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The development impact of the UNDAF will largely depend on the capacity of the UNCT to optimally finance it. It is highly recommended to prepare an UNDAF financing strategy because it ensures that: UN activities are appropriately costed and resourced; UN resources catalyse larger financial flows to implement the 2030 Agenda; and incentives embedded into UN financing mechanisms promote inter-agency collaboration and coherence. (see UNDAF companion guidance on Shifting from Funding to Financing).

COSTING AND RESOURCING UN ACTIVITIES: Substantial over- or under-budgeting of the UNDAF carries reputational risks. It can be construed as a reflection of poor UNCT planning capacity or limited commitment to transparency and accountability. Most likely, it will affect fund mobilization. Accurately budgeted activities will facilitate resource mobilization for activities to be directly implemented by the UN system.

LEVERAGING: UN resources are generally an extremely small proportion of the overall resources required and available for achieving the SDGs. They are used to leverage much larger public and private financial flows for sustainable development. This ambition demands a paradigm shift from funding to financing in the UNDAF. While the former is centred on resource mobilization to close the funding gap for activities directly implemented by UN agencies, the latter aims at leveraging all existing financial flows and instruments to finance the overall development results to which the UN system contributes. The effectiveness of UN resources in catalysing larger financial flows for sustainable development can be measured through leveraging ratios.

INCENTIVIZING COLLABORATION: Money can be either a unifier or a divider. Collective funding mechanisms tend to incentivize collective action, while ad hoc funding can foster competition. Incentives embedded in different financing strategies and mechanisms should be assessed and aligned with the UNDAF’s objective to foster UN coherence and collaboration for the 2030 Agenda at the country level.

STEP 1: Mapping the financial landscape, including international and national, private and public sources of finance

This first step draws on the assessment of existing development finance flows and mechanisms conducted in the CCA. It enables the UNCT to assess its financing comparative advantages, and identify where the UNDAF could play a strategic role to leverage broader financial flows.

STEP 2: Preparing the Common Budgetary Framework

The multiyear CBF is the consolidated financial framework that reflects agreed costed results of the UNDAF. It lays out the funding gap for the UNDAF and is part of the UNDAF results framework. It shows the best financial estimates for delivery of outputs, planned financial inputs and the funding gap for the entire UNDAF period. It can be operationalized through more detailed annual costed frameworks. The estimated resources column in the UNDAF results matrix consists of an estimation of financial resources, including human capacity, that each UN organization will contribute or mobilize from core (regular) and non-core (other) resources.

Costing budget requirements can be complex and methodologies can vary. To ensure that estimates are realistic, UNDAF funding gaps make reference to historical funding data. It is highly recommended to not budget an UNDAF at over 130 percent of the expenditure of the previous UNDAF unless this increase can be specifically justified. To the extent possible, harmonized methods of estimating available funds are used by different members of the UN system. Consistency needs to be ensured between the UNDAF financing gap and the figures used in respective organizational planning documents. International Aid Transparency Initiative and CEB data can be used to triangulate the information. Within joint work plans, outputs are costed and funding gaps identified based on resources available.

STEP 3: Developing a Financing Strategy to Address the UNDAF Funding Gap

In line with the UNDAF objectives, the third step assesses opportunities for the UN system to:

  • Access additional resources for activities directly implemented by the UN System. These non-core resources to be channeled through the UN system can be both traditional and non-traditional, including foundations, the private sector, emerging donors and innovative financing
  • Sequence/blend its core (regular) and non-core (other) funding with international/national concessional/non-concessional public finance (Multilateral Development Bank, National Development Banks, commercial banks, social impact investors, etc.)
  • Leverage larger resources, which include all public, private, national and international financial flows. Leveraging resources does not focus on bringing non-core resources into the UN or blending them with UN resources but on catalyzing larger public and private investment to achieve the UNDAF development goal.

STEP 4: Design the joint resource mobilization strategy

The new UNDAF guidelines require the implementation of joint work plans through Results Groups. Within each result groups, UNCTs should explore opportunities for joint resource mobilization. The joint resource mobilization strategy will provide a common narrative and allocate responsibilities for fund mobilization efforts. It aims to promote synergies, and avoid duplication of efforts, counter-productive competition among organizations and funding gaps. Regular review enables adjustments to take advantage of new or emerging resource mobilization opportunities. Wherever possible, coordination and periodic reviews should take place through existing mechanisms.

It will also consider pooled financing mechanisms to incentivize collective action and system-wide coherence. The United Nations employs collective finance mechanisms (pooled funds) such as joint programmes, trust funds or thematic funding to reduce aid fragmentation, increase the quality (predictability, timeliness and flexibility) of non-core resources, and incentivize advocacy, policy coherence, capacity development and operational coherence. In 2014, the Multi-Partner Trust Fund Office estimated that pooled funding mechanisms only need to mobilize between 15 percent and 20 percent of the overall non-core funding portfolio to leverage these comparative advantages. For guidance on pooled funding instruments, please visit http://mptf.undp.org/document/templates.

