Quality Support & Advising Role of Regional UNDG Teams In
Support of the UNDAF Process
June 2011
CONTENTS:
1.
2.
3.
4.
5.
6.
Background
Role of the Regional UNDG Team in Quality Support and Advice
Division of Labor
Communication and Learning
Tools and Resources
Annexes
A. Summary of Recent Lessons From Regional QSA Activities
B. Four Main Steps of the UNDAF Process
7. References
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List of Acronyms
CA
Convening Agency/Agent
CCA
Common Country Analysis
HRBA
Human Rights-Based Approach
IADG
Internationally Agreed Development Goals
MD
Millennium Declaration
MDG
Millennium Development Goals
MIC
Middle Income Country
M&A
Management and Accountability
M&E
Monitoring and Evaluation
NCC
Net Contributing Countries
NRA
Non-Resident Agency
PSG
Peer Support Group
QSA
Quality Support and Advice
RBM
Results-Based Management
RCO
Resident Coordinator’s Office
R/UNDG
Regional UNDG Team
SA
Specialized Agency
SPR
Strategic Planning Retreat
TOR
Terms of Reference
UNCT
United Nations Country Team
UNDAF
United Nations Development Assistance Framework
UNDG
United Nations Development Group
UNDOCO/DOCO
United Nations Development Operations Coordination Office
UNSSC
United Nations System Staff College
1. Background
On 3 June, 2010, representatives of Regional UNDG Teams met with the UNDG Advisory Group.
Together they identified opportunities to implement the UNDG strategic priorities1 in different
regional contexts, and they clarified how Regional UNDG Teams can work effectively with the UNDG
at the global level to support UN Country Teams (UNCTs)2.
It was agreed that Regional UNDG Teams will drive implementation of the UNDG strategic
priorities and the Management and Accountability (M&A) system at the country level3. To achieve
this, Regional UNDG Teams will deepen their engagement with UNCTs to deliver strong, clear
messages about the importance of UNCT coherence
UNDG Strategic Priority 1: Country Level
for producing substantial, joint results During the
UNDAF process they will work with UNCTs to
In response to national development priorities,
promote disciplined priority-setting that ensures
maximize UN impact by ensuring that UNCTs:
alignment between national priorities and UN
 With government leadership, accelerate
comparative advantages.
achievement of MDGs and other
internationally agreed development goals
In accordance with good practices already
(IADGs) and treaty obligations;
established at the regional level while recognizing
 Engage “upstream” in policy and program
the need for flexibility when organizing delivery of
dialogue and technical advice, especially in
quality support among regions, the success of this
MICs and NCCs;
work depends on a re-orientation of the quality
 Discipline priority setting to ensure alignment
support and advice (QSA) function at regional level
between national priorities and UN
comparative advantages, and identify
to engage earlier in the UNDAF process to:
expertise across the UN system, including
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Provide pro-active strategic guidance and
through effective inclusion of NRAs;
technical assistance to UNCTs to assist upstream
 Strengthen institutional capacity
policy and programme dialogue;
development;
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Advise on the strategic direction of the
 Build south-south partnerships;
 Use targeted approaches to maximize impact in UNDAF, based on UNDAF guidance, regional and
global UNDG strategic priorities and UNCT
the specific contexts of UNDAF rollouts, crisis
and transition countries, transition from relief to comparative advantages, and
development and Delivering as One countries;

Share and promote country-level good
 Accelerate harmonization of business practices. practices4.
2. Role of the Regional UNDG Team in Quality Support and Advice
In line with the current institutional set-up, the main actors involved in the provision of quality
support and advice from the regional level are:
 The Regional UNDG Team, composed of the Directors of the regional offices of UNDG
member agencies , provides strategic advice to UNCTs. Additionally, they are the senior
liaisons of the QSA mechanism where UNCTs can address higher level issues as they arise
along the process;
 The Inter-agency Peer Support Group (PSG) comprised of UN staff with delegated functions
by the regional bureaux/offices of UNDG organisations through the Regional UNDG Teams.
While the composition and levels of the PSGs vary among regions, they provide strategic
UNDG Strategic Priorities for 2010-2011.
UNDG Advisory Group and Regional UNDG Team Retreat, 3 June 2010, New York, Summary of Key Agreements and Action Points.
