BY Diana Torres | March 16, 2017
In the world of development, UNDAF is one acronym you must know if you are interested in the UN’s work. The UN Development Assistance Framework (UNDAF) provides a multi- year strategic plan for the UN’s work in a country. UNDAFs are critical for the UN at the country level to channel coherent support to governments and partners to achieve results for the Sustainable Development Goals (SDGs). Given the newness of Agenda 2030, the 2016 UNDAFs were one of a kind: they set the benchmark on new trends and practices to illustrate the role of the UN in supporting governments to achieve sustainable development goals. Last year, a small team in the UN Development Operations Coordination Office embarked on a review of 27 UNDAFs that will be implemented over the next 5 years to see what we could learn. What did our review reveal? 1. UNDAFs are slowly moving away from sectoral approaches towards more integrated and multidimensional results. One of the most significant paradigm shifts of the SDGs is the multifaceted and interdependent nature of the SDGs. Distinct from the sectoral approaches that marked the Millennium Development Goals, the SDGs require complex and multidimensional thinking. Our study showed early progress in this direction: 55 percent of the UNDAFs reflect integrated approaches and outcomes to tackle national development issues. This is a critical area that needs rapid improvement if we want to meet the expectations of member states. The UNDAFs of good examples of integrated approaches, where gender, environment and human rights underpin the strategic results. These UNDAFs outline a collaborative approach: there are detailed roles and contributions of different UN agencies in achieving results, linking the shared roles and expertise of the UN across the areas relevant to these cross-sectoral challenges. 2. There is an increased focus on strengthening data capacities at the country level, with room for improvement. One of the main demands of member states from the UN is supporting data-related capacity in countries. We found significant progress compared to previous years, but not all UNDAFs articulate a coherent approach towards strengthening the quality of data and national statistics in countries. Only 60 percent of the 2016 UNDAFs included strategies to support national statistics organizations, particularly supporting data relevant to the SDGs. Some examples of UNDAFs that incorporated strengthening data capacity include Georgia, Indonesia, Turkey, and El Salvador. 3. There is some progress on joint humanitarian and development approaches The challenges the world faces today require a coherent approach, one that brings together the humanitarian, development and peace communities to ensure long-lasting results for countries. Our review found that some of the UNDAF (particularly those from Central Asia) show progress in this direction. For example, five UNDAFs (Armenia, Syria, FYR Macedonia, and Uzbekistan) make reference to humanitarian response, in the context of refugee migration. Nine countries (Armenia, Azerbaijan, Belarus, Kosovo*, Syria, Tajikistan, FYR Macedonia, Turkey and Zambia) include indicators tracking support to refugees and/or internally displaced people, and linking development and humanitarian responses. This is an area where we hope to see more progress in coming years - it is essential to reengineer how we work together and provide preventive, rapid and long-lasting responses to the humanitarian and development challenges many countries are facing today. 4. Revitalizing global partnerships through south-south cooperation is top on the agenda. Around 80 percent of the 2016 UNDAFs that we looked at are from middle-income and/or high-income countries, with the rest from low-income countries. This reflects the reality of our operations across the world. A significant number of UNDAFs have a specific focus on partnerships at the regional and global levels. Eight of the 27 UNDAFs have a specific outcome related to south-south cooperation. Examples include the UNDAFs of China, Kazakhstan, and Uruguay, among others. 5. UNDAFs are keeping track of UN contributions to the SDGs. Already in 2016, governments and UN country teams in most countries reflect a shared understanding of the linkages between the UNDAF results and support to partners on the SDGs. In our review, up to 78 percent of UNDAFs link outcomes to the SDGs. In Argentina, for example, SDGs and recommendations from international human rights mechanisms were fully linked to each of the UNDAF outcomes. However, there are challenges. Some UNDAFs identified only one or two SDGs per outcome, when there are likely multiple relationships to other goals. Tracking contribution to multi-sectoral goals like the SDGs will be a challenge in coming years. We hope that the findings and recommendations from this analysis are useful for countries starting a new UNDAF process this year. Kudos those country teams that have raised the bar during this period of transition from the millennium development goals to the SDGs. * (Administered by the United Nations Interim Administration Mission in Kosovo in the context of UN Security Council Resolution 1244)
BY Envesa Hodzic-Kovac | February 23, 2017