 

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We want to hear from you: digital forums and community trust in local government in Somalia

BY Isatou Batonon, Liam Perret | April 5, 2018

Good news and Somalia are words that rarely appear in the same sentence. The country is slowly emerging from decades of conflict and recurrent drought, and continues to be the victim of tragic terrorist attacks, the most recent and deadliest of which occurred in October 2017. And yet, there is positive news to report. Somalia successfully organized presidential elections in February 2017, a major milestone for a country that has long been plagued by political instability. Other signs of progress include the formation of new federal member states and, most recently, of district councils. It is the establishment of these local governance structures, which are closest to the population and best placed to respond to local needs, which offer the most promising opportunities for successful state-building in Somalia. Seizing opportunities and addressing gaps As the district council formation and local governance process extends to new member states over the coming months, the quality of relationships between local government and citizens will become increasingly important. A local governance foundation based on trust, cooperation and legitimacy is critical to realizing greater stability and security in the country. It is in this context that we, the Somalia Resident Coordinator’s Office/Peace-building Fund Secretariat and UNICEF Somalia, developed a joint initiative aimed at giving voice to community priorities and concerns, and stimulating dialogue between local government officials and their constituents in two key districts: Baidoa and Kismayo. Our Daldhis project is funded under the Voice pillar of the UN DOCO Delivering Together for Sustainable Development Facility and implemented through the Joint Programme on Local Governance and Decentralized Service Delivery, a multi-agency UN programme which supports the establishment of legitimate and functional local government across Somalia. We want to hear from you The in-depth consultations we held with federal, state and district officials at the start of the initiative revealed that, not only were these stakeholders wanting to hear from their constituents, but they were also eager to interact directly with them on the issues that citizens care about. District and state officials have generally been confined to the capital cities and been unable to conduct any outreach in the community. Drought-related population movements and low levels of access due to chronic insecurity, both of which have disproportionately affected this part of the country, have all posed challenges to stronger engagement between local authorities and their constituents. There is subsequently a real demand for cost-effective, accessible and open spaces for public engagement and dialogue. Public officials expressed to us their eagerness to hear from citizens about the quality of service delivery, security and public participation in decision-making. There was also interest in understanding the public’s perception of government efforts to integrate the large numbers of IDPs and former refugees who have arrived in Kismayo district in particular. While government authorities are the primary beneficiaries of this initiative, we and other implementing partners also lack the means to conduct real time community level surveys that can serve programme implementation and the needs of their government partners. Nuanced feedback gathered from citizens in pre-existing and valued social spaces can be useful in making the policies and services delivered by government and implementing partners more responsive to the needs of citizens. Establishing the interactive forum and building engagement As part of the UN Country Team, UNICEF, in partnership with Africa Voices Foundation, designed a research and citizen engagement initiative based on the community scorecard methodology. While this approach has been tried before in more stable parts of the country, the challenge in southern Somalia was to establish large-scale and inclusive forums for citizen-government dialogue that are unhindered by barriers of insecurity or access. Given the extent of mobile phone penetration and reach of radio in Somalia, it was decided to base the initiative around SMS messaging and interactive radio in Baidoa and Kismayo. Five radio stations were selected across the two districts – including a mixture of independent and government owned radio stations to ensure greater engagement public engagement and a diverse range of opinions in the radio discussions. Each week questions on service delivery, security, civic engagement and returnee integration are disseminated through radio broadcasts across the target districts. Citizens then respond via toll-free SMS messages with their opinion/perspective on the topic. These messages are analysed by Africa Voices Foundation to provide in-depth insight into citizen perceptions on priority topics, and how they vary by demographic group. In the first instance, this analysis provides the key talking points for monthly interactive radio consultations. Emerging themes, trends and illustrative messages are read out on air in conversation with policymakers and government officials who are given the opportunity to respond and interact with callers. The analysis also serves to amplify citizen voices as robust forms of evidence for decision-making. The first of two rounds of the scorecard exercise has recently been completed. The first set of questions have focused on citizen perceptions of service delivery, security and local government roles and priorities. 