3 The final accountability for a high quality UNDAF rests with the UNCT.
4 This is consistent with the recommendations of the capacity assessment report of Regional UNDG Teams.
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and technical support to UNDAF processes and carry-out the majority of QSA activities,
including country missions;
The Convening Agency(ies) or Agent(s) (CA) are members of the PSG or Regional Secretariat
staff who serve as focal points for one or more UNDAF roll-out countries; the PSG
Chairperson can also be the CA;
The PSG Chairperson coordinates the PSG function and in some cases the overall regional
QSA function, in liaison with the CAs where the PSG Chairperson and the CA are different,
PSG members, and Regional UNDG Secretariats.
Regional UNDG Teams, including the PSG, serve as the principal source of advice and support to
help UNCTs develop high quality UNDAFs. UNCTs need to ensure that UNDAFs are developed
through sustained dialogue with national partners and reflect national development priorities. Such
priorities should be the result of rigorous analysis of existing challenges and opportunities while
focusing on the comparative advantage of the UN system and value added in addressing them. The
Regional UNDG Team will:
 Support upstream engagement in the national development process through the
provision of strategic leadership and advice to UNCTs;
 Ensure senior level engagement with UNCTs to provide direct advice and to timely address
upstream policy concerns during the UNDAF process;
 Support assessment by UNCTs of their capacities to engage in UNDAF preparation and
implementation, monitoring and evaluation;
 Provide strategic guidance, feedback, and hands-on support to UNCTs throughout the
UNDAF roll out processes including the roadmaps and elsewhere where sustained support
is needed;
 Address UNCT requests for quality participation of NRAs, and play a broker/facilitator
role, especially where NRAs are residing at the regional level;
 Upon demand from UNCTs, mobilize technical assistance to support country work,
including through existing UNDG rosters of experts5;
 Collect and consolidate country experiences, lessons learned, and good practices and
support regional and sub-regional events for exchange and dissemination;
 Upon demand from UNCTs, engage at the Regional Director level with senior government
representatives on sensitive issues;
 Provide feedback to the UNDG Principals about the quality of UN reform efforts and the
application of guidance and tools.
In crisis and transition countries, the Regional UNDG Team, including the PSG, may be called upon
to help UNCTs adapt UN programming to best respond to the changing situation.
QSA activities at country level are linked to the 4 main steps in the UNDAF process (Annex B), as
entry points. Recent lessons (Annex A) demonstrate that high quality UNDAF documents depend
upon the quality of UNDAF road maps and country analysis exercises, rigorous analysis of UNCT
member agencies’ comparative advantages, well-planned and executed strategic planning retreats,
and synchronized support to the UNCTs among the PSG, UNSSC and DOCO. All of these require early
and sustained engagement by the PSG.
For all steps in the UNDAF process, on behalf of the Regional UNDG Teams the PSG will engage to:
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Roster managed by DOCO/UNSSC
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Provide advice, based on UNDG guidelines and global and regional strategic priorities,
lessons and good practices, on how to strengthen UNDAF processes and products, with a
particular focus on priority setting and policy dialogue;
Consolidate and synthesize regional analyses to support country analysis, strategic
planning and a dynamic policy environment at the country level;
Provide concise written feedback to UNCTs on key programming documents such as draft
CCAs and UNDAFs pertaining to the strategic direction of their UNDAF preparations, and the
strategic content of their reports;
Support UNCTs to improve continuity in the UNDAF process by helping to connect major
findings and conclusions from one step to the next (for example, supporting UNCTs to
consider studies or results from analytical exercises during the Country Analysis step to the
Strategic Planning step);
Provide and/or facilitate the delivery of technical assistance, such as advisory missions,
consultancies, tools, etc.);
Maintain an inventory of available technical expertise in the region, with a focus on the
programming principles and other thematic issues;6
Document and disseminate good examples and lessons-learned, share high quality UNDAFs
prepared by roll-out countries and assist the Regional UNDG Team to gauge the
effectiveness of UN reform tools and mechanisms.
Upon request, support UNCTs with technical assistance for the annual UNDAF reviews and
during the implementation phase of the UNDAF.
Upon request, provide advice or technical assistance in the design of UNDAF evaluations,
including review of draft evaluations ensuring application of UNEG guidelines.
Provide feedback/advice on the common UNDAF progress reporting.
The following table describes specific QSA activities delivered at country level by PSG members as
per the 4 main UNDAF steps, as entry points. This is not an exhaustive list, and actual QSA activities
in each region will be tailored to particular country situations and needs.
