Presentation on theme: "UNDG Joint Programs Lessons Learned"— Presentation transcript:
1 UNDG Joint Programs Lessons Learned Philippe Grandet (UNFPA)based on an independent report by Charles DownsUNDG – Donor Meeting on Multi-donor Trust Funds 11 February 2013New York
2 What are the Joint Programmes? Pooled Parallel Pass-through
3 Key elements of a Pass-through JP Joint Programme documentSteering CommitteeAdministrative AgentStandard legal documents
4 Distribution by modality Total of each Modality of Joint ProgrammeModality of JPQuantityValueNumberPercentUSD millionParallel26326%1846%Pooled17817%35211%Pass-through53952%2,39177%Combination404%1635%Total1031100%3,090Nearly 90% of the 526 JPs in the current records of MPTF Office, UNICEF and UNFPA are funded on a pass-through basis.
5 Evolution over 10 yearsYearPass-throughOthersTotal value($ million)2002 and prior2178.2200343218.020041278122.3200528121491.82006165179.420078355483.8200810231617.8200910427537.520106220261.52011659272.3The peak during the period is linked to the establishment of the MDG-F.Pass-through JPs became a constant feature of the funding architecture.
6 Who participates? 41 UN Organizations have been involved in JPs. The five UN Organizations that most frequently participate are:UNDP (present in 68% of the JPs)UNICEF (57%) WHO (27%)UNFPA (44%) FAO (23%)The number of Participating UN Organization in any given joint programme ranges from 2 to 16.72% JPs involve 4 or less agencies (82% 5 or less).
7 Where? In what contexts? Country Income Level Number of JPs Low Income Country367Lower Middle Income Country453Upper Middle Income Country204High Income Country7
8 The surveyInput from staff dealing with JPs in the headquarters of 10 UN AgenciesAn on-line survey that received responses from 329 UN staff at country-levelA mission to three case countries (Ecuador, Nepal and Uganda) to obtain national Government and donor perspectives
9 Reasons to establish a JP “Good fit for the programme” is definitely the best reason. The programme must drive the funding.Other reasons are not necessarily bad but we (donors, HQs, RCs, Government) must be careful about not creating undue pressure if the modality is not the right fit.To increase effectiveness, the programme must drive the funding mechanism.
10 Aid effectivenessThe current JP guidance note is in the spirit of Paris and Accra: national Government is given a key role (signatory of JP document, member of Steering Committee).However, some respondent to the survey perceived guidance as too UN-centric. Revision should emphasize the aid effectiveness benefits and the role of Governments.
11 Factors of success (1)Limited number of UN Participating Organizations:Balance between inclusiveness and effectivenessMore than 80% of survey respondents indicate that the number of PUNOs should never exceed 4 to 5A significant budget:Frequency of very small JPs has fallen over the yearStill 39% of JPs post 2008 have a budget below $1 million.Small JPs may have a political value or fulfill specific purposesBelow a certain threshold, transactions cost are too high (to be discussed)
12 Factors of success (2) Sufficient time: designed for development programming and not for quick impact projects.60% of respondent indicate that duration should be at least three years (75% two years)Strategic engagement with Non-Resident Agencies:NRAs can provide valuable technical expertiseJPs can provide an excellent point of entryLack of regular presence is an obstacle to participation in management and coordination structures.
13 Joint Programmes and Aid Effectiveness by Fund Experience Transaction costsJoint Programmes and Aid Effectiveness by Fund Experience(vertical axis: 2=Strongly Agree, 1=Somewhat Agree, -1=Somewhat Disagree)
14 Joint accountability for results Lack of joint accountability is a weakness: targets remain agency targets, neither AA nor the PUNOs are accountable for the JP as a wholeThis should be addressed through:Strengthening of the governance structureAn indicative allocation of 3% to 5% of the budget for M&EProviding an overview of the full budget (beyond JP budget)
15 The governance/coordination structure Currently:Guidelines only make reference to the Steering CommitteeIn practice, many different models with some degree of confusionFor large JPs, the report recommends:A policy-level Steering Committee with donors and GovernmentAn operational coordination committeeA coordination unit
16 The Administrative Agent function Selection:Selection of the AA purely on administrative not programmatic capacityall agencies are not currently equipped to provide the same level of services.Being entirely dedicated to perform the AA functions, the MPTF Office offers the highest quality of services.Closure of JPs:Financial closure is a major challenge for AAs.Handling of unspent balance is problematic and should be agreed beforehand.
17 Reporting Recommendation: Official reporting (narrative and financial) on an annual basisInformal reporting more frequent (quarterly or semi-annual) to strengthen joint monitoring/management by the coordination structure.
18 What next? Revision of the UNDG guidelines on Joint Programmes: Issue of thresholdClosing proceduresManagement/coordination structureContinue training efforts:Understanding of the modalitiesStrategic use of Joint Programmes