2016

We all know that the Agenda 2030 and the Sustainable Development Goals is an ambitious global plan, but if we are serious about it, building vibrant and systematic partnerships is a vital prerequisite for their successful implementation. At the UN in Tanzania, we are busy building partnerships to support the new global agenda. So far we have engaged the executive branch of the government, to include the SDGs in the next five-year national development plan. We’ve also reached out to youth groups, with whom we launched the SDG Champions initiative. And the media fraternity is joining us to spread the word about the goals in Kiswahili language; and most recently, the private sector.   Testing the waters Recently, the United Nations Tanzania partnered with the private sector to benchmark their readiness to support the implementation of the SDGs. We do this through the with the UN Global Compact, the Corporate Social Responsibility Group Africa Limited and the Africa Sustainable Business Magazine. Our first step was to get some information the private sector and their plans for engaging on Agenda 2030. We had a very group turnout - almost 280 of the 350 private sector companies  responded to our survey. This targeted research provided some interesting insights on the views of the SDGs by Tanzanian companies. The good news is that they are aware of the SDGs and interested in partnering with the UN to make them happen in Tanzania. According to the results, 60 percent of the people surveyed are aware of the SDGs, being the SDG 8 - Promote sustained, inclusive and sustainable economic growth, full and productive employment and decent work for all - the one that resonated most among the participants.  SDG 1 - End poverty in all its forms everywhere-, and SDG 3 -Ensure healthy lives and promote well-being for all at all ages - followed on the list of the most popular goals among this sector. The respondents also agreed that, potentially, they can have the biggest impact on SDG 8. Beyond just knowing about them, we are also encouraged  that the private sector is ready to partner with us to implement the SDGs, with 60 percent of the participants responding positively to a partnership opportunity to implement the Agenda 2030 in Tanzania. We shared the findings of this survey at the 1st Africa Sustainable Business Summit held in Dar Es Salaam, attended by the Vice President of Tanzania, Samia Suluhu, who encouraged the private sector to actively raise awareness about the SDGs and to build partnerships to assist their implementation. At this stage private sector companies are interested mainly in raising awareness on the new global agenda: Sharing information with their employees, especially on health-related issues, and sharing information on behalf of the UN about the SDGs. Keeping it up According to a UNIDO-commissioned report on engaging with the private sector, “building vibrant and systematic partnerships with the private sector is a vital prerequisite for the successful implementation of a transformative agenda to accelerate poverty reduction and sustainable development in the post-2015 era.” In Tanzania, we will keep working in this direction, we believe the private sector should be taking a strong role in the development in Tanzania with the Global Goals being an integral part of their business proposition. We know that in terms of protecting the environment, preventing corruption and strengthening employment the private sector is absolutely key and their commitment is therefore essential at this stage of Tanzania’s development. The UN will be there to support this effort.  Anyone out there that can share their ideas and experiences?

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