One UN Programme II - United Nations in Pakistan

Transcription

One United Nations
Programme II
Operational Plan
(2013 - 2017)
Islamic Republic of Pakistan
Front Cover Pictures: copyright © UNOPS, FAO, UNIDO, UNICEF
Back Cover Pictures: copyright © UNICEF, UNHABITAT, UNIDO
One UN Programme II
Contents
Acronyms.................... ................................................................................................................Ii
1.
Introduction ................................................................................................................01
1.1
1.2
2.
One Programme II (2013-2017) ................................................................................01
The Operational Plan.................................................................................................02
Programme Implementation, Management and Responsibilities ....................................04
2.1
2.2
Management Arrangements One Programme II (2013 2017) ................................04
UN Coordination and Coherence ..............................................................................05
2.2.1 Strategic Level Coordination..........................................................................05
2.2.2 Technical Level Coordination .........................................................................06
3.
Joint UN Initiatives in Support of One Programme II (2013 2017) Implementation .........09
3.1
3.2
3.3
4.
Resources and Resource Mobilization.............................................................................11
4.1
4.2
5.
Communications .......................................................................................................09
Operations.................................................................................................................09
Risk Management & Business Continuity..................................................................10
One Fund...................................................................................................................12
Summary of OP II Budget and Resource Requirements ...........................................13
Monitoring, Review, Reporting and Evaluation ...............................................................15
5.1
5.2
5.3
OPII, the Operational Plan and Agency Country Documents: Derivatives and
Linkages ......................................................................................................................15
Annual Workplans .....................................................................................................16
Review, Reporting and Evaluation Framework ..........................................................16
5.3.1 Monitoring Responsibilities...........................................................................18
5.3.2 SPA Reports ...................................................................................................19
5.4
Annual Progress Reviews and Annual Results Reports..............................................19
(see fig.1 for details)
5.4.1 The Annual Progress Report ..........................................................................20
5.4.2 Mid-Term Progress Review ............................................................................23
One UN Programme II
5.5
5.6
5.7
Development of One Programme III (2018-2022) ....................................................23
Information Management .........................................................................................23
Review, Reporting and Evaluation Plan .....................................................................25
Annexes
Annex 1: Summary of OP II Summary of One Programme II Results Framework .................27
Annex 2: OP II Management Structure..................................................................................32
Annex 3: TOR for the High Level Committee (HLC) ...............................................................34
Annex 4: TOR - OPII Oversight Committee for One Programme II........................................35
Annex 5: TORs - OPII Administrative Area Steering Committees (Scs) .................................36
Annex 6: TORs - SPA Conveners............................................................................................38
Annex 7 : TORs SPA Working Groups (SPA WG) ...................................................................40
Annex 8 : TORs - Programme Management Team (PMT) .....................................................42
Annex 9 : TORs SPA Monitoring, Reporting and Review Committees (MRRCs) ...................45
Annex 10 : TORs Planning, Monitoring and Evaluation Group (PME) ..................................47
Annex 11 : TORs - Operations Management Team (OMT) ....................................................49
Annex 12: TORs UN Communications Group (UNCG) ..........................................................52
Annex 13 : TORs Pakistan One Fund (2013-17) ...................................................................55
Annex 14 : Overview of the Membership of OPII Management Structures..........................62
Annex 15 : M&E Calendar...................................................................................................................63
List of Table
Table-1:
Table-2:
Table-3:
Table-4:
Table-5:
Administrative Area Steering Committee Co-chairs ......................................05
Summary of OP II Resource Requirements per SPA.......................................13
OP II Budget Requirements per SPA outcome ...............................................14
Planned Review and Reporting Activities ......................................................17
Monitoring Responsibilities...........................................................................18
List of Figure
Figure - 1:
Figure - 2:
Indicative One Programme Budget to SPA.....................................................11
Reporting Workflow for OP II - Draft .............................................................22
One UN Programme II
Acronyms
i
One UN Programme II
ii
One UN Programme II
1.
Introduction
1.1
One Programme II (2013-2017)
In 2008, Pakistan became one of eight countries for the Delivering as One UN pilot, with the launch of
the first One UN Programme (OP I) 2009-2012. The second One Programme (OP II) 2013-2017 was
signed by the Government and 18 participating UN agencies, funds and programmes.
The OP II document provides a common strategy and overview of the development context, the UN's
role and comparative advantage, as well as the priorities and guiding principles for the UN's work in
Pakistan.
The second One Programme (OP II) is aligned with national political processes and national and subnational develop priorities. National ownership was assured through the OP II being formulated in
close collaboration with the federal, provincial and regional governments, key donors, and a wide
spectrum of civil society actors.
The OPII is a national programme framework of the UN system in Pakistan, with a strong focus on
implementing at the sub-national level in accordance with the 18th Constitutional Amendment,
leading to the devolution of power to the administrative areas and implemented by the Government of
Pakistan in 2011. As a result, the implementation of OP II focuses on both the federal and the
Administrative Area level1.
Building upon lessons learnt from OP I (2009-2012) and the global UN Independent Evaluation of
Lessons Learned from Delivering as One2, OP II is results-orientated, with an increased emphasis on
results-based monitoring and reporting. There is greater focus on capacity development at all levels,
and management structures have been rationalized with the move away from joint programmes to
joint programming.
On the basis of extensive consultations, the Government of Pakistan and the United Nations Country
Team (UNCT) identified six key Strategic Priority Areas (SPAs), or goals, in which the UN has a
comparative advantage and can significantly contribute to supporting progress towards over the five
year implementation period. The SPAs reflect priorities identified through national and provincial
consultations and a review of key national frameworks and strategies. These include:



1.
2.
SPA 1: Vulnerable and marginalized populations have equitable access and use of quality
services
SPA 2: Inclusive economic growth through the development of sustainable livelihoods.
SPA 3: Increased national resilience to disasters, crises and external shocks
Pakistan's Federal system includes a Federal Government located in Islamabad, Islamabad Capital Territory, five provinces of Balochistan,
Gilgit-Baltistan, Khyber Pakhtunkhwa, Punjab, Sindh and the Federally Administered Tribal Areas. For ease of reference, these will be referred
to as Administrative Areas in this document.
United Nations A/66/859, General Assembly 26 June 2012, 12-39094 (E) 230712, *1239094*, Sixty-sixth session, Agenda item 117, Follow-up
to the outcome of the Millennium Summit: Independent Evaluation of Lessons Learned from Delivering as One.
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


SPA 4: Strengthened governance and social cohesion
SPA 5: Gender Equality and Social Justice
SPA 6: Food and nutrition security for the most vulnerable groups
OP II is fully consistent with the key normative programming principles of human rights-based
approaches, gender equality, resilience and environmental sustainability, as well as the operational
strategies of UN Reform - results-based management and capacity development. It also takes into
account national and provincial priorities which were chalked out in close collaboration with key
government counterparts and ministries, during national and provincial consultations.
1.2
The Operational Plan
The Operational Plan for the One Programme II3 complements the common UN development strategy,
by providing management guidance and a framework for coherent delivery. The Plan is the partner
document to the One Programme II (2013-2017). This is a living and flexible plan, which ensures the
compliance of OP II implementation with Delivering as One Standard Operation Procedures4. The
Operational Plan comprises two parts: (1) a narrative outlining the, management and organisational
arrangements for OP II implementation and (2) results matrices for each SPA disaggregated by
administrative area. The plan was validated through consultations with government partners held both
at the federal level and in all eight administrative area5.
Part 1 includes a management structure outlining the joint UN Government Steering and Coordination
mechanisms at the federal and administrative area, as well as the internal UN coordination
architecture. Roles, responsibilities and partners are identified for each body. Furthermore this section
includes the monitoring, review and evaluation plan, resource mobilisation and joint UN approaches to
Communications, Operations and Risk Management.
Part 2 provides detailed results matrices for each SPA in each administrative area, including outcomes,
joint outputs, individual agency outputs, projection of financial resources required for the achievement
of outputs. Full information on performance indicators, baselines and targets for each out is also
provided. These will be flexible plans in order for the ensure that the UN response remains relevant.
The results matrices for OP II allows federal and sub-national counterparts and partners to gain an
overview of the complementary work and partnerships of all UN agencies both nationally and in
specific administrative areas of Pakistan. This reduces transaction costs for Government and other
external partners needing an effective overall picture of UN activities in each administrative area. In
addition, it also provides a consolidated framework for all UN agencies to develop and implement their
plans according to the national and provincial priorities.
3.
4.
5.
02
The One Programme II 2013-2017 common UN strategy for Pakistan was signed by teh Government of Pakistan and 19 UN agencies, funds and
programmes in December 2012.
The UN Development Group issues Standard Operating Procedures for Delivering as One countries in September 2013.
Extensive nation-wide consultations took place during the development of the One Programme II. In addition, the Operational Plan (Part 1 and
2) was within consultations were held at the federal level in in all eight administrative area governments in July and August 2013.
One UN Programme II
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Furthermore, the Operational Plan is also a tool to facilitate and promote joint programming , and
indicates potential areas for development of joint programmes. Programme planning; implementation
and review in the administrative areas will be overseen by administrative area Steering Committees.
The OP II supports joint resource mobilization, where agencies are able to develop more
comprehensive, multi-sector programmes building on each other's contributions to joint results.
The plan provides performance measures that are specific to the administrative areas, and outlines a
clear Monitoring and Evaluation (M&E) Framework and Plan. This strengthens transparency and
accountability for reviews and adjustments during the five-year time frame of 2013-2017. The M&E
Framework is intended to ensure that progress is measured, reviewed and reported annually,
resulting in discussions and key decisions that are required to address challenges and constraints. The
Operational Plan is envisioned as a dynamic plan, subject to change as context, needs and
opportunities emerge. Annual reviews, as well as a midterm review in 2015, will provide the platform
for joint, evidence-based analysis and identification of any amendments which need to be made to the
results matrices for each SPA.
Similarly part of the annual review process is tracking the use of funds in order to assess delivery
challenges and ensure that any funding gaps are identified in a timely manner. The financial review will
feed into both the narrative and financial reporting on OPII.
The Operational Plan's management structure supports effective results-based management at
national and sub-national levels. Government ownership and oversight is ensured at all levels, from the
National Level High Level Committee and Oversight Committee to the Administrative Area Steering
Committees.
At the national level, the UN Country Team Heads of Agencies, led by the UN Resident Coordinator, will
have overall responsibility for the implementation of OP II. They will be supported by Deputy Heads of
Agencies and Operations Managers convening in the Programme and Operations Management Teams,
and by M&E and subject matter experts through six SPA Working Groups (one for each SPA).
Planning and monitoring will be supported by a common UN information management strategy and
tool, facilitating the progress towards UN goals be monitored, projected and visualized together with
progress towards key national development indicators. The UN information system will complement
the Development Assistance Database (DAD) maintained by the Economic Affairs Division and
supported by the UN.
The total financial resources required for the OP II are US$2.038 billion. At the time of launching OP II,
there is a funding gap of US$ 1.384, thus 67.9% of the funds required for the UN to achieve the
established OP II results and goals will need to be mobilised. Funding will be mobilised both from core
and non-core sources, through collective UN efforts as well as through fundraising initiatives of
individual agencies. Financial management and resource mobilization will be enhanced through the
Pakistan One Fund, where donors will be encouraged to channel unearmarked financial resources. The
UN and Government will jointly oversee the received contributions and their allocation to OP II
strategic priority areas and outcomes. Financial contributions are reported through the national DAD.
6.
Joint programming refers to agencies jointly planning results and multiple activities to achieve these, yet implementing activities individually.
This is different from joint programmes, where activities are implemented jointly.
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2.
Programme Implementation, Management and Responsibilities
The programme management structure is based on principles established by the UNCT in agreement
with the Government of Pakistan7:




Results and performance based management;
Support for devolution and provincial or administrative area specificity;
Flexibility, allowing for changes in outputs and activities based on evidence and analysis of
evolving or emerging needs and opportunities;
Use of existing Government structures at national and sub-national levels.
The OP II management arrangements aim to achieve:



Strong and focused strategic oversight by the Government of Pakistan at the federal, and
administrative area levels, under the overall leadership of the Economic Affair Division and
coordinated by Planning and Development Departments at Provincial and administrative area
level;
Coherent internal UN arrangement that facilitates coordinated programme planning,
monitoring, review and reporting;
Fewer, formal meetings between the Government and UN, thus allowing for a needs-based
operational working and planning arrangement.
Management Arrangements One Programme II (2013 2017)
The OP II management and coordination architecture articulates the principles of partnership and
government ownership, as well as UN coherence. Joint Government-UN oversight mechanisms are in
place at the national, federal and administrative area level. Internal UN coordination is ensured under
the guidance of the UN Resident Coordinator (RC) and UNCT.
1.
Joint UN-Government Oversight and Coordination

High Level Committee: The overall oversight role in the implementation of the One UN
reform process is maintained with the High Level Committee. The High Level Committee
8
(HLC ) sits at the federal level and is co-chaired by the Secretary Economic Affairs
Division (EAD) and the UN Resident Coordinator. Members include the UN Country
Team, Secretaries of federal and administrative area governments, as well as
representatives of donors and civil society. It oversees the joint work of the UN in
Pakistan, promoting coherence and synergy within the UN and with its partners.

Oversight Committee : lt provides strategic oversight for OPII implementation. Cochaired by the Secretary of EAD and the UN RC, with representation of Donor/member
state, the Oversight Committee has both monitoring and review responsibilities as well
9
7.
8.
Programme management structures are in compliance with the UNDG Delivering as One Standard Operational Procedures.
See Annex 3 for complete TORs
9.
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One UN Programme II
as responsibilities for the steering of the Pakistan One Fund. With regards to its
monitoring and review responsibilities, the Oversight Committee will review Annual
Progress Reports, and oversee the independent midterm review and final evaluation.
With regards to the Pakistan One Fund, the Oversight Committee plays an oversight
role, including reviewing and endorsing allocation decisions of unearmarked funds.

2.2
Administrative Area OP II Steering Committees - one at the federal level and one for
each sub-national administrative area, including ICT. The nine Steering Committees10
will be co-chaired by the Secretary P&D and representative of the UN RC. The
membership of SCs will include key Administrative Area line departments and
ministries, UN
Administrative Area Steering Committees
agencies, key civil
s o c i e t y Government Co-Chair
organisations and Federal
RC
donors. Invitations
UNESCO
may be extended to Islamabad Capital Territory
the private sector
Sindh
UNICEF
and academia on a
n e e d s b a s i s . Balochistan
FAO
S t e e r i n g
UNDP
Committees will Punjab
provide strategic Pakistan Administered Kashmir
UNHABITAT
oversight and
UNWOMEN
guidance to the Gilgit- Baltistan
devolved priorities Federally Administered Tribal Areas (FATA)
WHO
and targets of the
UNHCR
Operational Plan. Khyber Pakhtunkhwa
They will also
Table - 1: Administrative Area Steering Committee Co-chairs
annually review
progress against the
joint outputs and therein feed into the annual reporting process. As permanent
members of the HLC, the Steering Committee Chairs will represent sub-national
strategic interests regarding UN programming at the HLC deliberations, one of which is
the annual review at the national level.
UN Coordination and Coherence
The UN's coordination structures have been established at the strategic (Head of Agency), and
technical (Deputy Head of Agency) levels.
2.2.1
Strategic Level Coordination
The UN Resident Coordinator (UN RC) will provide strategic leadership to UN coordination and the
implementation of OPII in Pakistan. The UN RC together with the UNCT will have joint overall
10.
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One UN Programme II
responsibility for resource mobilization and the prioritization of the Pakistan One Fund. The Resident
Coordinator as One Leader also ensures that the UN speaks with One Voice in its advocacy with
government and development partners. The One Leader will be supported in the execution of the One
UN reform process, the management of the One Fund, and the cohesive and effective planning,
implementation and monitoring of the OP II by an RC Office. Support at the central level will be guided
by the Head of the RC Office, providing additional support for administrative area coordination. The RC
Office will also work jointly with the co-chairs of the UN Administrative Area Coordination Teams on the
coordination, planning and implementation of OP II, information sharing, monitoring, and the
management of the Steering Committee meetings at the administrative area level.

