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Reform

Reform. One leader, one programme, one team Focus and prioritize Serve national priorities, not ourselves International expectations of us have shifted – we change, or become irrelevant. Common Vision. Understand the substantive difference between transition and development

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Reform

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  1. Reform • One leader, one programme, one team • Focus and prioritize • Serve national priorities, not ourselves • International expectations of us have shifted – we change, or become irrelevant

  2. Common Vision • Understand the substantive difference between transition and development • Leverage critical entry points to effect positive change • Be Real: accompany the national process, do not focus on agency mandates

  3. Keeping the UN Strategic • Understand and respond to crisis risk • Align with national priorities, then focus on few high impact areas • While working at the Center, regionalize and localize • Remain agile during transition, recognize the fast-changing environment • Keep it ‘joint’ • Optimize technical capacities of system, but supplement with strategic thinking

  4. We cannot do it alone • Without capable national partners, transition will not succeed  Capacity Development • WB is a strategic multilateral partner to government, so is our strategic partner too: One WB, One UN • Civil Society/NGOs are major actors in transition • 2 critical new leverage points to improve Integrated Missions and relationship with DPKO = NoG and IMPP • Potential for enhanced partnership with DPA in conflict prevention • Donors and Aid effectiveness: new generation transition (and long-term) financing mechanisms

  5. Organizing ourselves • Keep cluster approaches relevant to evolving needs at national level; do not let them replace strategic thinking, make them inclusive, and promote joint action • Join up RC/HC (and IM) coordination support and establish integrated offices (center and sub-national) • Plan early for OCHA draw-down, and engage national partners • Use full range of resource mobilisation instruments to support OCHA hand-over • Help the Advocates of Cross-Cutting Issues help you

  6. Our Capacities • Core functions of the RCO: drive strategic planning and action; coordinate UNCT; define common communications strategy; facilitate policy dialogue with key partners; joint resource mobilisation • Strong humanitarian coordination support: weak transition coordination support • Inadequate resource mobilisation strategy to supplement transition coordination capacity • Poor UN performance in capacity development • Global toolkit for transition (work in progress)

  7. Lessons: Capacity Development • UNCT must deliberately discuss How, Who, Where, and for What in capacity development in transition • Establish benchmarks for Capacity Development • At central level, strengthen capacities for coordination and the core functions of the State • At local level, strengthen capacities to reduce risk and to act (start early, even when center is weak/in transition) • Foster ownership, offer platform to facilitate stakeholder consultation and national buy-in • Hire nationals/diaspora, place them in ministries – when possible, vest decisions and reporting with ministries • Align planning and financial cycles with national budget cycles, reduce burdens on national partners

  8. A Few Actions • Financing: standardize framework agreements for MDTFs (internal UN, between UN and Bank) (UNDGO) • Refine tools, develop standard training packs, disseminate well (UNDGO) • Develop country case studies on transition (participants)

  9. WG Tasking Question 1: What are the 2 items you would like UNDG Principals to deliberate and decide on from our discussions here? Question 2: What are the 2 items you would like UNDGO to take forward with the UNDG/ECHA WG? Question 3: What are the 2 items you commit to taking forward at country level? Question 4: What are the 2 items the individual agencies here should take forward?

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