Joint UN Teams and Programmes on AIDS Lessons from a UNDP/UNAIDS e-Discussion

What was the e-Discussion?  Initiated by Michel Sidibe, UNAIDS Deputy Executive Director, and Ad Melkert, UNDP Associate Administrator  September- October 2007 Questions:  Challenges encountered in the establishment of Joint UN Teams on AIDS?  Actions and factors that have supported or inhibited the development of Joint Programmes of Support?

Responses Received from 28 countries – from RCs, UNDP Country Directors, UCCs and joint team members  Underscored commitment to ensuring the success of Joint Teams and joint programmes  Emphasized that coordination on AIDS is key contribution to wider UN reform and ‘delivering as one’  Noted where there was some history of joint programming, transition was easier from individual agency to full joint programme  Described evolving progress with considerable initial challenges  Expressed that joint programmes necessitates a certain amount of 'learning by doing'

Challenges

Transition from Individual to Joint Programme of Support  Changing mindsets and established ways of working  Transition to true joint programme – not just compilation of agency activities  ‘Retro-fitting' agency specific plans into joint programme, rather than starting from agreed priorities and joint strategic planning  Lack of adherence to Division of Labour  Accountability mechanisms not well articulated: adapting TORs evaluating performance of Joint Team members holding agencies accountable to their commitments to the Joint Team

Functions of the Joint Team and UN Theme Group on AIDS  Perceived overlapping roles in work of Theme Group and Joint Team  Joint Team may be seen as weakening the authority of well-functioning Theme Group  Value added of maintaining both structures was questioned by some

Human and Financial Resource Capacities  Few agencies have full-time HIV programme staff not all joint team members have time to participate actively  Technical capacities of joint team members vary across agencies  Lack of agreement on administrative and financial structures to support joint programme  Weak harmonization of procedures among agencies hindered mobilization of resources for joint activities  Reluctance of agencies to merge funding

Communication with Country Partners  Lines of communication with government can be unclear: who should be communicating about what?  Agencies continue communications on agency- driven agendas, rather than speaking for UN system

Supporting Factors

UNCT Commitment  Overwhelming factor identified for success is leadership of RC and UNCT (agency country representatives)  Role of dedicated and skilled UCC  Contributions of RCs, Theme Group Chairs and UCCs in helping Cosponsors to arrive at consensus to present to national counterparts  Commitment and the efforts of Joint Team members ensures effective development and implementation of joint programmes

Development of Joint Programmes - 1  Recognizing that the programme should centre on joint planning and resource mobilization and coordinated, complementary implementation, based on National AIDS Plan  Process of formulating the joint programme as important as final programme : clarified roles and responsibilities, helped build commitment and ownership, and provided platform for addressing challenges of funding issues  Focus more on results via sound joint programme, rather than on structures of Joint Team

Development of Joint Programmes - 2  Division of Labour adapted on comparative advantages important in clarifying roles and promoting joint programming  Joint development of HIV component of UNDAF ensures that joint programme and UNDAF outcomes are aligned  Implementation of joint HIV in UN workplace programmes creates supportive environment for moving towards a joint programme

Human Resources  Capacity assessments of the joint team and mapping of available technical resources  Team retreats, regular reviews and stocktaking exercises  Systematic capacity building plan for Joint Teams within context of UN Learning Strategy  Joint Team members assessed on their contribution to joint programmes  Timeline for revising TORs for Joint Team members  Results included in performance assessments

Financial Resources  Mapping of financial resources  Joint resource mobilization strategy and initiatives defining means for collaboration in order to avoid competition for funds

Working with Country Partners  Consultation and coordination between the Joint Team and National AIDS Authorities and other national partners  Communication from the RC to government, donors and civil society partners to introduce Joint Team  Donors support and provide funding for Joint Programmes

Thank you