United Nations Country Team (UNCT): The UNCT, composed of Resident Coordinator and the
Heads of Agencies, has ultimate responsibility over the implementation of OP II and provides
strategic oversight and guidance to this goal. The UNCT supports resource mobilization efforts
and the management of the Pakistan One Fund. Heads of Agencies are also responsible for
ensuring active participation of their agencies in OP II management structures at all levels,
including the Programme Management Team, Operations Management Team, and SPA
Working Groups at the national level, and the Steering Committees at the sub-national level.

Strategic Priority Area Conveners (SPA Conveners11): Reflected throughout the OPII
management structure is the function of SPA Conveners. The function is embedded in the Heads
of Agencies, but also effective at the Programme Management Team and Monitoring and
Review Committee levels. Heads of Agencies with assigned roles as SPA Conveners will facilitate
and enable their respective SPA Working Groups to achieve intended results. SPA Convener
Heads of Agencies are primarily responsible for keeping the RC and UNCT updated on progress,
gaps and challenges in relation to the implementation of specific SPA results. SPA Conveners are
accountable to the RC for following-up on SPA progress and consulting with the UNCT
particularly with regards to any implementation challenges.
2.2.2
Technical Level Coordination
To ensure that the UNCT is adequately supported and advised on both programme and operational
issues so it can continue to provide strategic oversight and guidance, the OP II management
arrangement provides for a dual institutional setup at the Deputy Heads of Agency and Head of
Operations level: Programme Management Team (PMT) and Operations Management Team
(OMT).
For this arrangement to be effective UNCT members will ensure:



11..
04
06
Consistent deputy level engagement at both OMT and PMT
Delegation of specific decision making, advisory and accountability responsibilities to
both PMT and OMT.
Alignment between programmatic priorities and operational arrangements by
establishing clear requirements for strong coordination between PMT and OMT.
One UN Programme II
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
Operations Management Team (OMT ): The OMT will advance common business practices,
including aspects of finance and administration, procurement, ICT, human resources, ICSC,
common services, common premises and protocol matters. The OMT will make assessments
and recommendations to the UNCT on joint activities for their approval with the aim of
improved effectiveness of common services and identification of new joint services/activities.

Programme Management Team (PMT ): Reporting to the UNCT, the principle function i of the
PMT is to manage the planning, implementation and monitoring of OPII and ensure One
Programme coherence across the SPAs. This includes the development of the OP II annual
workplan. Furthermore, the PMT manages and provides quality assurance to monitoring,
reporting and evaluation processes. Supported by the Planning, Monitoring and Evaluation
Group (see below), the PMT identifies and addresses gaps in implementation and funding, as
well as an cross-SPA bottlenecks. The PMT will guide and manage the work of the Planning,
Monitoring and Evaluation Group (PME). In addition, the PMT will support resource
mobilization and the allocation of Pakistan One Fund unearmarked resources.

Planning, Monitoring and Evaluation Group (PME)14: The PME Group reports to and supports
the PMT through the provision of technical support and advice on planning, monitoring,
reporting and review processes. The PME Group promotes the standardisation of reviews
and reports, develops templates, etc.

UN Administrative Area Coordination Teams: The teams coordinate and facilitate the
implementation of UNCT decisions at the sub-national level. These Coordination Teams will be
comprised of one representative of each resident agency. For those agencies not resident in an
administrative area, a staff member will be nominated to be part of the emailing list for the
purposes of information sharing, attending meetings when possible, and providing input
whenever required. The Coordination Team will be chaired by the same agency that will serve
as the Steering Committee Co-Chair.
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The Chair of the Coordination Team will report to the UNCT on the monthly Coordination Team
meetings as well as on information sharing, planning and monitoring activities.
At the thematic level, SPA Working Groups organized around each SPA work at the central level, with
active communication with UN Administrative Area Coordination Teams.

SPA Working Groups15: There is a working group for each of the six SPAs of OP II. These groups
are responsible for providing strategic guidance and coordination of activities being carried out
in the achievement of the SPA's outcomes and outputs. The SPA Working Groups will also be
supported by specialists in Monitoring and evaluation to support the overall OP II M&E process.
This forum will promote coherent dialogue with Government and other partners. This will also
be the platform to address any bottlenecks or challenges that arise collectively as well as to
foster synergies and the leveraging of the opportunities for joint programmes. Thematic sub-
12.
13.
14.
15.
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One UN Programme II
working groups will be created as required to enhance coherent and coordinated delivery. Each
SPA Working Group will be supported by a monitoring, reporting and review committee that
supports for ensuring quality, regular monitoring, reporting & evaluation by each participating
agency at the federal and administrative area level.