“How do you eat an elephant? One spoonful at a time.” This saying applies to any undertaking whose size and proportions are immense. Where to start is daunting. For me, the Sustainable Development Goals — an ambitious set of goals agreed to by UN Members States that establishes milestones of growth & equality within the limits of the planet — are the elephant. No poverty. Zero hunger. Reduced inequalities. Sustainable cities. Climate Action. Decent work. All by 2030. These are ambitious goals. They demand that different entities of the UN work together in new ways. In order to tackle them, we need to have a plan. We need to know where to start. How do you prioritise different aspects of human development– all are important, and all are urgent, and all are long-term issues that cannot be solved with short-fixes. It is not just about the government doing their bit, it is really about all of us. We need individual action, communal action, citizen action. How to get people on board of complex agenda such as Sustainable Development Goals? And how to do it in a complex administrative set-up such as Bosnia and Herzegovina? Strategic foresight to approach the enormity of the SDGs In Bosnia and Herzegovina, the United Nations is using strategic foresight as part of its consultations process to build momentum for the Sustainable Development Goals. In order for us to start getting our heads around the 2030 Agenda, we needed a participatory planning process that gets beyond past and present to look into the future to create the future… it is a forward-looking approach aimed at using the future to create change in the present…” Our work has built upon the work done in Montenegro, where UN colleagues have engaged with think-tanks, academia, statistical office and NGOs. They worked with disruptive innovators, digital champions and active youth to create alternative scenarios for Montenegro’s future. Don’t call it a game gamification We adapted the tool initially developed by the UN Montenegro for the post-2015 national consultations – they called it Enhanced Survey Tool – and it is exactly that, but with our adaptation it is also a collective problem solving tool. The tool looks and feels like a board game (I still remember the odd looks we would get when we placed it, unopened, on the table in front of our stakeholders before explaining what it was!). We used our ‘game’ that we call SDG Consultations Tool with 600 people to gauge their positive and negative associations with the past and present, their visions for the future, the way they think about the future, what values, actions, structures and threats/opportunities they identify around specific SDG/Target and solutions/ideas how to address or accelerate achievement of the SDG/Target. Through this process, we collected over 80 ’bright ideas’ that we will present to at the high level SDG Conference with policy makers as accelerating solutions that people collectively envisaged to meet targets and SDGs in our country context. The game also generates demographic data so we can disaggregate the priorities, values actions and institutional suggestions from all who engaged in this participatory process. We also conducted a postcards from the future campaign in order to get people thinking in an imagined space of what futures could or should be. We now have over 200 tangible artifacts from the future that are personal to people in BiH. Check out our facebook page for more on this. The future of the future At a minimum, everyone who has played the SDG game now knows what all of the SDGs are, and has a personal association with them. This is no small accomplishment. Getting people to wrap their heads around 169 targets can result in a rote type exercise. This tool helped us get out of that limitation. The tool also helped us all see the incredible interconnectedness of the 2030 Agenda and the approaches that we need to take to achieve them. Sustainable development requires a future-orientation. This tool helped us get people in Bosnia & Herzegovina into a creative space. A lesson learned about introducing strategic foresight to others is to try to minimise explaining what it is. It works best when it is applied and used immediately. A ‘deep dive’ into strategic foresight works well since the approach we have used is very intuitive and people get it the moment they get immersed in it. Foresight helped us move beyond thinking that the future has to be an extension of the present. And beyond thinking that forecasting is exclusively based on quantitative data. The next step would be us to support a shift among our partners in the government institutions responsible for planning towards regularized human-centered, citizen derived data about the future, alongside data driven modelling which they may already be using. We found that foresight not only helps you think collectively about the future but also makes a dent in overcoming contexts where participatory planning is difficult. We are all equals when it comes to the future – by design no one voice can dominate. And this is a good start to Agenda 2030 that vows to leave no one behind.
The Mainstreaming the 2030 Agenda for Sustainable Development reference guide seeks to support UN Country Teams mainstreaming the 2030 Agenda at the national and local levels, integrating it into national, sub-national, and local plans for development as well as into budget allocations. The guide also provides information on how UN Development Assistance Frameworks can be crafted to support the implementation of those national plans.READ MORE
Building on the innovations led by UNDG member agencies such as the largest survey of development priorities under taken in the run up to the adoption of Agenda 2030, and the data innovation work driven by UN Global Pulse, the UNDG is coming together around innovation to increase public participation, transparency and accountability in the UN’s work; to expand the range and frequency of data used to design programmes and operations; and to reduce costs and increase quality of back office services.READ MORE
The UNDG Programme Working Group promotes a strategic, coordinated and coherent results culture across the entire UN development system to better support Member States achieving the 2030 Agenda.
The group draws upon the expertise within the UN system to deliver effective programmatic support to UN country teams as part of the broader effort to ensure that the UN system is collectively ‘fit for purpose’ to deliver on the new sustainable development agenda.READ MORE