Issues raised in the Nabarro Report (A/71/534) and at ACABQ related - - PowerPoint PPT Presentation

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Issues raised in the Nabarro Report (A/71/534) and at ACABQ related to the DA

DA Steering Committee 7/11/2016

Extract Nabarro report (A/71/534)

• 28. The procedures and arrangements to

ensure accountability, transparency, efficiency and effectiveness will be further improved…provide incentives to work across horizontally within the Secretariat and create synergies with the broader UN system….

• 31. The DA procedures will continue to be

streamlined and the criteria for proposals reassessed to enable shorter lead-time between the submission of proposals and disbursement of funds.

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Content

1.Areas highlighted in the report:

– Accountability, transparency, effectiveness and efficiency – Partnerships – GA criteria – Programming of projects and lead time

2.Other issues raised

– Internal Governance – Implementing entities

3.Implementation rates 4.Possible improvements

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Accountability

• DA same accountability mechanisms as the RB including the Financial

Regulations and Rules (ST/SGB/2013/4) and Budget Process (ST/SGB/2016/6).

• USG DESA is responsible for the overall programme management,

including the approval of the projects

• Executive heads of the entities ultimate responsibility for the effective and

timely delivery of the projects and compliance with the DA requirements

• Project managers manage all aspects of project and budget
• Fascicle with concept notes are presented by the SG as part of the

Programme Budget and reviewed by ACABQ and the Fifth Committee before being approved by the GA.

• Each project has clear results-based frameworks with objectives, EAs and

indicators and responsibilities.

• External evaluation at the end of each project
• Development Account projects are often included in evaluations and audit

by OIOS

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Transparency

• Member States:

– Fascicle to the GA includes detailed concept notes for all projects – Biennial SG report to GA on progress made, includes results, management issues and implementation rates

• Implementing entities:

– DA Steering Committee representing all entities and PPBD advises and assists the Programme Manager in managing the Account with respect to strategic and policy-related issues – DA intranet:

• with long and short list of all projects
• Agenda and minutes of the Steering Committee meetings
• Public website

– includes all project descriptions, guidelines and official documents

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Effectiveness

• Each tranche has a specific focus/theme based on

priorities of member states

• Project focus is guided by intergovernmental

processes and mandates of the different entities

• Projects are demand driven and use results-based

frameworks to analyze the issues in countries ensure that the right problems are addressed.

• Most projects will undertake initial in-country

consultations with the main national stakeholders and UN country teams to avoid duplication and build synergies within existing activities within the countries.

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Efficiency

• Project document with its in-depth analysis and

results based frameworks to help with the logical preparation of activities and identify efficient ways to address the proposed issues.

• Quality assurance processes in implementing

entities and with the DA team with include experienced CD, finance and evaluation staff to review concept notes and project documents.

• Evaluation cycle allows using lessons learned

from past projects to design new ones and

• Monitoring: adapt to current situation on the

ground.

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Partnerships

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Partner entities % of projects having such partners Total

(out of 64)

UN Secretariat and System 88% 56 UN Secretariat 78% 50 UN System - not UN Secr. 45% 29 UNDP/UNCT 30% 19 FAO 9% 6 OHCHR 5% 3 ILO 5% 3 UN Women 3% 2 OHRLLS 3% 2

Criteria

• 1. Result in durable, self-sustaining initiatives to develop national

capacity with impact at field level, ideally having multiplier effects;

• 2. Be innovative and take advantage of information and

communication technology, knowledge management and networking of expertise at the sub regional, regional and global levels;

• 3. Utilize the technical, human and other resources available in

developing countries and effectively draw on the existing knowledge/skills/capacity within the UN Secretariat;

• 4. Create synergies with other development interventions and

benefit from partnerships with non-UN stakeholders.

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Programming timelines

July/ Aug16 Launch tranche Oct 16/ Mar 17 Preparation fascicle Dec 17 GA approval

Concept notes Project Documents

Jan- July 18

Allotments Regular budget programming cycle – Can’t be changed

Oct 17

• T10: first project allotted 12 Jan. By October 31/33 projects allotted

allowing average of 3.5 years implementation

• Average time to allotment: 4.6 months, i.e. on average projects had

their funds by 17th May 18 months Average 4.6 months

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0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 6 12 18 24

% of projects Months from launch of tranche

Timeline of project allotments

T8 T9 T10

Programming lead times

Comparison to earlier tranches

Internal governance

• DA Steering Committee advises Programme Manager on the

tranche themes and project approval criteria, reviews project proposals and makes funding recommendations.

– Initially, the Programme Manager was managing in consultation with EC-ESA (19 entities) – Creation of DA SC with smaller number of representatives.

• Quality Assurance Group (QAG) chaired by the Chief CDO

with relevant Focal Point(s), project manager and DA team to ensure the quality of the concept notes and project documents.

• DA Network: composed of DA Focal Points to share
• perational knowledge, experiences and practices and to

coordinate.

• Internal quality assurance processes and project selection

committees within the entities

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Implementing entities

• DA implemented by the 10 economic and

social entities of the UN Secretariat

• GA Res 52/235 and 53/220:

– re-allocation to economic and social activities of the UN Secretariat – used for projects related to the development priorities defined in the medium- term plan. – demonstrate the benefits accruing in building national capacities, particularly in developing countries and also in countries with economies in transition, with particular attention given to the utilization of technical, human and other resources available in the developing countries.

• Issue of limited GTA/HR

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Implementation rates

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• verall solid implementation track record: each of the 8 closed tranches has

implementation rates of 85-88% – Remaining funds are reinvested into other timely projects ensuring 100%

• Issues:

– Often lower implementation rates during their initial years, rates do not follow a linear pattern – Some projects don’t start or start very late (HR, country issues) – Projects were based on desk reviews and need to adapt to actual situation after first mission and workshop – If pushing for 100% rates projects might not seek sustainability/additional funds and might spend monies less effectively.

• Possible solutions:

– Set deadlines for project doc submission and project allotment – Set benchmarks when projects are more closely monitored and when changes can be done (6 months no prodoc, 24 months below 20%, 36 months below 50%) – Closer monitoring and more proactive work by DA team with project managers – Entities can move funds between projects at 24 and 36 months.

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Possible improvements

• Monitoring: more proactive monitoring and assisting entities if

changes are needed

• Criteria: Update, simplify and review
• Programming timelines: earlier review and start
• Website and intranet: upgrades, better and extended access
• Networking: DA FP and project managers physical meeting
• Knowledge management: sharing experiences and

documents, linking projects and experts

• Evaluation: better use of evaluation for programming, meta

evaluation

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