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UN Communications Group (UNCG): The UN Communications Group will be the main
implementer of the communications strategy and will rely on the continued support of the
UNCT to ensure adequate funds and human resources. The Group will carry out joint events and
communications initiatives in support of the various SPAs as well as the promotion of
overarching common UN messages. Chaired by the UN Information Centre (UNIC), The UNCG
comprises of the communications officers and focal points form the various UN agencies.
One UN Programme II
3.
Joint UN Initiatives in Support of One Programme II (2013 2017) Implementation
3.1
Communications
A recently released research study on the global perception of the Unites Nations found that 61% of
Pakistanis had no opinion about the UN. This data most likely translates into a lack of knowledge of the
activities of the UN in the country. OP II offers an unprecedented opportunity for increasing the level of
recognition of the United Nations in Pakistan and for determining a positive change in the above
mentioned percentage.
In order to achieve this objective, the UN Communications Group will work in close collaboration with
the UN Information Centre (UNIC), the Resident Coordinator's Office and the other UN agencies, funds
and programmes to develop a common communications strategy.
SPAs
SPA 1:
Co-Convener
UNESCO
Co-Convener
UNICEF
SPA 2:
UNIDO
UNFPA
SPA 3:
UNHABITAT
IOM
SPA 4:
UNODC
UNDP
SPA 5:
ILO
UN Women
SPA 6:
WFP
Co-Convener
WHO
The strategy aims to raise awareness of the development priorities in the country, at engaging Pakistani
counterparts in communicating those priorities, at keeping the donor community informed on the
achievements of the One UN Programme. The plan will target the media, governmental institutions,
the general public, the donor community and the civil society. It will focus on developing a set of
corporate communications products, on enhancing digital communications by updating both content
and visual identity of the UN in Pakistan website and by disseminating information through selected
social media channels. Bilingual communications will be considerably strengthened by increasing the
number of information available in Urdu. The celebration of UN observances will be a high-priority with
a special focus on those themes falling within the strategic priorities of the One UN Programme.
Relations with the media will be fostered at both national and provincial level and media workshops
will be organized in the provinces. The plan will include also political advocacy events targeting both
federal and provincial governmental institutions as well as the donor community. Support from
national celebrities will be sought for delivering key information to the general public.
3.2
Operations
The OMT works to achieve operational coherence among the agencies and to harmonize operational
approaches where possible. The OMT is supported by technical working groups in Human Resources,
Procurement, Administration, Finance, and Information Communications Technology. Notable
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One UN Programme II
achievements in harmonization include:
a.
b.
c.
One UN HR portal for common job advertisements;
common contracts in security services, banking services and sharing of agency long-termagreements;
shared information resources for vehicle management and a common staff directory.
In support of OP II implementation, there will be a joint planning process between the OMT and the
PMT to ensure that additional opportunities for harmonized efforts are leveraged and that efforts are
targeted where they can most effectively support the Strategic Priority Areas in the OPII.
3.3
Risk Management & Business Continuity
In line with the UN's approach of staying and delivering, joint approaches to risk management and
business continuity are critical aspects of ensuring that development gains are not lost in case of a crisis.
The development of annual workplans will further promote joint business continuity planning at the
level of the One Programme. Considering the country context of Pakistan, where natural and manmade disasters are regular occurrences, annual workplans allow emergency response to be
accommodated in a manner that supports the retention of development gains and the continuity of
development programming which underpins the humanitarian response context.
Common UN management approaches to all manner of risk, from programme implementation to
security to enterprise risk, will be integrated into both programme planning and operations. The
common UN Programme Criticality Assessment methodology is being applied in Pakistan to strengthen
the response to security risk and support business continuity. Programme Criticality Reviews of the
activities encompassed by OP II will be carried out at the national level on an annual basis in order to
inform programming and operations throughout the country.
To better address the enterprise risks posed to the effective delivery of programmes by implementing
partners in a more coherent manner, the Harmonised Approach to Cash Transfers (HACT) initiative will
be continued to be fostered. This initiative aims to share information on, and promote a common
approach to, assessing and building the capacity of implementing partners. As part of this initiative, a
common partnership information management system will be developed. Common capacity building
tools are also being developed.
Increased coordination in communication and the joint UN communications strategy will further
support a common approach towards risk management.
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One UN Programme II
4.
Resources and Resource Mobilization
The total indicative financial resources required for the five year OPII are $2.038 billion
Total finances required per Strategic Priority
Area
Strategic
Priority
Areas
Percent of total budget
Resources to be mobilized in
USD
SPA 1
800,080,982.00
SPA 2
218,249,874.00
SPA 3
339,771,338.00
SPA 4
247,311,505.00
SPA 5
82,379,311.00
SPA 6
350,356,767.00
Total
2,038,149,777.00
SPA 6
17%
SPA 5
4%
SPA 1
39%
SPA 4
12%
SPA 3
17%
SPA 2
11%
Fig - 1: Indicative One Programme Budget to SPA
The basic resource base of OPII is the core and non-core funds of agencies, which will be supported by
the additional funds from the One Fund (in country and globally) or other joint mechanisms.
Core funding comes from more predictable annual/biannual pledging or assessed contributions from
member countries, especially in the case of UN Funds and Programmes, whose core budget envelopes
are decided upon for the whole programming cycle by their governing bodies. Some UN agencies do not
have any core resources due to the nature of their programmes and respective funding.
These UN agencies in particular rely more on non-core funding. Overall for OP II, the UN system
agencies envisage that they will mobilize non-core funding through their own fundraising initiatives
either at the global or national level. These include all bilateral, private and multilateral sources for both
development and humanitarian activities.
The foreseen core and non-core resources fall well short of the planned OPII funding requirements.
To effectively address the funding gap, the UN in Pakistan will develop a Resource Mobilisation Strategy.
The aim of the Strategy will be to increase the likelihood of successful implementation of OPII with
enhanced funding predictability achieved through the strategic raising of adequate resources. The
Strategy will identify key potential partners of the UN at the global and country level based on an
analysis of mutual priorities and interests. The UN RC, UNCT/SPA conveners will take the lead in the
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One UN Programme II
implementation of the Strategy, and the undertaking of advocacy and negotiations for the mobilization
of funds. Where appropriate, the UN RC will oversee the development of common fundraising
proposals by the UNCT members, in line with the requirements and guidelines of relevant funds and
individual donors. The resource mobilization strategy will be supported by the UN communications
strategy, plan and products. The UN will also undertake a thematic mapping exercise of the resident
donors. The strategy will emphasise the need for very targeted resource mobilisation efforts built
around the individual SPAs and flagship UN programmes in the various outcome areas.. Joint resource
mobilization will be focused on joint initiatives. SPAs will also identify key areas which could be the basis
of potential joint programmes-for which focussed resource mobilization efforts will be initiated.
4.1
One Fund
As a key tool to support the resource mobilization, financial management and implementation of One
UN, a Pakistan One Fund has been established. Donors will be encouraged to channel their funding to
16
OPII through the Pakistan One Fund . Contributions to the One Fund are expected to be either
unearmarked funds, or funds earmarked at the outcome and/or joint output level. Funds earmarked for
specific agencies are not to be channelled through the One Fund, but are expected to be managed
directly as bilateral agency funding.
Decisions on the allocation of unearmarked One Fund resources will be prepared by the RC and UNCT
and endorsed by the Oversight Committee in line with the One Fund TOR. Guidelines for the
distribution of unearmarked One Funds in Pakistan will be refined by the RC UNCT in line with the UNDG
proposed criteria for Multi-Donor Trust Fund allocations17. Such criteria may include relevance,
demonstrated value for money, realistic implementation prospects, and recognized agency specific
comparative advantage, as well as considerations of disbursement and expenditure rates of previously
approved allocations.
The UNCT has appointed UNDP as the Administrative Agent (AA) of the Pakistan One Fund. UNDP's
Multi-Partner Trust Fund Office (MPTF Office) will perform the function of the AA. The key roles of the
AA will be to receive, administer and disburse financial contributions to the Pakistan One Fund; to
consolidate narrative and financial statements and reports based on submissions provided to the AA by
each participating UN Organization; and to provide consolidated annual substantive and financial
reports to the UN Resident Coordinator. Participating UN Organizations will administer the funds in
accordance with their own regulations, rules, directives and procedures, including taking measures to
prevent corrupt, fraudulent, collusive or coercive practices.
16.
17.
12
See Annex X for complete TORs
UNDG Guidance on MDTF
One UN Programme II
4.2
Summary of OP II Budget and Resource Requirements
Table-2: Summary of OPII Resource Requirements per SPA
OP II - SPA wise Fund Gap Analysis
Status as on 23-April-2013
Resources to
be mobilized
in USD
696,753,911
%age of the
total Budget
(2,038,149,777)
34%
SPA 2 Inclusive economic growth through the development of
sustainable livelihoods
26,869,380
1%
SPA 3 Increased National Resilience to disasters, crises and external
shocks
44,323,902
2%
SPA 4 Strengthened Governance and Social Cohesion
231,279,856
11%
SPA 5 Gender Equality and Social Justice
72,561,336
3%
SPA 6 - Food and Nutrition security for the most vulnerable groups
312,703,206
15%
Total
1,384,491,591
67%
Strategic Priority Areas
SPA 1 Vulnerable and Marginalized Populations haveequitable
access and use of quality services
13
One UN Programme II
Table-3: OP II Budget Requirements per SPA outcome
OP II - SPA wise Fund Gap Analysis
Status as on 23-April-2013
Outcome
SPA 1 Vulnerable and Marginalized Populations have equitable access and use of quality services
Resource requirements (USD)
Available
resources from the
UN (USD)
Resources to be
mobilised
83,163,116
19,321,720
63,841,396
156,662,682
20,479,880
136,182,802
1.3: Capacity for equitable social service delivery improved at all levels, including using innovative
technology
560,255,184
63,525,471
496,729,713
Total
800,080,982
103,327,071
696,753,911
1.1: Policy environment, legislation, budgetary allocation and accountability mechanisms strengthened
in support of equitable access to social and basic services for human development
1.2: Increased public awareness / behaviours change to ensure vulnerable and excluded populations
practice safe behaviours, as well as access and use quality services, including housing
SPA 2 Inclusive economic growth through the development of sustainable livelihoods
2.1 Creation of employment opportunities and decent work through industry, construction, services,
132,976,341
118,680,961
vocational/skills training, agricultural and cultural development, as well as promoting youth
employment and public-private partnerships (25/09)
2.2 Industrial development, both urban and rural, emphasizing SME/SMI development, women's
55,242,733
51528733
participation, clean development and sustainable energy supply and use at affordable cost (11/04)
20,106,800
2.3 Equitable and fair trade promotion enhanced
9,924,000
2.4 Key causes and consequences of population growth addressed (02/02)
Total
218,249,874
16,246,800
4924000
3,714,000
3,860,000
5,000,000
26,869,380
88,791,335
15,830,060
61,352,250
50,202,250
11,150,000
145,875,193
134,470,308
11,404,885
27,922,500
21,983,543
5,938,957
339,771,338
295,447,436
44,323,902
SPA 4 Strengthened Governance and Social Cohesion
58,728,095
4.1 The capacity of institutions to be more democratic and accountable is strengthened, including, inter
alia, the engagement of civil society organisations, media and academia
10,960,684
47,767,411
63,431,350
2,046,832
61,348,518
108,236,642
2,988,133
105,248,509
16,915,418
0
16,915,418
247,311,505
15,995,649
231,279,856
23,649,615
4,566,232
18,083,383
5.2 Political, Economic, Social and Legal Rights of all, and especially excluded groups, are respected,
protected and fulfilled,including through Institutional strenthening and capacity development of dulty
bearers
5.3 Human Right Instituitions specially positioned and advocaditing for integrating Human Rights at all
levels
49,920,560
4,108,100
45,812,460
8,809,136
143,643
8,665,493
Total
3.2 Vulnerable populations benefit from improved sustainable environmental management practices,
including climate change mitigation and adaptation
3.3 Vulnerable populations benefit from improved prevention, risk reduction and response
(mitigation), and are assisted to reach development goals including MDG targets
3.4 Country policies, plans and institutions are enabled to prevent and manage narcotics traffickingrelated challenges
Total
4.2 Rule of law and public security institutions strengthened to enhance public trust and social stability,
and to provide improved safety and security, including measures to address transnational crime and
trafficking
4.3 Improved accountability and access to quality social protection and other services for excluded and
vulnerable groups
4.4 Strengthened Decentralized Governance
Total
34.18%
14,295,380
191,380,494
SPA 3 Increased National Resilience to disasters, crises and external shocks
104,621,395
3.1 National, provincial and district capacities to prevent, assess, reduce and manage risks are
developed
Fund gap %age
(total Bugdet)
2,038,149,777
1.31%
2.17%
11.34%
SPA 5 Gender Equality and Social Justice
5.1 Government and Civil Society are active and accountable in eliminating discrimination against
women and girls
82,379,311
8,817,975
72,561,336
SPA 6 Food and Nutrition security for the most vulnerable groups
115,771,726
29,581,726
86,190,000
234,585,041
8,071,835
226,513,206
350,356,767
2,038,149,777
37,653,561
652,622,186
312,703,206
1,384,491,591
3.56%
6.1: Household food security increased
6.2: Nutrition security increased, especially for vulnerable and excluded groups
Total
two billion thirty-eight million one hundred forty-nine thousand seven hundred seventy-seven
Note: The data has been taken from the final Power Point presentations of Islamabad Consultations 9-10 April 2013
14
15.34%
67.92%
One UN Programme II
5.
Monitoring, Review, Reporting and Evaluation
5.1
OPII, the Operational Plan and Agency Country Documents: Derivatives and Linkages
The OPII and its Operational Plan results matrices will provide basis to the monitoring, review, reporting
and evaluation under the Review, Reporting and Evaluation Framework. The OPII provides the outcome
level goals for the UN's five-year Programme, which will be evaluated at the end of five years. These will
form the basis for the OP II Annual Workplans, which will be developed at the beginning of each year.
However, annual reviews will take place through the provincial steering committees, supported by UN
administrative area co-chairs, which will provide reports/outcomes of their review meetings in their
respective provinces and feed into the national level PMT meetings for information sharing and key
decision-making.
In the Operational Plan Part 2, the targets of the UN system's work are outlined at the more detailed
joint output and agency output levels. Most importantly, the Operational Plan, as a devolved
programming framework, depicts UN agencies' specific targets at the federal and administrative areas
levels; monitoring of which will be carried out by the individual agencies. Although, joint monitoring
should be promoted wherever relevant. Each agency will drive the monitoring process as per their
internal M&E framework, which is intentionally aligned with the OPII framework of outcomes and
results. By way of this, each agency will report on their respective joint outcomes, outputs and targets
based on their monitoring reports. Through these monitoring report, agencies level annual progress
reports are developed which will feed into the overall annual review and reporting of the OPII.
Monitoring of results at outcome level will be ensured through the annual review process whereby
progress (based on agency level monitoring reports) will be shared, issues and challenges and
corrective measures discussed. Within the OPII framework, the SPA Working Groups are responsible for
compiling the information from the agency monitoring reports and annual monitoring reports as per
the Monitoring, Review, Reporting and Evaluation framework of OPII (discussed later). All SPA reports
will be consolidated in one Annual Report which will be spearheaded by the RC's Office with oversight
by HLC. Each participating UN agency is expected to align their programmes and M&E systems with the
OP II Operational Plan in order to harmonise the systems and process, and thus facilitate adherence to
joint reporting, reviewing and monitoring of agreed deliverables.
All UN activities in Pakistan are guided by the OPII Operational Plan results matrices at the joint output
and agency output levels which are culmination of agency specific outcomes, outputs and results. The
OPII and Operational Plan results matrices are expected to comprehensively link with agencies'
respective country programmes which will facilitate the OPII reporting on monitoring of joint
outcomes, outputs and results. During the planning process of OPII, agencies have identified their own
agency specific outputs under the joint outputs, and will be responsible for contributing to the
achievement of the joint outputs as per the agency specific implementation plan and strategies.
Measuring progress against the combined and geographically specific targets of each joint output
indicator will reflect how the UN system is progressing in achieving joint intended results, and therefore
advancing the common development aims. In light of the emphasis on measuring progress against joint
outputs and outcomes, wherever possible joint assessments and monitoring will be carried out.
03
15
One UN Programme II
5.2
Annual Workplans
The Operational Plan Part 2 (SPA results matrices) illustrates what the UN system in Pakistan aims to
achieve over the five year implementation period (2013-2017). In addition to these, annual OP II
workplans will be developed based on the results of the annual reviews. The annual workplan will be
compiled by each SPA working group at the SPA level, and will complement the individual agency
workplans. Administrative area-specific workplans can be extrapolated from the SPA plans as
required.
The annual workplan will be informed by annual progress reviews and hence be coupled with this
process (see Annual Progress Report section).
Monitoring and Evaluation Bodies: The Planning, Monitoring and Evaluation Group (PME) and SPA
Monitoring, Reporting, and Review Committees (MRRCs):
The Planning, Monitoring and Evaluation Group (PME), which reports to the PMT, will lead and
strengthen the process of Review, Reporting and Evaluation Framework under the OPII and provide
coordination and quality assurance to ensure high-quality reporting on progress and identification of
constraints on achieving joint outputs and outcomes as articulated in the Operational Plan. The PME
will be supported by the SPA Working Groups. Each SPA Working Group will be supported by a group of
M&E specialists in those areas of work, the MRRCs. The PME may call upon SPA MRRCs individually as
required for the purposes of supporting the overall OP II planning, monitoring and evaluation
framework.
5.3
Review, Reporting and Evaluation Framework
A key lesson learned from OP I was the need to establish clear baselines and targets at the outset.
Utmost effort has gone into achieving this objective in the planning and development of OPII.
Nevertheless, due to the absence, in some instances, of appropriately disaggregated data, some of the
outcome and joint output level indicators lack baseline values. Where baselines do not exist, agencies
will establish these baselines during the first year of the OP II through surveys, studies or assessments.
Cases where baselines are not established after this initial grace period will be reviewed by the PMT and
recommended to UNCT for the removal of respective indicators and results from the operational plan
results matrix.
The OPII Results Framework has strenuously worked toward ensuring all baselines, targets, indicators
and means of verifications are clearly defined in the Operations Plan Part 2. In addition, OPII Review,
Reporting and Evaluation Framework is based on existing modalities and processes of M&E framework
at agency level which are combined together to provide basis for reporting against joint outcomes,
outputs and targets under the OPII framework. An additional lessons learned from OPI is that
monitoring, evaluation and reporting activities need to be fully integrated into regular plans and
18
activities of the agencies. Hence, the OPII M & E Plan uses existing modalities and processes as far as
possible, as well as establishing clear time frames and responsibilities for agency's engagement and
contribution.
18.
16
UNDG Guidance on MDTF
One UN Programme II
The following table provides an overview of the planned review and reporting activities.
Table - 4: Planned Review and Reporting Activities
Type/Level of Report
External Evaluations
Frequency
(a) Mid-Term Evaluation (mid2015)
(b) Final Evaluation (end 2016 –
early 2017)
Modality
Independent external evaluation led by
federal and provincial governments and
other partners.
One Programme Annual
Workplans
Annual
SPA Working Groups will develop SPA
annual workplans which will be
compiled with the guidance and
support of the PMT, PME and RCO.
One UN Programme II Reviews
Annual (to be completed by January
of the following year); narrative and
financial
UN systemwide, internally produced,
but the reports will be circulated to
partners especially the
provincial/administrative area
governments.
One Programme II Results
Reports by SPAs and Area
Annual (to be completed by March
of the following year)
UN systemwide, internally produced,
but will be circulated to partners
including the government.
Financial Reports: incl. Donor
Assistance Database (DAD)
Quarterly updating within 15 days of
end of quarter.
Internal, through agency data entry and
quality assurance focal points. UNCT
Task Force will oversee.
Thematic Reviews (e.g.
Gender, HRBA, etc.)
TBD. Reviews will be commissioned
by UN UNCT as required and
appropriate.
Conducted by independent external
entities or individuals who are selected
through transparent competitive
bidding processes.
DaO Results (to measure
achievement in main DaO
areas, such as the Five Ones,
One Voice and aid
effectiveness)
TBD.
TBD
RC/UNCT Report
Annual
Compiled by RCO; information provided
by agencies and SPA groups
Other Reports: e.g. MDG
progress
TBD. OneView will contain
disaggregated MDG data as well as
analysis of other key indicators
TBD
17
One UN Programme II
In addition, a detailed annual monitoring and evaluation calendar will be developed by the PME and
MRRCs. The M&E Calendar will be complimented by agencies' planned M&E activities, surveys, studies
and evaluations together with OPII M&E activities. As such, the M&E calendar will reflect
complementarities and opportunities for cooperation across agencies, in terms of joint research,
19
assessment and evaluations .
5.3.1
Monitoring Responsibilities
Monitoring responsibilities will be established at three key levels: with the agencies, with the SPA
Working Groups, with the support of the PME, and with the AA. With the support of the PME, the PMT
will manage the formal processes and provide quality assurance, with the UNCT carrying overall
responsibility for the results. These roles and responsibilities are summarized as follows:
Table - 5: Monitoring Responsibilities
19.
18
See Annex 8
One UN Programme II
5.3.2 SPA Reports
As a supporting step in the development of the Annual Progress Reports, the SPA Working Groups, with
technical support by PME, will complete SPA Reports according to a template provided by the PME and
approved by the PMT20 as per the prescribed timelines under the Reporting, Review and Evaluation
Framework. Responsibility for this process will rest with the SPA conveners.
The SPA Reports will be consolidation of agencies' information to depict progress towards joint outputs
in each administrative area. Based on targets established in the annual work plans, an assessment will
be made as to whether progress made towards results has been sufficient or not, and what if anything
needs to be done to boost it. Any gaps, challenges and bottlenecks in the implementation of specific
SPAs will be identified and raised with the PMT and UNCT. In addition, financial reporting will enable
assessment on funding gaps which will help identify resource mobilization targets for following years,
amongst addressing of other issues and challenges.
5.4
Annual Progress Reviews and Annual Results Reports
(see fig.1 for details)
Annual Progress Reviews:
Annual Progress Reviews (APR) will take place at two levels; one at the national, and other at the
provincial level, prior to the development of Annual Progress Reports. The APRs will take place at
Provincial level by Provincial/Administrative Steering Committees, with support by SPA Working
Groups. The reviews will provide opportunities of stocktaking of progress on results, lessons learnt and
good practices and also to engage with the government, partners and other stakeholders at Provincial
level. These reviews will focus on progress made against outcomes and outputs for each SPAs against
their relevant indicators and targets as well as challenges requiring readjustments of the planned
results and targets for the coming year.
Responsibilities during APRs:




Each agency responsible for reviewing progress around its area of intervention at joint output
level according to agreed indicators and targets
Each agency responsible for reviewing its contribution towards achievement if the outcomes
and their respective indicators and targets
Administrative Area Steering Committees responsible for convening APRs, selecting
participants and developing reports on APRs as per SPAs.
MRRCs will provide support to Provincial/Administrative Steering Committees in terms of
developing formats and templates for APRs, providing guidance and also acting as interface
between Provincial/Administrative Steering Committees and the PMT
The outcome of all reviews will feed into commitments for the coming years through key decision
making by the PMT and HLC.
APRs are expected to be initiated at the beginning of each year starting from January 2014. In addition,
Administrative Area Steering Committees will hold annual reviews, which should normally take place in
20.
See draft example reporting format in Annex X
19
One UN Programme II
February of each year. Reports on APRs will be developed and shared with Provincial/Administrative
Steering Committees, PMT and HLC only.
The APR at national level will provide an opportunity to culminate provincial level reviews and present
is as an overall review of the OPII. The RC Office will lead the process for coordination of the national
level APR, spearheaded by Economic Affairs Division. The APR at national level will be attended by key
partners including national and provincial level government ministries and members from PMT, OMT,
UNCT and HLC. The intent is to discuss the progress in light of the achievements, lessons learnt, issues
and challenges from the provincial level, which will pave way for strategic decision making by the senior
members at national level.
APRs at all level to be completed before mid-February of each year so that the reports can be submitted
to SPA Working Groups for consolidation for Annual Progress Reports (as detailed below).
5.4.1 The Annual Progress Report
The Annual Progress Report on OP II implementation will be developed by March of each year as per
the UNDG guidelines and the requirements of the One Fund. The Annual Progress Report will consist of
progress on each SPAs in light of the workplan and agreed performance targets for each year. In
addition to overall achievements under each SPA, the report will also include sections on progress
within the various administrative areas within each SPA. as well as highlight key lessons learnt, issues
and challenges from provincial review reports.
The first year, the Annual Progress Report may focus more on the extent to which the OPII monitoring
and review framework and mechanisms have been established, including geographical area specific
baselines and targets, provincial launch of the programme, coordination meeting and setting up of
committees and systems.
The Annual Progress Report will be presented to the Oversight Committee, after clearance from HLC.
The Report will be an opportunity for the UNCT to engage with the Government and other partners to
review overall progress toward results and take stock of lessons and good practices that will feed into
the annual planning processes and commitments for the coming year and also analyse and determine
way forward with all key issues and challenges that may hamper progress towards achieving results.
The UN will ensure that all data is broken down by sex as well as urban/rural status. Given the particular
challenges facing women in Pakistan, it is also proposed that the UN collect additional data that speak
to the specific condition of women in Pakistan as part of its commitment to gender equality and
empowerment, and that this information will feed into the Annual Review process as well as Annual
Progress Report.
Responsibilities for Annual Progress Reports:


20
Each agency responsible for providing progress around its area of intervention at joint
output level according to agreed indicators and targets
Each agency responsible for providing its contribution towards achievement if the outcomes
and their respective indicators and targets
One UN Programme II


SPAs responsible for collating information from all agencies on reporting by joint outputs for
each SPAs, and financial utilization reports.
The RC office responsible for collating all information from SPAs and development of final
Annual Progress Report.
The final annual report will be cleared by the HLC in consultation with EAD and will be disseminated
widely.
21
One UN Programme II
Fig - 2: Reporting Workflow for OP II - Draft
respective MRRC lead.
Participating agencies to align
their review and reporting
processes to OPII reporting and
review processes as per the
guidelines provided by the RCO
22
One UN Programme II
5.4.2 Mid-Term Progress Review
An independent and external OP II Mid-Term Review will be completed in 2015. The Mid-Term Review
will allow the UNCT to take stock of achievements at midpoint, and, in particular, to identify particular
gaps and delays that requires key decision making by the HLC. This will allow for a revision of relevant
risks and assumptions and the adoption of any necessary adjustments to the remaining years' targets,
strategies, and focus in each geographical area. The Mid-term Progress Review will take place in
collaboration with Economic Affairs Division and participation of key government departments,
partners and other stakeholders.
The overall process of the OP II Mid-Term Review will be facilitated by the RCO under the guidance of
the HLC. Provincial/Regional consultations with Government stakeholders through the OPII Steering
Committees will ensure their broad ownership and participation in this review process.
5.5
Development of One Programme III (2018-2022)
The mid-term review will also inform the development of the One Programme III 2018-2022 (OPIII).
The development of OP II will need to begin in 2015, as a two year planning period is required. Details of
this planning process will be determined closer to the time.
Final Evaluation
An independent and external Final Evaluation will be conducted to assess the relevance, efficiency,
effectiveness, and impact of the UN System's contribution, as described in the OP II. The evaluation will
focus on progress towards OPII at the outcome level. The evaluation will be conducted in the second
quarter of 2017 to allow incorporation of the results and lessons learned into the UNCT's analytical
deliberations and the strategic planning of the subsequent One Programme. The evaluation will be
preceded by necessary surveys or assessments comparable to the baseline, as outlined in the OP II
Operational Plan Results Matrix and M&E Calendar. Any relevant national reports, and/or studies and
evaluations conducted by UN Agencies and by their partners during the cycle, will also feed into the OP
II Final Evaluation.
The evaluation process will follow UNEG policy and guidelines. Formation of Evaluation Management
Committee and Reference Group will take place to ensure independency and impartiality of the results.
Members for both groups will be sought from all key stakeholders including the government, donors,
UN agencies and key partners.
The evaluation results will be validated with national partners and stakeholders primarily through the
Oversight Committee and ultimately the HLC.
5.6
Information Management
The overall responsibility for information management lies within the Resident Coordinator's Office,
under the guidance of the UNCT and PMT, and in collaboration with the PME Working Group. An OP II
Information Management Strategy will be developed. The focus of the strategy will be on developing a
comprehensive online database of UN activities in Pakistan, an OP II monitoring and evaluation tool as
23
One UN Programme II
well as an internal UN OPII web portal to facilitate and support the thematic working groups and
committees both at the federal and provincial level. This strategy will build upon tools and systems,
such as the One View, already developed within the context of OP I.
24
6
5
4
3
2. Overseen by the SPA
(MRRC)
1. Prepared by each agency
1. MRRCs, with inputs from
agencies
1. PME Working Group (PME
WG)
2. Overseen by the MRRC CoConvenors Group, i.e. SPA CoConvenors reps on the SPA
MRRCs
1. Executive summaries of strategic agency specifci
and joint programme results achieved for the year
for each of the 9 geographical areas) (Federal, ICT,
Balochistan, KP, Punjab, Sindh, G-B, FATA, AJK)
disaggregated by SPA
1. Outsourced
2. In coordination with EAD
with oversight by PMT and
RCO, supported by SPAs
OP II MID-TERM PROGRESS REVIEW:
1. Progress on all SPAs by mid-point of
implementation plan as per the Results Matrix
(agreed outcomes and outputs)
3. Annexes - Operational Plan matrices (1 x
consolidated and 9 by geographical area)
2. 6 sections, 1 for each SPA - showing results
achieved for the year, disaggregated by each of the
9 geographical area
1. Outsourced
Administrative Area
Committees
OP II ANNUAL RESULTS REPORT:
Report on APRs to be produced and disseminated
3. APRs to be carried out in 9
Provincial/Administrative areas (Federal, ICT,
2. Each agency responsible for reviewing its
contribution towards achievement of the
outcomes and their respective indicators and
targets
Convened by Administrative
Area Committees with
1. Each agency responsible for reviewing progress support from SPA (MRRCs)
around its area of intervention at joint output level and PMT
according to agreed indicators and targets
1. by SPA, disaggregated by geographical area
(each agency to submit 6 reports by SPA)
OP II ANNUAL PROGRESS REVIEWS:
TEMPLATES development:
Annual Progress Reports templates (Overall and
Agency Specific)
OPERATIONAL PLAN update:
(include changes that have evolved at agency
level)
AGENCY SPECIFIC SPA ANNUAL PROGRESS
REPORTS:
1
Prepared by:
Feb
Drafts
Final
Mar Apr
May Jun
X
2013
Jul
Aug
Sep
Oct
X
Nov Dec
2015
2016
Jul
2017
2018
End Jan
Q2
End Apr End Apr End Apr
End Apr
End Feb End Feb End Feb End Feb
End Jan End Jan End Jan
End Apr
End Feb End Feb End Feb End Feb End Feb
Jul&Dec Jul&Dec Jul&Dec
2014
5.7
2
Type of Report
#
One UN Programme II
Review, Reporting and Evaluation Plan
25
26
6
5
4
3
2. Overseen by the SPA
(MRRC)
1. Prepared by each agency
1. MRRCs, with inputs from
agencies
1. PME Working Group (PME
WG)
Prepared by:
2. Overseen by the MRRC CoConvenors Group, i.e. SPA CoConvenors reps on the SPA
MRRCs
1. Executive summaries of strategic agency specifci
and joint programme results achieved for the year
for each of the 9 geographical areas) (Federal, ICT,
1. Outsourced
2. In coordination with EAD
with oversight by PMT and
RCO, supported by SPAs
(MRRCs).
OP II MID-TERM PROGRESS REVIEW:
1. Progress on all SPAs by mid-point of
implementation plan as per the Results Matrix
(agreed outcomes and outputs)
3. Annexes - Operational Plan matrices (1 x
consolidated and 9 by geographical area)
2. 6 sections, 1 for each SPA - showing results
achieved for the year, disaggregated by each of the
9 geographical area
1. Outsourced
Administrative Area
Committees
OP II ANNUAL RESULTS REPORT:
Report on APRs to be produced and disseminated
3. APRs to be carried out in 9
Provincial/Administrative areas (Federal, ICT,
2. Each agency responsible for reviewing its
contribution towards achievement of the
outcomes and their respective indicators and
targets
Convened by Administrative
Area Committees with
1. Each agency responsible for reviewing progress support from SPA (MRRCs)
around its area of intervention at joint output level and PMT
according to agreed indicators and targets
1. by SPA, disaggregated by geographical area
(each agency to submit 6 reports by SPA)
OP II ANNUAL PROGRESS REVIEWS:
TEMPLATES development:
Annual Progress Reports templates (Overall and
Agency Specific)
OPERATIONAL PLAN update:
(include changes that have evolved at agency
level)
AGENCY SPECIFIC SPA ANNUAL PROGRESS
REPORTS:
1
2
Type of Report
#
Feb
Drafts
Final
Mar Apr
May Jun
X
2013
Jul
Aug
Sep
Oct
X
Nov Dec
2015
2016
Jul
2017
2018
End Jan
Q2
End Apr End Apr End Apr
End Apr
End Feb End Feb End Feb End Feb
End Jan End Jan End Jan
End Apr
End Feb End Feb End Feb End Feb End Feb
Jul&Dec Jul&Dec Jul&Dec
2014
One UN Programme II
One UN Programme II
Annex 1: Summary of OP II Summary of One Programme II Results Framework
Strategic Priority
Areas
1. Vulnerable
and
marginalized
populations
have
equitable
access and
use of quality
services
Outcomes
1.1 Policy environment, legislation,
budgetary allocation and
accountability mechanisms
strengthened in support of
equitable access to social and
basic services for human
development
Joint Outputs
1.1.1
1.1.2
1.1.3
1.2 Increased public
awareness/behaviour change to
ensure vulnerable and excluded
populations practice safe
behaviour, as well as access and
use quality services, including
housing
1.2.1
1.2.2
1.2.3
1.3 Capacity for equitable social
service delivery improved at all
levels, including using innovative
technology
1.3.1
1.3.2
1.3.3
1.3.4
2
Inclusive
economic
growth
through the
development
of sustainable
livelihoods
2.1 Creation of employment
opportunities & decent work
through industry, construction,
services, vocational/skill
training, agricultural & cultural
development, as well as
promoting youth employment &
2.1.1
2.1.2
Key National and Provincial stakeholders
develop and implement equity-focused,
child and gender sensitive laws, policies,
and strategies.
Equity focused and gender sensitive
research and evaluation used for improved
policy planning, monitoring and budget
allocations.
Accountability systems and structures are
functional, strengthened and accessed by
rights holders
Vulnerable people, in particular women and
child, have access to information relating to
safe practices and behaviours.
Vulnerable groups participate more actively
in the development, implementation and
monitoring of programmes design to
increase access and utilization of quality
basic social services
Increased availability of integrated sexual
and reproductive health information and
services for adolescents and youth,
especially the most marginalized.
Duty Bearers are empowered and able to
deliver efficient, accountable and
transparent services to the most vulnerable
communities.
Provincial departments Identify and channel
resources to the most vulnerable
communities.
Provincial departments put in place long
term human resource management
strategies and plans.
Models for mapping and reaching basic
services to the chronically underserved
groups are developed, implemented,
evaluated and successful models scaled up.
Policies and programmes to enable inclusive
growth and improve livelihood and
economic opportunities for the most
vulnerable developed and implemented
with a particular focus on agriculture,
culture and post crisis recovery.
Marginalized and excluded groups enjoy
27
One UN Programme II
public-private partnerships
2.1.3
2.2 Industrial development, both
urban & rural, emphasizing SME
/ SMI development, women’s
participation, clean
development & sustainable
energy supply & use at
affordable cost
2.2.1
2.2.2
2.2.3
2.3 Equitable & fair trade
promotion enhanced
2.3.1
2.3.2
3
Increased
national
resilience to
disasters,
crises and
external
shocks
2.4 Key causes & consequences of
population growth addressed
2.4.1
3.1 National, provincial & district
capacities to prevent, assess,
reduce & manage risks are
developed
3.1.1
3.1.2
3.1.3
3.1.4
3.2 Vulnerable populations benefit
from improved sustainable
environmental management
practices, including climate
change mitigation & adaptation
28
3.2.1
equitable access to advanced vocational
and entrepreneurship skills training under a
revamped and responsive TVET System.
Women and young people have increased
access to skills, training and financial assets
necessary to participate more fully in the
formal economy.
Policies and programmes to promote the
growth of a sustainable and inclusive SME /
SMI sector formulated and implemented.
Clean production strategies—including
waste management and climate change
mitigation measures—promoted and
adopted in priority industrial sectors.
Targeted initiatives to enhance production
and use of low-cost sustainable energy
solutions, particularly among poor
households, piloted at community and
national levels.
Policies and support mechanisms for
inclusive trade and development in place.
Women are better able to participate in and
benefit from engagement with the global
trade system.
Key decision-makers are able to conduct
demographic research and utilise data in
the formulation of economic and labour
policies.
All key disaster management institutions
establish effective risk assessment, hazard
mapping, coordination and oversight
mechanisms at federal, provincial and
district levels addressing the concerns of
vulnerable population.
PDMAs, DDMAs and service providers
develop contingency plans that respond to
community and individual level
vulnerabilities.
DMAs and other institutions including line
departments at national, provincial, and
district levels are better prepared and able
to respond to and reduce risk.
Community-based mitigation and
preparedness programmes established and
function effectively.
Policies and programmes for integrated
natural resource management and climate
change adaptation and mitigation
developed and implemented at national,
provincial and community levels. [08/07]
One UN Programme II
3.2.2
3.2.3
3.3 Vulnerable populations benefit
from improved prevention, risk
reduction & response
(mitigation), and are assisted to
reach development goals
including MDG targets
3.3.1
3.3.2
3.3.3
4
Strengthened
governance
and social
cohesion
3.4 Country policies, plans &
institutions are enabled to
prevent & manage narcotics
trafficking-related challenges
4.1 The capacity of institutions to be
more democratic and
accountable is strengthened,
including, inter alia, the
engagement of civil society
organisations, media and
academia.
3.4.1
4.1.1
4.1.2
4.1.3
4.1.4
4.2 Rule of law and public security
institutions strengthened to
enhance public trust and social
stability, and to provide
improved safety and security,
including measures to address
transnational crime and
trafficking
4.2.1
4.2.2
Key institutions at provincial and district
level design and implement [communitybased] integrated natural resource
management strategies in environmentally
fragile eco-systems.
Knowledge and advocacy platform on transboundary water issues and best practices
for integrated water resource management
established.
Comprehensive plans are in place to
provide the most vulnerable populations
with reliable, comprehensive information
and options to cope with the effects of
climate change.
Right holders including vulnerable children
and women, are increasingly resilient with
improved capacity to assess, mitigate and
respond to disasters.
Crisis affected communities have access to
training, entrepreneurship, livelihood
opportunities and community infrastructure
during early recovery & rehabilitation.
Relevant institutions establish and maintain
central disaggregated data base for the
exchange of information on cross-border
issues
National legislation reflects commitments to
human rights and relevant UN Conventions
and treaties.
Federal and provincial committees and
secretariats are better able to carry out
effective oversight.
Civil society and media are better able to
promote participation of people in
democratic processes and public dialogue
and discourse.
The electoral administration, systems and
processes of the Election Commission and
its field offices are reformed and aligned
with international standards and best
practices.
Effective and efficient structures and
mechanisms in place and operational to
ensure that the poor and marginalized are
better able to access justice.
Communities, including rural poor and
refugees benefit from grievance redress
mechanisms.
29
One UN Programme II
4.2.3
4.3 Improved accountability and
access to quality social
protection and other services for
excluded and vulnerable people
4.3.1
4.3.2
4.3.3
4.3.4
4.3.5
4.4 Strengthened decentralised
governance
4.4.1
4.4.2
5
Gender
Equality and
Social Justice
5.1 Government and civil society are
active and accountable in
eliminating discrimination
against women and girls
5.1.1
5.1.2
5.1.3
5.2 Political, economic, social &
legal rights of all, & especially
excluded groups, are respected,
protected & fulfilled, including
through institutional
strengthening & capacity
development of duty bearers
30
5.2.1
5.2.2
The criminal justice system is better able to
identify and respond to national and
transnational crime.
Social protection policies and legal
frameworks harmonized with relevant
international treaties ratified by Pakistan,
and reflect regional best practice.
National and provincial institutions have
enhanced capacity and robust systems to
implement social protection and social
insurance schemes for the most vulnerable.
Duty bearers and right holders are aware,
motivated and practice/promote peace
building.
Transparent and accountable registration
services are available for children, refugees
and other target groups.
Policies and institutions for refugees
management developed and strengthened.
Relevant legislation and policies developed
at the provincial/area and district levels to
facilitate equity, sustainability and
inclusiveness.
Provincial institutions/departments
undertake reform to carry out their
functions in line with the 18th Amendment.
National laws and legislation are revised to
bring them into line with international
frameworks on women’s rights [in particular
CEDAW and CRC]
National, provincial and area policy-makers
and planners are able to collect, analyze
and use high quality sex disaggregated data
to address biases that prevent women and
girls from fulfilling their rights.
Civil society and women’s groups have
enhanced lobbing capacity to demand
accountability and advocate for the
implementation of women friendly
legislation.
National and provincial/area policies,
strategies, capacities and programmes
targeting the most marginalized children
and youth are coherent, complementary
and promote collaboration.
National and provincial/area policies,
strategies and programmes that reduce
exploitation and promote decent work,
targeting the most excluded groups, are
One UN Programme II
5.2.3
5.3 Human rights institutions
strategically positioned, &
advocating for integrating
human rights at all levels
5.3.1
5.3.2
5.3.3
6
Food and
nutrition
security for
the most
vulnerable
groups
6.1 Household food security
increased
6.1.1
6.2 Nutrition security increased,
especially for vulnerable and
excluded groups
6.2.1
6.2.2
6.2.3
coherent and complementary, and promote
collaboration.
National & provincial polices, strategies and
programmes protect the rights of excluded
groups.
Capacity of NHRIs to promote and protect
human rights at national and provincial
levels strengthened.
Civil society and human rights bodies are
able to act as independent monitoring and
reporting mechanism on the status of
human rights.
Relevant government and civil society
mechanisms to monitor and report on the
implementation of the concluding
observations and remarks of the
committees of all relevant International
Treaties and Conventions are functioning
effectively
Integrated responses to improve food
security.
Provincial /regional governments have
developed and implemented nutrition
policies, strategies, and plans to address
malnutrition among the most
disadvantaged /vulnerable population
groups.
Vulnerable population groups have
improved their nutritional practices i.e.
infants, young children, pregnant and
lactating women, adolescent girls.
Effective prevention and treatment of acute
malnutrition in the targeted communities.
31
32
Steering
Comm
GB
Steering
Comm PAK
Steering
Comm
KP
Steering
Comm Sindh
Steering
Comm FATA
Steering Comm
Punjab
Steering
Comm
Federal
Steering
Comm
ICT
Steering
Comm
Balochistan
Oversight Committee
SPA3
SPA2
SPA1
SPA6
SPA5
SPA4
SPA WORKING GROUPS
UN Resident Coordinator
High Level Committee
UN Communications Group
Operations Management
Team
Programme Management
Team
UN Country Team
One UN Programme II
Annex 2: OP II Management Structure
MRRC
MRRC
SubWorking
Groups
MRRC
SPA 3
SubWorking
Groups
SPA 2
SubWorking
Groups
SPA 1
MRRC
MRRC
SubWorking
Groups
MRRC
SPA 6
SubWorking
Groups
SPA 5
SubWorking
Groups
SPA 4
SPA WORKING GROUPS
ICT
Sub-Working
Group
Procurement
Sub-Working
Group
UN Communications
Group (UNDG)
Budget &
Finance
Sub-Working
Group
Human Resources
Sub-Working
Group
Operations Management Team (OMT)
HACT Taskforce
Planning,
Monitoring &
Evaluation Group
Programme Management Team (PMT)
One UN Programme II
33
One UN Programme II
Annex 3: TOR for the High Level Committee (HLC)
Mandate
The High Level Committee (HLC) serves as the highest strategic decision-making body for issues
concerning the UN Reform in Pakistan. The HLC has an oversight role in implementation of the One UN
reform process and serves as forum to set up a strategic dialogue to help the UN system, Government
and the development partners to oversee the overall progress of Delivering as One (DaO) for which
Pakistan is one of the eight pilot countries.
Responsibilities
The HLC plays a key role to guide the overall design and endorsement of the One UN Porgramme
through the following functions:
1.
2.
3.
4.
5.
Provide strategic guidance to the UN Reform in Pakistan and the areas of engagement for the
One UN Programme.
Ensure alignment of the One UN programme with national, provincial and regional priorities as
DaO pilot country.
Based on findings of the Oversight Committee, review the One UN Programme implementation
to ensure that it is closely aligned with the results framework.
Serve as a forum for the consideration of strategic/policy issues that may impede the
implementation of the One UN Programme and to suggest remedial actions.
Decide on changes in current practices of UN assistance in line with the recommendations of
the Paris Declaration on Aid Effectiveness and Busan Declaration.
Composition
Membership of the HLC will be based on representation from the following stakeholders groups to
ensure timeliness of guidance and strategic decisions making:
1.
2.
3.
4.
5.
6.
Secretary EAD
SPA Conveners
Representative of donors/ Member states
Representatives of Federal Ministries/ bodies
Representatives of provincial and regional governments
Member
Member
Member
Member
Member
Member
Meeting Frequency
The HLC will meet on annual basis though it can also meet more than once a year, if need be.
34
One UN Programme II
Annex 4: TOR - OPII Oversight Committee for One Programme II
Mandate
The Oversight Committee is an overarching monitoring and review forum of the One Programme (OP
21
II) in Pakistan. Being a sub-committee of the High Level Committee (HLC) , the Oversight Committee
will monitor and review progress on all Strategic Priority Areas (SPAs) of OP II at the broad policy level.
Its mandate is to ensure periodic oversight of the overall implementation of OP II, the coherent
allocation and use of the Pakistan One Fund.
Responsibilities