1,055 people engaged through SMS in the two districts over the first three weeks, with especially strong reach among youth (68% of respondents were under 24 years), IDPs, those in urban centres and those with secondary or higher levels of education. Key findings from analysis of citizen feedback show that: Men, older people and those with higher education and were all more likely to be dissatisfied with local government services than other audience members. The narratives used by citizens to proclaim satisfaction with service delivery often focused on perceptions of overall positive change in their environment, rather than predetermined notions of what government should deliver. Those dissatisfied with local government performance often discussed this in terms of government failing to live up to certain political values, whether they were transparency, fairness or abiding by Somali cultural and religious norms. They also mentioned a range of services that they perceived as lacking including education, healthcare, infrastructure and water and sanitation. There was a clear lack of consensus amongst radio audiences on which institution(s) should be responsible for security. Many voices pointed to the community and citizens themselves as being the primary arbiters of security, rather than any formal institution. We shared these findings in the form of reports produced in English and Somali with local authorities. We recently organized the first of two radio shows in Baidoa and Kismayo and included key representatives from local and state level government who were interviewed based on the concerns that citizens had raised. Radio and citizen feedback State and district authorities have reported being satisfied with the radio format as a way of disseminating their work to the public, and value it as a space to hear and respond to citizen perspectives on their work. They also see value in using citizen feedback to guide civic education efforts, particularly as the district council formation process intensifies in Jubbaland and Southwest states. Public engagement: A key lesson we learned is that an initiative such as this one should remain flexible and adapt to trending topics so as to remain relevant and build public engagement. Participation from the public and from local government officials has not been as strong in Kismayo as it has been in Baidoa. Kismayo district has been at the centre of ongoing political tensions between the Federal Government of Somalia and the Federal Member States, as each vies for their share of power and resources under the new federalism arrangements. Representatives of the Member States met in Kismayo recently to discuss their grievances with the Federal Government and this coincided with the first round of the scorecard. The airwaves were dominated by discussions about these tensions (and of the deadly terror attack that had just taken place), and this left little room for public engagement on the scorecard questions which focused on service delivery. While this can be difficult to achieve within the context of a small pilot project, a longer-term intervention should be able to tap into initiatives like the Somalia Big Data project implemented by the UN Global Pulse to identify and leverage trending topics. Technology: Using new technologies increases the reach and inclusivity of citizen engagement but it also comes with limitations: FM radio coverage is mainly focused on urban areas and use of SMS responses means that those with very low levels of literacy may be excluded. This is also reflected in the demographic breakdown of respondents, as described previously. However, the literacy barrier may be overcome in the future with the introduction of other technologies such as Interactive Voice Response (IVR). The reach of shortwave radio may also increase participation from rural areas. Findings: The nature of the SMS and radio-based scorecard means that it is not possible to gain a ‘representative’ sample of respondents from which to calculate statistics that can be generalised (e.g. x% of people believe that public services are of poor quality). However, this initiative seeks to unearth rich qualitative data that can provide the ‘why’ behind trends and public opinion that surveys fail to provide. Moreover by ensuring diversity in the discussions, and drawing comparisons between groups (e.g. men and women, IDPs and non-IDPs), it is possible to discuss how perception varies between them. The finding that women, younger and less educated respondents were perhaps less willing to criticize government performance than their male, older and more educated counterparts was of particular interest to government officials as it suggests the need for greater engagement with this segment of the population in order to solicit and respond to their feedback. Radio stations and citizen-state dialogue: This is the first time that government-run radio stations are engaging in an initiative such as this one in Somalia. The project is providing an opportunity to build the capacity of these radio stations and strengthen their role as facilitators of citizen-state dialogue and cooperation. The space we created through SMS and radio has also opened up opportunities for citizens to discuss issues that fall outside of the scope of the intervention. For example, a number of messages have focused on Somali values and government’s relationship with al-Shabaab. This suggests that there is real potential for such an initiative to promote broader debate and dialogue in Somali society. As we move  into the second and final round of questions and radio shows focusing on citizen engagement and reintegration issues, there will be more opportunities for the Somali government and its development partners to better understand how constructive relationships can be fostered and sustained between citizens and local governments, as they seek to build the foundations for inclusive, effective and accountable local governance in Somalia. PHOTO: Internews Europe  