Exercise high level monitoring and overview of the overall implementation of OP II, and
providing guidance and facilitation, as appropriate.
Review agencies progress made at the joint output and outcome levels on the implementation
of OP II and its components and report to the High Level Committee on related findings.
Undertake joint reviews of the Operational Plan with Administrative Area Steering Committees
(SCs) and take stock of any modifications made in the Operational Plan to keep it context and
time-sensitive.
Review and endorse UNCT recommendations on the allocation of unearmarked contributions
in the One Fund in accordance with the agreed OPII documents and results framework.
Provide strategic oversight to the allocation of the Pakistan One Fund and take stock of the
earmarked contributions received in the One Fund.
Manage the implementation of mid-term review and the final evaluation of OP II.
Composition
22
The Oversight Committee has the following composition .
1.
2.
Secretary EAD
SPA Conveners invited as required.
Co-Chair
Co-Chair
Meeting Frequency
The Oversight Committee will meet biannually. With regard to the decisions and oversight of the One
Fund Provisions, the Committee will meet as required.
21.
22.
The Oversight Committee can also act on behalf of the HLC, if need be.
EAD and RC may invite representative(s) of any other organization(s) for the meeting of Oversight Committee, as appropriate.
35
One UN Programme II
Annex 5: TORs - OPII Administrative Area Steering Committees (SCs)
Mandate
Steering Committees will be formed in each of the eight geographic areas in Pakistan one federal, 1 ICT,
4 provinces and 3 regions. As a geographic representative body with senior government and UN
representation, the SCs will provide strategic oversight and guidance to the One UN engagement in the
respective provinces and regions.
Responsibilities:



Provide guidance to One UN output level strategic plans and projects/ activities reviews and
progress reports;
Ensure provincial/ area ownership of the One UN plans, reviews, reports and evaluations in line
with national/ provincial/ area government's development priorities;
As permanent members of the High Level Committee, the Steering Committee Chair is to
represent provincial/area strategic interests and agreed UN programme at the High Level
Committee (HLC) deliberations.
Co-Chair arrangement:
Senior provincial/area government representative to co-chair the SC together with the relevant UN
agency officially assigned by the UN Resident Coordinator (RC)/UN Country Team (UNCT) as co-Chair23.
Membership:
EAD representative, key provincial/area line departments, UN agencies with activities in the
region/province, key CSOs and donors. Private sector and academia is to be invited on a needs basis.
Authority:
As a representative body of a province/area, the Steering Committee will provide strategic oversight to
One UN's One Programme implementation, reviews, and progress on the results achieved.
Meeting Frequency:
The SC will hold its meeting as required but not less than twice a year on predefined dates. Designated
provincial/area government focal point will be responsible for convening the meetings.
Approach to UN's engagement:
Working closely with their provincial/area counterparts, the UN agencies will develop provincial/area
activity plans, reviews, and progress reports ensuring government line departments' consensus. The
23.
36
List of UN Co-chair agencies appended at annex-A
One UN Programme II
resulting agreed activity plans, reviews and reports requiring strategic oversight and ownership will
subsequently be consolidated into a One UN agenda and presented to the respective Steering
Committees for consideration.
Methodology:
Steering Committees will have the flexibility to form and dissolve working groups on a needs basis for
specific planning or related purposes.
Responsibilities of the UN Co-Chair Agencies:
Ensuring that all agencies (irrespective of presence in province/region) are systematically invited and informed of
the SC meetings, proceedings, decisions and follow-up arrangements.
37
One UN Programme II
Annex 6: TORs - SPA Conveners
Mandate:
Consistent with the results based management approach underpinning the One Programme II and teh
Deliverying as One Standard Operating Procedures, the management arrangement is designed to
ensure that the Resident Coordinator and UNCT maintain focus on the achievement of the results of the
six strategic priority areas. It is with this principal objective that the role of SPA Convener is introduced in
the management arrangement of OPII.
Key roles and responsibilities:
The SPA Convener role is reflected at all key levels of the OPII management arrangement. An agency that
is an SPA Convener carries functional responsibilities through its programme staff in the deputy HoA in
the Programme Management Team and through programmes staff in the SPA MRRCs. Following are
the key elements of this in relation to the internal and external engagement of the SPA Conveners.
A.
Internal to UN system:
At the UN Country Team The SPA Conveners at the Head of Agency level will have direct
responsibility towards the RC and the UNCT for keeping them updated on the progress,
shortcomings and issues related to specific SPA results in compliance with the M&E plan. PMT
updates and reports, as envisaged in the M&E plan, together with regular bilateral meetings
with these institutions will be the main sources of information updates for the SPA Convener
Heads of Agencies. SPA Conveners are also responsible for spearheading resource mobilisation
efforts within their SPA.
At the Programme Management Team - the deputy HoAs (programme) making part of PMT will
carry dual roles of:


In collective capacity - ensure One Programme coherence, progress and consistency
across all the SPAs
In individual capacity - ensure that their respective HoAs, as SPA Conveners, are kept
informed of progress and alerted to issues related to the SPA for which their agency is
the convener.
At the Monitoring and Reporting Committee the technical representatives of the SPA
Conveners will act as chair/co-chair of the respective MRRC, with direct responsibility for
coordinating effective progress monitoring and reporting on the results of that specific SPA.
The individual agencies will act independently in carrying out their outputs, and are therefore
not foreseen to be either coordinated or managed by the SPA Conveners, with the exception of
when required by the RC/UNCT in specific cases. Individual agencies will primarily carry the
responsibility for coordination with their respective counterparts internal and external, in
relation to agency-specific outputs.
38
One UN Programme II
In relation to joint outputs and outcome results, all agencies will ensure that the respective SPA
conveners are provided the required information and updates. At the MRRC level, information
will be compiled and analysed particularly in order to prepare progress reports. At the RC and
UNCT levels, agencies are to provide SPA Conveners with information on particular bottlenecks,
challenges and gaps in SPA implementation. As such, all agencies contributing to the SPA results
will be responsible for providing timely information to the SPA Convener in the context of
monitoring, review, analysis and reports associated with the SPA.
The SPA Convener role towards UN agencies will primarily be that of facilitator and enabler in
the broader context of SPA results.
B.
External to UN System:
The Resident Coordinator is the leader and key interlocutor on behalf of the UN Pakistan with
the external partners for all strategic programme, coordination and operational issues related
to OPII. The SPA Convener's role is primarily to advise and assist the Resident Coordinator on
issues related to Strategic Priority Areas. In addition, SPA Conveners:

will act as the facilitator and point of reference in ensuring that external counterparts are
directed to the relevant UN agencies when the issues involved relate to a specific
agency's output or activity. This will not affect the direct interactions expected between
agencies and their counterparts in relation to OPII outputs;

will on all strategic issues requiring a UN position or point of view, ensure that the RC is
briefed and consulted prior to taking any action. Where necessary, the RC will consult
the UNCT for advice and decision-making first;

will not carry a de facto coordination role with the external counterparts on SPA-related
issues on behalf of the UN system unless this is agreed to and clearly delegated by the
RC/UNCT in specific cases;

will spearhead resource mobilisation efforts on behalf of the UN system in matters
pertaining to the SPA;

will assist the RC in the external engagements related to specific SPAs and ensure that
he/she is provided with necessary updates, briefs and documentations.
Principles for SPA Convener engagement:



Conveners for each SPA will have to be agreed by RC and UNCT jointly.
SPA Conveners will be assigned for a period of 18 months. The RC & UNCT will review the SPA
Convener arrangement before the completion of the rotation period with the view to confirm,
rotate or replace agencies as appropriate.
One agency can be convener for only one SPA at any given time.
More than one co-convener can be assigned for an SPA. However, one designated principal convener
will, on a rotational basis, be responsible to the RC for updates on the SPA.
39
One UN Programme II
Annex 7 : TORs SPA Working Groups (SPA WG)
Mandate
A SPA WG is the structure chosen by the UNCT to contribute to outputs as defined in the OP II (20132017) Operational Plan in a coordinated and effective manner. The overall objective of SPA WGs is
therefore to enhance efficiencies, improve coherence and reduce transaction costs for the UN,
implementing partners and other stakeholders.
SPA WGs will operate as a joint working mechanism co-owned by the participating UN agencies and will
be convened by the head of a UN Agency appointed by the RC in consultation with the UNCT. The UNRC
will also appoint a UN head of agency as co-convener to serve during long absences of the convener. The
SPA WG are diverse in size, structure, management and coordination modalities. Each SPA WG
comprises staff from various UN Organizations who will work together on the issues assigned to that
SPA WG to ensure the achievement of outputs, UN coordination, institutional learning (across UN
organizations) and UN staff development. If a SPA WG so chooses, it may have different types of
membership; e.g. a core group of full members and a broader group of associate members.
SPA WG will recommend UN agencies best placed to lead specific areas of work. With the aim of
achieving optimal use of human resources and to make concerted action on specific thematic issues
easier, a SPA WG may chose to establish sub-working groups responsible for specific technical areas.
Membership of these sub-working groups will be determined by the SPA WG Conveners based on the
specific mandate of each SPA WG.
Members of SPA WGs
Each SPA WG Group consists of nominated staff from participating UN Agencies working together in a to
achieve specific thematic area. In addition to the technical staff the groups will include professionals in
the areas of Gender, Culture and Human Rights, HIV/AIDs, communication and monitoring and
evaluation. Each SPA WG will be supported by a dedicated Monitoring, Review and Reporting
Committee (MRRC) and will form sub-working groups as necessary.
Key Functions:
SPA WGs will serve the following functions:



40
Ensure coordination to contribute effectively to specific outputs, including joint planning /
programming, with particular emphasis on maximizing synergies, and where possible jointly
undertaking implementation, monitoring and evaluation activities. SPA WG will advise
concerned management bodies. However they will not have a management function and will
not form a new management layer;
Conduct a planning meeting to agree on the overall priorities and main strategies to be
implemented the following year;
Develop common annual work plans (AWP) and the Conveners will be responsible for the
overall planning, implementation, monitoring and ensuring follow up;
One UN Programme II







Conduct an Annual Review to assess progress and achievements in the previous year and agree
on recommendations for the following year;
With support of MRRCs, SPA WG prepare an annual report using a standard format with an
analysis of implementation, level of progress and recommendations for following year. This will
feed into the annual report;
Maintaining a dialogue and coordinating with the UN co-chairs of the administrative area
steering committees to ensure coherent programme implementation;
Support joint resource mobilization efforts at the SPA level as well as foster, promote and
strengthen donors' relations at the thematic level.
Monitor, review and report against the progress made in achieving the outputs and contributing
to the outcomes of the OP II.
Prepare Annual SPA WG Reports providing detailed information on programmatic results and
use of funds. Information from all the SPA WG Reports will be compiled in the OP II Annual
Report prepared and distributed by the RCO to all relevant stakeholders;
Establish an internal communication system for sharing information between SPA WG and
UNCT suitable for the respective SPA. The Conveners are responsible for the communication to
other SPA WGs, as well as for maintaining records with all relevant information about the work
of the SPAs.
The Conveners are responsible for the communication to other SPA WGs, as well as for maintaining
records with all relevant information about the work of the SPAs.
Accountability
Participating UN Agencies are accountable to the SPA conveners for their contribution to the annual
work plan. The SPA conveners are accountable to UNCT and RC. While the management and financial
accountability remains with individual UN Agencies and their National Implementing Partners,
accountability for the results and OP II reporting of the results as identified in the OP II M&E plan lies
with the SPA WG for those areas which fall under its responsibility. So the Conveners are accountable to
the UNCT and the UNRC for the coordination, planning and monitoring of the results that the SPA WG
covers, as well as the actual implementation of the key functions of the SPA WG.
While the Conveners will strive for consensus, they are entrusted with the necessary level of authority
to make decisions on SPA WG programmatic priorities, joint interventions and measures that may be
required to ensure the successful implementation of the OP II in line with UN and Government
regulations.
The SPA Conveners will decide with relevant partners on the appropriate modality and format for a
coordinated dialogue and ensure the effective involvement of all stakeholders (GOP, UN, Donors,
Academia, NGO, civil society, and Private Sector) in the SPA WG. The Conveners will also identify ways to
use the DRG structure as a platform for policy dialogue between all development partners.
41
One UN Programme II
Annex 8 : TORs - Programme Management Team (PMT)
Mandate
The Programnme Management Team comprises deputy heads of agencies or head or programme, or
their equivalents, and acts as a technical advisory body to the RC/UNCT. Specifically, the PMT will:



advise and assist RC/UNCT with the planning, monitoring, reviewing and reporting of One
Programme II results and resource mobilization both along and across the SPAs, ensuring
alignment with normative programming principles.
advise and regularly update the RC/UNCT on OP II progress and areas requiring attention both
collectively and individually where relevant as per the demands of the SPA Convener role.
Guide, provide quality assurance to, and manage the work of the Planning, Monitoring and
Evaluation Working Group ensuring that focus is maintained on monitoring the achievement of
results.
Responsibilities:
Planning

Identify, prioritize and recommend programmatic measures aimed at ensuring coherence and
consistency in the delivery of One Programme to RC/UNCT for decision making. This will
include review of the agreed results framework - at both Outcome and Joint Output levels, to
ensure that the performance measures are updated, consistent, measurable and realistic.

Ensure that programme approaches and strategies adopted across Administrative Area areas
by the UN agencies are aligned and shared uniformly to maximize programmatic synergies and
capitalize on the emerging best practices across the regions and provinces.

Ensure that an OP II Annual Workplan is developed and approved by the UNCT.

Develop Annual PMT Management Plan identifying key achievement targets and schedules, for
the review and approval of RC/UNCT.

Advise RC/UNCT on the approaches necessary for ensuring that humanitarian and recovery
planning maintain focus and build towards the development objectives of the One Programme.
Monitoring and Reporting

Guide and manage the work of the PME in the development and implementation of monitoring,
review and reporting plans and formats for the OP II.

Manage and guide MRRC work in the design, implementation and updating of M&E Plan for
OPII.

Provide quality assurance to the Annual Progress Reports, Mid-term Review and Final
Evaluation, and related processes.
42
One UN Programme II

Ensure SPAs define the missing baselines and MOVs for the outcome and output indicators
within the first year of OPII.

Ensure RC/UNCT are regularly updated on overall One Programme progress, and suggest
measures necessary for efficient (timely) and effective (results-based) contribution towards
achievement of outcome results both across and within SPAs. Provide relevant information on
individual SPAs through SPA Convener function, where relevant, to the SPA Convener HoA.

Manage the use and updating of One UN information systems, especially One View, ensuring
data and information are consistent with the programming requirement of the UN agencies,
and remain relevant to the information interest of government, donors and civil society.

Regularly update the RC/UNCT on the progress and difficulties of implementing Annual PMT
Management Plan.
Resource mobilization & donor relations:

Advise and support RC/UNCT on approaches aimed at improving awareness among donors and
counterparts concerning OPII progress and achievements.

Advise and assist the RC/UNCT with the design and implementation of a One UN resource
mobilization strategy.

Support the implementation of the UN Communications Strategy.

Design and recommend to RC/UNCT the principles and criteria for the allocation of
unearmarked resources from One Fund.

Review and recommend to RC/UNCT the projects and activities for resource allocation from
One Fund.
Meeting Frequency:
PMT will meet regularly to implement its management plan, follow the work of the SPA WGs, and to
meet the advisory requirements of RC/UNCT. The PMT should meet on a fortnightly basis in
preparation for the UNCT meeting.
Chair:
The RC/UNCT will appoint two co-chairs from two agencies for a minimum period of 18 months to
ensure that at least one “reporting period” is covered by the co-chairs. The appointments will be
reviewed by the RC/UNCT and rotated among other agencies as needed.
PMT Co-chairs will attend UNCT meetings on regular basis and will ensure that information flow
between the two institutions is both regular and timely.
43
One UN Programme II
PMT co-chairs will liaise with OMT co-chairs on a regular basis to ensure programme and operations
plans and requirements are adequately aligned.
Reporting:
PMT collectively will report directly to the RC/UNCT through regular progress reports. In addition, PMT
co-chair will regularly report at the UNCT meetings on achievements and constraints, with dual
objective of keeping UNCT informed and also to ensure timely decision making on critical OP II aspects.
Where relevant, this will be done in consultation with responsible SPA Conveners.
Membership:

Restricted to the UN agency Deputy Heads of Agency / Programme or equivalent only. HoAs
to nominate both permanent member and alternate to PMT. Permanent alternates to
attend only when PMT member is travelling or cannot exceptionally attend.

RC/UNCT to review and approve PMT membership list proposed by the HoAs, ensuring
required seniority and experience requirements are met.

PMT to monitor and review the attendance of its members, and accordingly update RC/UNCT
on members failing to attend three consecutive meetings.

The UNRCO will be represented on the PMT by the Head of the Office or an alternate appointed
by the RC.
Working arrangement:
PMT will be responsible for organizing its meetings, all preparatory work, taking minutes and ensuring
follow-up on its decisions. These responsibilities will be decided and the necessary resources assigned
by the Co-Chairs in consultation with PMT members.
Costs for holding meetings will be shared among the PMT members on a rotational basis. Costs related
to major meetings and workshops will be shared by the agencies. Costs related to travel of members to
the provinces and regions for PMT work will be borne by the respective agencies.
44
One UN Programme II
Annex 9 : TORs SPA Monitoring, Reporting and Review Committees (MRRCs):
Mandate
The SPA Monitoring, Reporting and Review Committees (MRRCs) are sub-groups of the SPA Working
Groups and are responsible for monitoring the SPA level M & E and Results Frameworks, as contained
in the Operational Plan, and ensuring that the baselines, targets and indicators are established
25
appropriately, and for verifying the reported figures and data .
Purpose
The SPA MRRCs will provide coordination and quality assurance to ensure high-quality reporting on
progress and identification of constraints on achieving joint outputs and outcomes as articulated in the
Operational Plan.
Authority
Under the overall guidance of the SPA and in collaboration with the Planning, Monitoring and
Evaluation Group (PME), the MRRCs will have both the responsibility and authority to receive
updates/reports on the progress, both programmatic and financial, against joint output level targets
and indicators directly from the focal person assigned by each agency for each of the OPII outputs in
their portfolio.
The focal persons assigned by the agencies will be accountable to MRRCs for ensuring that required
programmatic and financial information duly approved - is provided in a timely and consistent
manner, as per agreed templates.
The MRRC Co-Conveners have the responsibility to ensure results-based reporting compliance in line
with the requirements of the reporting templates and requisite guidance.
Responsibilities of the MRRCs




25.
Ensure that baselines have been identified and established for each of the targets in the
Operational Plan
Collecting inputs from all participating agencies for the respective MRRCs and ensuring
adherence to quality results based results reporting standards for annual reporting as per
SPAs.
Assess the quality of the results in the operational plan to ensure that all joint outputs and
performance measures are results based and are compliant with operational plan
development guidelines
Ensure there is clear and timely flow of information to and from Administrative Area Steering
Committees and that appropriate support is provided in relation to implementation of the
Review, Reporting and Evaluation Plan.
One UN Programme II (2013 2017)
45
One UN Programme II




Ensure all deadlines are met as per the agreed Review, Reporting and Evaluation Plan; provide
timely feedback to the SPA WG in case of issues especially in relation to reporting and reviews.
Prepare an annual SPA M&E calendar that is to include:
Reporting and coordination meetings.
Coordination of the preparation and finalization of agency inputs for each respective SPA to the
OPII Annual Report


Uploading requisite information to the UN One View system as required
Timelines for preparation for Annual Progress Reviews and Reports.
Reporting:
MRRCs will work closely with and report to the SPA Working Group, whilst maintaining close links with
the PME.
Meeting Frequency:
MRRCs will meet regularly to ensure SPA-related monitoring and reporting targets and requirements
are achieved. Frequency of these meetings will be decided by the MRRCs in consultation with the SPA
Working Group.
Chair:
The Chair and co-chair for each MRRC will be determined by the SPA conveners and revised based on
changes in the SPA convener agencies assigned by RC/UNCT as required.
MRRC Chairs will attend PME or PMT meetings as required to ensure timely and regular information
flows between the different fora and invited by the SPA convenors and PMT/PME chairs..
Membership:
1)
Each of the UN agencies that are participating in a given SPA will place one technical staff and
one alternate on the relevant MRRC. The MRRC members must meet following requirements:



2)
3)
4)
46
Well experienced in programme monitoring, evaluation, review and reporting
Strong background and understanding of Results Based Management
Strong commitment to UN interagency partnerships and coordination
Head of Agencies to nominate both permanent member and alternate to MRRC. Alternates to
attend only when permanent member is travelling or could not exceptionally attend.
RC/UNCT to review and approve MRRC membership list in consultation with PMT/PME,
ensuring required experience requirements are met.
SPA conveners to monitor and review the attendance of MRRC members, and accordingly
update RC/UNCT on members failing to attend three consecutive meetings.
One UN Programme II
Annex 10 : TORs Planning, Monitoring and Evaluation Group (PME):
The Planning, Monitoring and Evaluation Group is a sub-group of the PMT mandated to ensure
uniformity and standardization of reporting and to ensure overall compliance with operational
guidelines.
Responsibilities:
The PME will provide technical advice and support to the PMT regarding its OP II monitoring, reporting,
reviewing and planning functions. The PME will be responsible for:

Preparing standardized reporting templates and associated guidance notes for monitoring of
progress against the operational plan, as well as for annual results reporting;

Prepare an M&E calendar and support the PMT to ensure that the SPA WGs comply to the
Review, Reporting and Evaluation Plan;


Prepare an annual M&E calendar that is to include:
-
Reporting and coordination meetings.
Timelines for collection of necessary reporting inputs from SPA WGs.
Coordination of compilation of OPII Annual Report
Timelines for preparation for Annual Progress Reviews and Reports.

Ensuring that the respective MRRCs adhere to the appropriate guidelines and provide
substantive feedback and/or inputs to the MRRCs to ensure quality results based reporting;

Collecting inputs from all participating agencies for the SPA WGs and ensuring adherence to
quality results based reporting standards for annual reporting and ad hoc reports;

Design a template for the Annual Workplans and an accompanying guidance note;

Review of Annual Workplans for quality assurance and standardisation;

Support Annual Progress Reviews conducted at Provincial/Administrative level and ensure that
guidance, formats and templates for the reviews are provided in timely fashion and that all
stakeholders are aware of the process which facilitates optimum participation for useful results;

Act as an advisory body to the PMT and RCO on OP II information management and the
development of an OP II Information Management Strategy.

Regularly communicating and updating the PMT.
Reporting:
The PME will report to the PMT and collaborate closely with SPA Working Groups, in particular SPA
MRRCs.
47
One UN Programme II
Meeting Frequency:
The PME will meet at a minimum on a monthly basis to ensure the above stated requirements are
achieved. Frequency of meetings will also be determined by the reporting cycle and PMT/UNCT
requirements..
Chair:
The PME chair and co-chair will be determined by the PMT and reviewed as required.
PME chairs will attend PMT meetings as required to ensure timely and regular information flows
between the different fora and invited by the PMT chairs.
Membership:
The PMT will determine the membership of the PME. Members will be identified according to their
technical expertise and seniority, not their agency. A senior level representative of the RCO will also be
part of the group. The specific requirements of membership include:



Well experienced in programme monitoring, evaluation, review and reporting
Strong background and understanding of Results Based Management
Strong commitment to UN interagency partnerships and coordination
Alternates will not be officially appointed as membership is restricted. A alternates will be allowed to
attend only when a permanent member is not able to attend for a longer period of time and it is agreed
upon by the rest of the PME membership.
Working Arrangements:
Each PME will be responsible for organizing its own secretariat and meeting arrangements, all
preparatory work, documenting minutes and ensuring follow-up on its decisions. The
chairing/convening agency will need to bear the cost of such arrangements, including travel.
Costs for holding meetings will be shared among the PME member agencies on a revolving basis. Costs
related to travel of members to the provinces and regions for PME work will be borne by the respective
agencies.
Cost and arrangement for holding PME meetings/consultations in the provinces/regions will be
managed and borne by the relevant Administrative Area Steering Committee co-chairing agency.
48
One UN Programme II
Annex 11 : TORs - Operations Management Team (OMT)
Mandate
The purpose of the Operations Management Team (OMT) is to provide support and advice to the UNCT
in all identified areas of inter-agency operations activity for their effective implementation and
coordination, including in all aspects of finance and administration, procurement, ICT, human
resources, and other areas such as ICSC, common services, premises and protocol matters.
Objective of the Group
Under the guidance of the UN Country Team (UNCT), make assessments and recommendations to the
UNCT on any activities requiring their approval including joint initiatives on the effectiveness of existing
common services, identifying new services/activities for efficient and effective implementation, and
planning and managing the services/activities as per the governance framework depicted under this
Terms of Reference.
Under UN reform, the OMT will assume a much larger role. The ultimate goal is to aim for a common
platform for all UN agencies where the common services and operational needs of all can be met.
Responsibilities and Tasks





Identifying, assessing, prioritizing and planning activities to be included in the common services
work plan.
Seeking approval from the UNCT to proceed with activities identified in the form of a work plan.
Implementing the activities of the approved work plan. These activities will be undertaken in an
open and transparent manner, with as much participation amongst interested agencies as
possible.
Ensuring that large contracts negotiated by the OMT are covered by a 'Memorandum of
Understanding' (MOU) between participating agencies
Carrying out, either directly or through working groups, all approved activities in the work plan
within the agreed-upon timeframes and budget resources, while ensuring:
-

that the agreed-upon rules and regulations of the UN lead agency are adhered to for all
contracting, procurement, etc.
openness and transparency in processes and decision-making
Establish task forces/subcommittees, where necessary, to carry out detailed studies on how to
implement specific common services. For each task force:
-
Develop Terms of Reference.
- Appoint a leader who is an appropriate member of the OMT.
- Report as a group to the OMT on a regular basis or as otherwise agreed upon.
- Decide on a UN Agency best suited to manage the particular common service to
designate as a Common Services Manager.
49
One UN Programme II
-
Analyze bids, shortlists and interviews and select service providers to be submitted to
the OMT for review and approval.
Determine appropriate performance measurements including performance indicators
and benchmarks for each common service.
Submit proposals and budgets to the OMT for final review and submission to UNCT for
decision-making and approvals.
Draw up schedule of payments by UN Agencies for services rendered.

Ensure implementation is transparent, internal control measures are in place and activities are
undertaken with as much participation amongst relevant interested agencies as possible.

Ensure that the Common Services Account is managed as per existing/new MOU's governing
cost-sharing arrangements.
Membership
The most senior Operations/ Administrative Managers of all agencies or their designated alternates.
Other staff from participating agencies/entities based on their area of expertise and membership of
assigned Task Forces. Members are required to attend OMT meetings regularly. Attendance sheet will
be presented to the UNCT on a monthly basis.
Chair
The OMT co-chairs will hold the positions for one calendar year. The OMT co-chairs will also attend
monthly UNCT meetings to update them about progress of operational matters.
Minutes
Due to the importance of minutes and their accurate reflection of the meeting, they will be circulated in
draft form to OMT members and their alternates for comments and corrections before they are
finalised and sent to the UNCT. The preparation of the minutes will be the responsibility of the Resident
Coordinator's Office and be prepared as quickly as possible and circulated by e-mail to OMT members.
This should be done within 1 week of the meeting to allow time for feedback and finalisation before the
UNCT meeting. The format of the minutes should follow the template developed for this purpose.
Methodology



50
Consensus - OMT is an advisory body and should make recommendations to the UNCT based on
consensus. In case no consensus can be reached by OMT members the UNCT should be
presented with the different views.
Voting - on actions requiring a vote, each agency will be entitled to one vote, regardless of the
number of representatives present.
Confidentiality - most discussions and reports are in the public domain and therefore can be
shared openly. However, members are required to uphold the confidentiality of sensitive
information when it is explicitly classified as such.
One UN Programme II

Working Groups - the OMT has the authority to set up Working Groups to accomplish
activities/tasks relating to the work plan or assignments delegated by the UNCT. The
membership will be decided by the OMT and should be identified based on competency and
value added. The co-ordinating agency/Chairperson should be selected for their knowledge of
the activity and/or agency strength in that particular field.
Reporting
The OMT will report monthly to the UNCT on the CS Work Plan and other relevant matters by ensuring:


a briefing from the co-chairs at the monthly UNCT meeting
distribution of the approved minutes of the monthly OMT meeting
The OMT Working Groups will report back to the OMT on a monthly basis on progress made. The
Chairpersons of the Working Groups are also encouraged to keep OMT members up-to-date on
progress or seek assistance/clarification via e-mail rather than wait for the next OMT meeting.
Meeting Frequency
The OMT will generally meet on a monthly basis unless requested by the UNCT to meet on a more
frequent basis due to urgent matters.
51
One UN Programme II
Annex 12: TORs UN Communications Group (UNCG)
1.
2.
Introduction
i.
Set up in 1998 at the initiative of the United Nations Secretary-General, the United
Nations Communications Group (UNCG) has emerged as a strong unifying platform for
dealing with common communications challenges facing the United Nations.
ii.
The Group, which includes communications offices of all United Nations system
organizations, as well as the Department of Public Information and the Executive Office
of the Secretary-General, holds regular meetings at UN Headquarters, where current
communications issues are discussed. Since 2002, it also meets once a year, at rotating
locations and at the principals level, to discuss policy issues and agree on common
responses and programmes of activity. In addition, several issue-based task forces
work round the year to develop and carry out agreed communications strategies. Thus,
by integrating communications resources of the UN system and devising practical
measures to share their expertise, the United Nations Communications Group creates a
close-knit information network, giving the UN communicators a practical tool to think
and act together.
Ii.
The success of the UN Communications Group is largely determined by its ability to
coordinate activities at the country level. While policies are made at global
headquarters of UN organizations, usually at the principals level, the implementation of
those policies depends on the ability of the country teams to cooperate and coordinate
locally and/or regionally. It was agreed at the Fourth Annual Meeting of the UN
Communications Group (23 24 May 2005, Geneva) that a paper outlining principles
guiding such cooperation would be developed. This paper, prepared in response to the
above decision, presents some ideas that could serve as a basis for a comprehensive
policy on strategic communications for UN field offices.
Proposal
i.
3.
As part of UN reform and harmonization of activities at the country level, United Nations
organizations will create a UN Communications Group as part of each country team.
Terms of Reference
i.
The UN Communications Group (UNCG) at the country level to be known as UNCGname of the country (e.g. UNCG-Pakistan) will seek to strengthen inter-Agency
cooperation in the field of communications and to increase the media profile of United
Nations activities at the national and/or regional level by:



52
providing leadership in communications for the UN Country Team;
identifying new and creative ways to show how UN programmes are delivering
results (emphasizing inter-agency collaboration);
promoting a coherent image of the United Nations;
One UN Programme II
ii.
4.
UNCG-Country will include communications focal points of all United Nations entities
operating in the country and will be chaired by the Director/Officer-in-Charge of the UN
Information Centre (UNIC) or the senior most Information Officer of any UN agency
represented in that country. Recognizing that communications specialists are present in
only a few UN agencies, communications focal points will be appointed by UN agencies
as they may find appropriate. An alternate will also be appointed whenever possible.
Activities
i.
Regular meetings: The Communications Group will meet at least regularly to discuss
common communications issues and challenges, devise common responses and
undertake collective action. Brief summaries or action points agreed will be prepared
and circulated among all communications staff stationed in the country.
ii.
Communications strategies: UNCG-Country will develop communications strategies
based on guidance prepared at the headquarters-level and distributed through the
UNCG Secretariat in New York to undertake national public information campaigns on
UN priority issues. Using the guidelines provided by the UNCG Secretariat, it will adapt
and localize public information mandates, taking into account the national media
environment and local needs.
iii.
Press releases: While each member of UNCG-Country will continue to issue individual
press releases pertaining to individual organization's activities, joint press releases will
be produced on key UN priority issues and activities, such as the Millennium
Development Goals and UN Reform. These press releases issued through/by UNIC will
help the public better understand the integrated nature of the work carried out by the
UN organizations at the country level.
iv.
Calendar of media and public events: To avoid scheduling conflicts and with a view to
better planning of Country Team events, the Communications Group will prepare and
circulate every month a calendar of activities. This will include public events, such as
seminars and other public gatherings and, to the extent possible, media-related
activities, such as press conferences, visits by senior UN officials and launch of reports.
The UNIC will be responsible for producing the calendar, with inputs from all UNCG
members.
v.
Field Missions for Media: The UNCG-Country will periodically organize joint field
missions for members of the local media to showcase coordinated UN system activities
in specific areas (e.g. visit to a refugee camp to underline the work of several agencies).
vi.
Radio and TV Programmes: In countries where local UNICs are able to produce and air
radio programmes through arrangements with national broadcasting authorities
and/or private partners, UNCG-Country members will be invited to contribute stories
and news items to such radio programmes. The UNIC will retain editorial control, but
programme contents will be discussed in advance with UNCG-Country and its guidance
53
One UN Programme II
will be sought on future programming. A similar approach will be taken with regard to
producing TV programmes where such possibilities exist.
5.
Vii.
Electronic newsletter: In order to highlight the inter-related nature of UN work and the
extent of its involvement at the national level, UNCG-Country will circulate a newsletter
every month/fortnight/week (whichever is feasible), aimed at opinion leaders
(Government officials, journalists, academics, NGO representatives etc). By providing
highlights of current activities and informing readers about upcoming activities/events,
the newsletter will serve as a clearing house of information and ideas. The UN
Communications Group will coordinate regular submissions to the UN Information
Centre, which will centralize contributions, package them and disseminate the final
product electronically.
viii.
UN System Information kit: The Communications Group will create a common press kit,
which will include fact sheets dedicated to the work of each UNCT covering the most
important elements related to their activities. It will also include contact details of all
communications focal points and will be offered to all visitors and media
representatives.
ix.
Website: The Information Centre, in close collaboration with the Office of the Resident
Coordinator, will maintain wherever possible - a UNCT website, providing access to the
sites of individual agencies and highlighting collaborative activities of the UN System in
that country. The website will offer a gateway to UN activities in the country and provide
a platform for interaction with partners.
x.
Common observances of important dates and special occasions: Observance of UN
Day and other special occasions provide excellent opportunities to showcase the work
of the United Nations and rally greater support for the Organization at the national level.
Some of the most successful UN days are those led by the Government and to which one
or more UN agency lends support. The Communications Group will encourage relevant
Government bodies to take leadership in recognizing key additional days, e.g. Human
Rights Day, AIDS Day, World Health Day, etc. A working group created by UNCG-Country
will work directly with the concerned governmental agencies and ensure the
involvement of as many local UN agencies as possible. In order to better coordinate
inter-agency cooperation, an annual calendar of special days/events will be prepared
and posted on UNCT website in consultation with all Agencies.
Reporting
i.
54
UNCG-Country will report to the Resident Coordinators as well as to Heads of Agencies
at the country level through the UNIC, which will also serve as the national secretariat
for the Group. An annual review and evaluation of the Group's activities will be
conducted, which will form the basis of an annual progress report. This report will be
forwarded to the UNCG secretariat at UN Headquarters for sharing with all UNCG
members and for posting on the UNCG website.
One UN Programme II
Annex 13 : TORs Pakistan One Fund (2013-17)
I.
II.
Introduction
1.
In 2008, Pakistan became one of eight pilot countries for One UN. The first One
Programme (2008 2012) was signed in 2009.
2.
A second generation One Programme II (2013 2017) continues the One UN reform
process. The One Programme encompasses the developments strategies of all the UN
agencies operating in Pakistan. Through an extensive prioritization and consultation
process coupled with an analysis of the UN's comparative advantage, six priority areas
have been selected for the One Programme II. Through their implementation, the UN
will contribute to the implementation of national development priorities and the
Millennium Development Goals.
3.
A key component required in support of the One UN and the implementation of the One
Programme and its components is the One Fund. With leadership of the UN Resident
Coordinator in consultation with the UN Country Team (UNCT), the Pakistan One Fund
aims to provide a coherent and streamlined platform for resource mobilization, fund
allocation and reporting on the One Programme and its components.
4.
These Terms of Reference (TOR) are in line with the management structures of the One
Programme II and its components, and are subject to periodic review in line with the
dynamic nature of the One UN reform process in Pakistan.
Purpose of the Pakistan One Fund
5.
III.
The Pakistan One Fund will support resource mobilization and the allocation of
resources to the One Programme and its components. It will also support the
streamlining of substantive and financial monitoring.
Description of the Pakistan One Fund
A)
Administration
6.
The UNCT has appointed UNDP as the Administrative Agent of the Pakistan One Fund for
the period of 2013 2017. UNDP will perform its functions of Administrative Agent (AA)
in line with these TORs and in accordance with the UNDG-approved “Protocol on the
Administrative Agent for Multi Donor Trust Funds and Joint Programmes, and One UN
Funds”. UNDP's Multi-Partner Trust Fund Office (MPTF Office), will perform the function
of the AA.
B)
Contributions to the Pakistan One Fund
7.
Contributions to the One Fund may be accepted, among others, from governments of
member states of the UN, intergovernmental and non-governmental organizations,
55
One UN Programme II
international financial institutions, foundations or private sources. Acceptance of funds
from the private sector will be guided by criteria stipulated by the UNCT, agency specific
guidelines, and in the UN system-wide guidelines on cooperation between the UN and
Business Community (the UN Secretary General's guidelines
http://www.un.org/partners/business/otherpages/guide.htm).
56
8.
In line with the objectives of the Pakistan One Fund, and to ensure maximum
programming efficiency, donors are strongly encouraged to contribute multi-year
unearmarked resources to the One Fund. Hence, in line with UNDG guidance, resources
channeled through One Fund should be un-earmarked or softly earmarked, with
earmarking allowed at the sector/thematic level. Earmarking to a specific agency
output is not permitted.
9.
Contributions to the Pakistan One Fund will be accepted in fully convertible currencies.
Such contributions shall be deposited in the bank accounts designated by the
Administrative Agent. The value of the contribution, if made in any other currency
except for the United States dollar, shall be determined by applying the United Nations
operational rate of exchange in effect on the date of payment.
C)
Eligibility for Funding from the Pakistan One Fund
10.
Current Participating UN Organizations in the One Fund for the One Programme I may
continue participation in the Pakistan One Fund for the OP II by concluding an
Addendum to the Memorandum of Understanding (MOU) which has already been
signed with the Administrative Agent. New UN Organisations, wishing to participate,
may do so by concluding the standard MOU with the AA.
D)
Utilisation of the Pakistan One Fund
11.
The Pakistan One Fund will be utilized to meet the unfunded priority results of the One
Programme and its components, including any new initiatives required to respond to
emerging needs. Details are presented in the One Programme document and the
Operational Plan for the One Programme II.
12.
Indirect costs of the Participating UN Organizations recovered through programme
support costs will be 7%. All other costs incurred by each Participating UN Organization
in carrying out the activities for which it is responsible under the Pakistan One Fund will
be recovered as direct costs.
13.
The Administrative Agent will be entitled to allocate an administrative fee of one
percent (1%) of the amount contributed by each donor signing an Administrative
Arrangement, to meet the Administrative Agent's costs of performing the
Administrative Agent's functions.
One UN Programme II
IV.
Governance Arrangements
A)
High Level Committee and the Oversight Committee
14.
The High Level Committee (HLC) is responsible for the oversight of the One UN reform
process in Pakistan.
15.
The HLC has as its subsidiary body the Oversight Committee composed of the Secretary
of the Economic Affairs Division (Co-Chair); the UN Resident Coordinator (Co-Chair);
and a donor reprehensive. The Oversight Committee is responsible for the monitoring
and review of OPII and will also be responsible for steering the Pakistan One Fund. In
this respect, the Oversight Committee has the following responsibilities:



Provide oversight to the management of the Pakistan One Fund
Take stock of earmarked contributions received
Review and endorse UNCT recommendations on the allocation of unearmarked
contributions to the One Programme and its components
B)
UN Resident Coordinator and the UNCT
16.
Chaired by the UN Resident Coordinator, the UNCT is the primary UN forum for
strategic programmatic guidance in relation to priority gaps, windows of opportunity to
achieve programme results and mobilizing resources for the Pakistan One Fund.
17.
After soliciting priority proposals from each SPA and based on the subsequent analysis
provided by the Programme Management Team (PMT), the UNCT will make
recommendations to the Oversight Committee on the allocation of unearmarked
contributions from the Pakistan One Fund.
18.
The overall management of the Pakistan One Fund will be led and coordinated by the
UN Resident Coordinator, who, in consultation with the UNCT, will be responsible for:




Co-chairing the HLC and the Oversight Committee for the allocation of funds for
the One Programme and its components in line with the proposals of the UNCT
Communicating with Participating UN Organisations on decisions of the HLC
and the Oversight Committee, including approved resource allocations
Subject to fund availability, instructing the Administrative Agent to transfer the
approved fund allocations to Participating UN Organisations
Sharing Annual Progress Reports prepared by the Administrative Agent and
other relevant communications with the HLC, the Oversight Committee, donors
and other partners
C)
Support Structures
19.
The PMT will support the identification of funding gaps within the One Programme II
and its components by presenting the UNCT with an updated analysis of the priority
57
One UN Programme II
outputs facing acute funding shortages. This will inform UNCT decision making when
allocating unearmarked funding.
20.
The Resident Coordinator's Office will provide secretariat and other relevant support
services to the management and coordination of the Pakistan One Fund, and as per the
Pakistan One Fund MOU/SAA, with the approval of the UNCT, the costs of such support
may be charged as direct costs to the Pakistan One Fund.
D)
Administrative Agent
21.
The responsibilities of the Administrative Agent will include the following:





V.
58
Receive financial contributions to the Pakistan One Fund;
Administer such funds received, in accordance with the relevant MOU including
the provisions relating to winding up the Pakistan One Fund and related
matters;
Subject to availability of funds, disburse such funds received to each of the
Participating UN Organizations in accordance with instructions from the UN
Resident Coordinator, on behalf of the Oversight Committee;
Consolidate narrative reports and financial statements based on submissions
provided to the AA by Participating UN Organization through the established
One Programme monitoring and reporting arrangements under the overall
guidance of the UN Resident Coordinator and the Country Team;
Provide final reporting, including notification that the Fund has been
operationally disbursed and utilized.
Monitoring and Evaluation
22.
Monitoring and Evaluation (M & E) of the overall One Programme and its components
shall be undertaken in accordance with the monitoring and evaluation framework
detailed in the One Programme Operational Plan. Based on the submissions made
through the established monitoring and reports arrangements of One Programme,
Annual Progress Reports will be consolidated by the Administrative Agent in line with
the agreed upon fund structure. In addition, the Oversight Committee will oversee an
independent mid-term review and final evaluation.
23.
The donor(s), the Resident Coordinator, the Administrative Agent and the Participating
UN Organizations will hold annual consultations, as appropriate, to review the status of
the Pakistan One Fund.
24.
In addition, the Resident Coordinator and the UNCT may commission a regular,
independent lessons-learned and review exercise relating to the operations and
management of the Pakistan One Fund.
One UN Programme II
VI.
Audit
25.
VII.
The Administrative Agent and Participating UN Organisations will by audited in
accordance with their own financial rules and regulations. The 'Framework for auditing
Delivering as One Programmes', provides the basis for a unified internal audit approach
for auditing Delivering as One programmes at the country level jointly by the Internal
Audit Services (IAS) of the Participating UN Organisations, in order to achieve more
coherent governance, enhanced management and increased effectiveness of auditing
Delivering as One Programmes. Where possible, auditing of the Pakistan One Fund will
be conducted in line with this framework.
Reporting
26.
Each Participating UN Organization will provide the Administrative Agent with the
following financial statements and reports:
a)
b)
27.
Each Participating UN Organisation will provide narrative reports through established
OP II operational arrangements, addressing progress made towards joint outputs.
Under the oversight and guidance of the Programme Management Team (PMT) facilitated by the SPA Convener Agency, the Monitoring & Reporting Committees
(MRRCs) will compile and submit to the AA:
a)
b)
28.
Annual financial statements and reports for the period up to 31 December with
respect to the funds disbursed to the Participating UN Organization from the
Pakistan One Fund Account. These reports are to be provided no later than four
months (30 April) after the end of the calendar year.
Certified final financial statements and final financial reports from the
Participating UN Organizations after the completion of the Programme and
including the final year of the Programme, to be provided no later than six
months (30 June) of the year following the financial closing of the Programme.
Annual reports of the progress achieved towards joint outputs. These reports
are to be provided no later than three months (31 March) after the end of the
calendar year.
Final narrative reports at the joint output level, after the completion of the
activities in the One Programme documents and the Operational Plan, to be
provided no later than four months (30 April) of the year following the financial
closing of the Programme. The final reports will include a summary of results
and achievements against the outcomes of the One Programme and its
components.
The Administrative Agent will prepare consolidated narrative and financial reports,
based on the submissions referred to above. Annual financial and narrative progress
reports will be finalized by 31 May and final financial and narrative reports will be
finalized by 31 July. Consolidated reports will be sent to the UN Resident Coordinator
for onward submission to the UNCT, High Level Committee, Oversight Committee and
to each donor that has contributed to the Pakistan One Fund Account, in accordance
with the timetable established in the Administrative Arrangement.
59
One UN Programme II
29.
The Administrative Agent will also provide the Resident Coordinator for onwards
submission to the UNCT, High Level Committee, Oversight Committee, donors and
Participating UN Organizations with the following statements on its activities as
Administrative Agent:
a)
b)
30.
VIII.
60
Consolidated reports and related documents will be posted on the websites of the
UNC T in Pakistan (w w w.un.org.pk) and the Administrative Agent
(http://mptf.undp.org).
Public Disclosure
31.
IX.
Certified annual financial statement (“Source and Use of Funds”) to be provided
no later than five months (31 May) after the end of the calendar year; and
Certified final financial statement (“Source and Use of Funds”) to be provided no
later than seven months (31 July) of the year following the financial closing of
the Pakistan One Fund.
The Resident Coordinator, the UNCT and Administrative Agent will ensure that
decisions regarding the review and approval of One Programme II and its components
funded under the Pakistan One Fund as well as periodic reports on the progress of
implementation of the One Programme and associated external evaluation reports are
posted for public information on the website of the UNCT in Pakistan (www.un.org.pk),
as well as on the Administrative Agent's website (http://mptf.undp.org). Website
postings may also include a record of decisions of the Oversight Committee and UNCT,
summary sheets of approved OPII components, fund level financial and progress
reports, and external Pakistan One Fund evaluation reports, as appropriate.
Termination of the Pakistan One Fund
32.
Utilization of One Fund allocations for OPII to agencies will be time bound and limited
to the utilization period specified in the project document and approved by the
Oversight Committee. Any unutilized amount exceeding this period will have to be
returned to Pakistan One Fund unless time extension is requested by the agency and
approved by the Resident Coordinator & UN Country Team.
33.
The Pakistan One Fund will terminate upon completion of the One Programme II and its
components and after satisfaction of all commitments and liabilities.
34.
Notwithstanding the completion of the initiatives financed from the Pakistan One
Fund, any unutilized balances will continue to be held in the Pakistan One Fund Account
until all commitments and liabilities incurred in implementation of the One Programme
and its components have been satisfied and programme activities have been brought
to an orderly conclusion.
35.
Any balance remaining in the Pakistan One Fund Account or in the individual
Participating UN Organizations' separate ledger accounts will be used for a purpose
One UN Programme II
mutually agreed upon by the donors, the UNCT and the Steering Committee, or
returned to the donor(s) in proportion to their contribution to the Pakistan One Fund.
UNCT Pakistan approval: 06 December 2012
61
62
UN Administrative Area
Coordination Team
members (reps of UN
agencies with activities in
the region/province)
Provincial / Regional
government line
departments and
ministries
Key donors
Key CSOs
UNRC
UNCT
Minister of State
EAD
Secretary EAD
UNRC
Donor
representative
CSO Representative
Deputy-Chairman
ERRA
Chairman NDMA
Private sector and
academia to be invited
on a needs basis
Additional Secretary P&D
& UN co-chair
EAD representative
Secretary EAD
& UNRC
Secretary EAD
UNCT
Administrative Area
Steering Committee
Chairs
Secretaries of line
Ministries (12)
Administrative Area
Steering Committees
Oversight
Committee
High-Level
Committee
OMT chair
UNRCO
PMT chair
Heads of
Agencies
UNRC
UNRC
UN Country
Team
UNRCO
Deputy Heads of
Agencies
PME chairs
Programme
Management
Team
UNICEF & UNWomen
Operations
Managers
UNRCO
UNICEF & UNDP
UNRCO
Communications
Officers
Communications focal
points
UNIC
Operations
UN Communications
Management Team Group
One UN Programme II
Annex 14 : Overview of the Membership of OPII Management Structures
Partner Activities
Use of Information
M & E Capacity
Development
OP II Evaluation
Milestones
Evaluations
Reviews
Monitoring Systems
Surveys / Studies
ACTIVITY
Development
of common
reporting tools
Surveys to
gather joint
output level
baselines (see
details below)
Survey(s)/
studies to gather
information on
OPII outcome
level indicators
(see details
below)
Q1
2013
Q2
Q3
Administrati
ve Area
Steering
Committee
Meetings
Agencies'
annual
reviews;
Update on
performance
measures in
the SPA
results
matrixes
Q4
Oversight
Committee
Meeting
Annual
Progress
Report
Q1
Q3
2014
Q2
Administrati
ve Area
Steering
Committee
Meetings
Agencies'
annual
reviews;
Update on
performance
measures in
the SPA
results
matrixes
Q4
Oversight
Committee
Meeting
Annual
Progress
Report
Q1
Q2
Q3
Midterm
review
2015
Administra
tive Area
Steering
Committee
Meetings
Agencies'
annual
reviews;
Update on
performan
ce
measures
in the SPA
results
matrixes
Q4
One UN Programme II
(to be updates as required)
Annex 15 : M&E Calendar
63
64
Partner Activities
Use of Information
M & E Capacity
Development
OP II Evaluation
Milestones
Evaluations
Reviews
Monitoring Systems
Surveys / Studies
ACTIVITY
Oversight
Committee
Meeting
Annual
Progress
Report
Q1
Q2
Q3
2016
Oversight Committee
Meeting;
Administrative Area
Steering Committee
Meetings
TOR for final
evaluation
developed and
consultant for final
evaluation identified
Agencies' annual
reviews; Update on
performance
measures in the SPA
results matrixes
Q4
Q1
Oversight
Committee
Meeting
Final evaluation
initiated
Annual Progress
Report
Update on
performance
measures in the
OPII
Survey(s)/ studies to
gather information
on OPII outcome
level indicators (see
details below)
Final
evaluation
completed
Q2
2017
Administrative
Area Steering
Committee
Meetings
Q3
Oversight
Committee
Meeting
Final
updating of
OPII
indicators
Q4
One UN Programme II
Rights holders' satisfaction with basic social services
Firms that meet international standards of equitable and fair trade
Firms that are able to enter the export market
Vulnerable persons including refugees provided with sustainable solutions (in target areas)
Federal and provincial institutions utilizing public consultations and information-sharing
mechanisms
Religious minority and indigenous community members at decision-making levels in government
institutions
Participating households with dietary energy consumption of more than 2100 calories per day
for vulnerable persons, including Afghan refugees
Provincial policies and programmes formulated and implemented to address key causes and
consequences of population growth
Population involved in Climate Change initiatives
Community-based Climate Change adaptation and mitigation plans developed and funded
Survey
Survey
Survey
Survey
Survey
Survey
OP II annual review/ special
policy review
Study
Systematic vulnerability
mapping
Survey
Vulnerable and excluded population participating in decision-making processes of social service
providing institutions
Survey
Information Needed for OPII (Outcome Level Indicators)
Based on the given Means of Verification in the OPII and draft SPA results matrix documents, an indicative list of monitoring activities and
information that needs to be collected
List of Surveys, Studies or Similar Monitoring Exercised to be Completed for the Development of Baselines and Targets for Given Performance
Measures, as Reflected to be Pending in OPII at the Outcome level and the SPA Results Matrixes at the Joint Output Level
One UN Programme II
65
66
Institutions strengthened to offer fair trade opportunities to women
Survey of women managed fair
trade businesses and survey of
institutions supporting such
businesses
Community surveys
No. of households practicing sustained use of recommended household water treatment
technologies
Number of communities (men and women) trained
Policies which are gender responsive
Baseline and endline surveys
SPA 3
Household survey
Related Government departments that comply with international standards of equitable/fair
trade and focus on overall trade development
?
Vulnerable population having accessed social services, information and products
Public sector institutions adopting improved procedures and tools for planning, management
and monitoring for the delivery of basic social services
Sector budget earmarked for initiatives targeting the most vulnerable
Survey
SPA 2
SPA 1
Population based survey
Baseline study / institutions
survey
Sector baseline analysis Baseline
and endline surveys
PATS surveys
Development programmes focus on land and property rights of excluded groups, especially
women
Survey reports
Information Needed for SPA results matrixes (Joint Output Level Indicators)
Civilian law enforcement personnel, prosecutors and prison staff receiving training and
equipment following international standards
Case studies on key
stakeholders' perceptions on
effects of interventions
One UN Programme II
i
Survey to establish number of people trained in improved nutrition relevant
curriculum/guidelines/manuals
Survey of policy documents to analyse reflection of food and nutrition issues
? Unsure which indicator the surveys will provide information for – Maybe # of policy briefs
based on disaggregated data publically available
Degree of awareness among the general public and marginalized groups on voter rights
? Unsure which indicator the surveys will provide information for – either
International standards for mutual legal assistance adopted, including availability of a Central
Authority
OR
# of provinces following international standard prison management rules
? Unsure which indicator the assessment will provide information for
Pew Research Center United Nations Retain Strong Global Image, September 2013
Survey
SPA 6
Survey
SPA 5
Impact Assessment Studies
Stock-taking surveys
Case studies on experts'
opinions on effects of assistance
activities
SPA 4
Vulnerability assessment of
areas affected by Glacial Lakes
outburst Floods (GLOFs)
One UN Programme II
67

One UN Programme II - United Nations in Pakistan

Transcription

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