Silo Fighters Blog

Dominican Republic: 5 Steps to Develop a SDG Data Innovation Lab

BY Mildred Samboy | February 8, 2018

Have you ever wondered how much hazardous waste is generated in your community, city, or country? What is the proportion of women who make their own informed decisions regarding sexual and reproductive health? Or how many people have declared themselves victims of discrimination or harassment in the last 12 months? Imagine if you could have access to this data in a country of more than 10 million inhabitants in the center of the Caribbean. In the Dominican Republic, only 37 percent of the indicators that make up the Sustainable Development Goals (SDGs) have data available for monitoring and 44 percent do not have information or sources for their measurement. This constitutes a challenge for the achievement of the 2030 Agenda for Sustainable Development (2030 Agenda). SDG 12: Responsible Consumption and Production is one of the biggest statistical challenges for the country. As established in the 2016 Rapid Integrated Assessment “there are significant biases in the integration of (SDG 12) indicators into the national development planning and their availability for an adequate monitoring and fulfillment of the fourth axis (sustainable development) of National Development” in the Dominican Republic [1]. All of this considered, how can we measure the SDG 12 indicator related to the generation and proportion of hazardous waste in the country? To figure this out, we joined forces with the National Statistics Office, the Ministry of Economy, Planning and Development and the Ministry of Environment and Natural Resources to come up with a strategy. The result was a data innovation lab built in five steps: Step 1: Select key stakeholders Which institutions are fundamental in the development of an SDG data innovation lab? Multisectoriality is essential to guarantee the richness of this exercise. Two things were paramount for this step: To bring the institutions in charge of statistics and planning (the National Statistics Office and the Ministry of Economy) on board. These institutions are part of other coordination structures, such as the National Commission for Sustainable Development (SDGs Commission), which is the 2030 Agenda coordination and advisory structure (See Decrees 23-16 and 26-17). In this exercise, the UN System in the Dominican Republic worked with the Technical Secretariat of the SDGs Commission to identify a proposal of indicators and criteria for this initiative. To include as many stakeholders as possible in the discussion; from representatives of the public sector (hospitals, General Customs Directorate), to the private sector, to Academia, to environmental organizations, everyone related to the disposal of hazardous waste was invited to participate. This exercise demonstrates the importance of challenging these structures to enforce the fluidity and comprehensiveness of the statistical systems, and their responsibility in the process, guaranteeing an effective relationship that helps bridge existing gaps. Step 2: Select the indicators Which indicators should be selected and prioritized for the development of a Data Innovation Lab? Prioritizing indicators at a national level means choosing them according to the country’s statistical needs. The parameters for this lab were: (A) Lack of source or measurement methodology (B) Indicators within the SDGs identified for the Voluntary National Review (VNR) for the High-Level Political Forum on Sustainable Development (HLPF 2018), in which the Dominican Republic will participate this year. Following these parameters, the Statistics Office presented a proposal with the following indicators: "Proportion of wastewater safely treated"; "Hazardous waste generated per capita and proportion of hazardous waste treated, disaggregated by type of treatment"; and "Number of companies that publish sustainability reports". Of these proposals, hazardous waste was prioritized, taking the Environmental Compliance Reports [2] as a starting point. Step 3: Build participatory and formative spaces How can sectors express and validate the challenges and opportunities for improvement related to the selected indicator? Following this initiative, two main consultation workshops were held with institutions related to the field. The results of the first consultation highlighted the challenges and bottlenecks that make it difficult for the indicator to be measured.  The second workshop aimed to find innovative solutions and improvement opportunities to the problems identified in the first workshop. In both workshops, over 20 young people from academia and civil society institutions volunteered, moderating and summarizing key findings and conclusions at each table discussion. Step 4: Check the possible sources of the indicator How to guarantee results and sustainability in the statistical development of the indicator? In addition to the consultations, a group of specialists were tasked with reviewing the Environmental Compliance Report. This source was important because it is an environmental Administrative Record (forms, reports, files, among others). This review led to a joint exercise by the Statistics Office and the Ministry of Environment to collect and analyze data regarding hazardous waste, together with the private sector, academia and hospitals. It also made it possible to generate technical, statistical and environmental capabilities linked to the indicator, and has created tools to formalize this practice within the institutional framework. Step 5: Systematize, develop and implement What can we do next? The final step is to follow up on the findings and conclusions of these exercises, by developing initiatives that could have a direct impact on the improvement, organization and visualization of the data related to the hazardous waste indicator. One of these initiatives would be a Hackathon to foster the creation of applications and software development for data collection and visualization. Another, which is already underway, is the elaboration of a technical data note (explaining the indicator metadata) by the Statistics Office. This note will be validated by several sectors that will have the opportunity to rethink together the statistical development structures of the indicator. At last, this team is also working with the culmination of the construction of the database of the Environmental Compliance Reports and its respective baseline. What we learned This experience shows that there is a link between the statistical development capacity of our countries and their needs, challenges, accomplishments and opportunities, which must consider the political and social dimensions. Implementing the 2030 Agenda in the field brought institutions from different sectors together to break existing barriers. While working together was as a challenge, it was also an opportunity to improve practices and actions. Strengthening the national statistical system will only be possible if the key sectors involved have the tools, the capacities and the will.     [1] The Rapid Integrated Assessment (RIA) Tool aims to support countries in mainstreaming the Sustainable Development Goals (SDG) into national and subnational planning, by helping assess their readiness for SDG implementation. Click here to access the Dominican Republic’s 2016 RIA elaborated by UNDP and MEPyD [2] The Environmental Compliance Report (ICA, its Spanish acronym) “is a technical report that explains the degree and quality of compliance of a facility, project, program or other activity by its operator or entity (company, NGO, government) with regards to environmental laws and regulations governing a certain place, resulting in a process of auto management.” (Dominican Republic Encyclopedic Dictionary of the Environment)

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