QSA activities delivered by PSG
1. Road Map
- Support the organization of and participate in UNDAF regional workshops and participate in-country Road Map workshops,
offer advice per UNDAF guidelines, and lessons and good practices
- Assist UNCTs to assess and prioritize their capacity needs for carrying out the UNDAF process, particularly for strategic
priority-setting and establishing UNDAF programming principles
- Emphasise importance of, and advocate for, an objective exercise to identify UNCT comparative advantages
- Together with UNSSC, and DOCO, ensure synchronised support to UNCTs
2. Country Analysis
-- Provide, if requested and as needed, subject matter/technical expertise drawn from UNDG agencies in undertaking the
Country Analysis;
- Review the strategic direction of the CA as a basis for providing strategic guidance to the UNCT on substantive and
methodological issues and in terms of identifying the UNCT’s comparative advantages and value-added;
- Monitor and, upon request, participate in country analysis exercises as outlined in UNDAF road maps
- Participate in and support in-country workshops on a Human Rights Based Approach to Programming and Results-Based
Management (HRBA-RBM workshops) organised and led by UN System Staff College (upon request)
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Pending the establishment of DOCO/UNSSC roster
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QSA activities delivered by PSG
- Provide comments on Review of Country Analysis, and products of analytical options I or II (upon request)
- Provide comments on Common Country Assessment (option III) (required)
3. Strategic Planning
- Participate in prioritisation exercises for the UNDAF
- Help to resolve differences in terms of prioritization within the UNCT, and between the UNCT and Government - Provide
concise comments on the draft Results Matrices and UNDAFs
4. Monitoring & Evaluation
- Monitor the application of the UNDAF M&E plans by inter-agency mechanisms and processes
- Participate in Annual Reviews
- Provide comments on UNDAF progress reports
- Participate in the UNDAF evaluations
Note: Africa region offers QSA support for all UNDAF steps. Other Regions focus mainly on the planning steps (1-3) and provide
support for step 4 only upon request. However, the number of such requests has been increasing.
In line with good practices already being carried out in the regions, PSG work will provide concise
feedback to UNCTs on the strategic direction of their UNDAF preparations and the strategic content
of their documents, including lessons and advice on ways to identify and position UNCT comparative
advantages. This includes specific technical or policy-oriented guidance to ensure analytical
consistency and coherence. PSG may offer editorial feedback on draft documents, on a demand
basis, and at the discretion of UNCTs which are ultimately responsible for the quality of their
UNDAFs.
To contribute to knowledge management, the PSG will also work with UNCTs to gauge the
effectiveness of UNDG policies and guidelines. This information will be validated by the Regional
UNDG Team, synthesized by UNDOCO and then shared with the UNDAF Programming Network to
inform policy decisions by the UNDG aimed at strengthening the overall regional and country
coordination for achievement of the UNDG strategic priorities.
Every country situation is different, and regular feedback from UNCTs is essential to sustain a
dialogue about progress, challenges and potential roadblocks, and to tailor QSA activities to specific
situations and needs.
Regions enjoy the flexibility to organise and structure their available resources and people to best
deliver QSA services to roll-out countries. In response to unique regional and country situations, the
organisation, resourcing, and specific terms of reference for QSA activities and actors do vary across
regions. The following links provide access to the specific QSA mechanisms, TORs, and lists of
individuals currently performing QSA roles in each region7:
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Africa
— East and Southern
— West and Central
Arab States
Asia-Pacific
Africa, East and Southern: http://www.undg.org/?P=702, West and Central: http://www.undg.org/index.cfm?P=710,Arab
States:::www.undg.org/index.cfm?P=723 with link to http://arabstates.undp.org/subpage.php?spid=1&sscid=119, Asia-Pacific:
http://www.undg.org/index.cfm?P=698, Europe and Central Asia: http://www.undg.org/index.cfm?P=688,Latin American and the
Caribbean; http://www.undg.org/index.cfm?P=694.
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Europe and Central Asia
Latin American and the Caribbean.
3. Division of Labour
As noted above, UNCTs are responsible for the quality of their UNDAFs. While the Regional UNDG
Team, including the PSG, is the principal source of strategic advice and support to UNCTs, three (3)
other bodies collaborate to support the UNDAF process: UN-Development Operations and
Coordination Office (DOCO), UN System Staff College (UNSSC), and the UNDAF Programming
Network.
A high quality UNDAF depends on the coherence and consistency in communication and support
provided from these bodies. The following table describes in depth the division of labour among each
body in support of UNDAF processes.
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Roles and Division of Labour in support of the UNDAF Process
Regional UNDG Teams and
PSGs
UNDAF Programming
Network
UNDOCO
UNSSC
UNCTs
Regional UNDG Teams provide
strategic leadership, set strategic
priorities for the region and draw
linkages to UNDG priorities.
The UNDAF Programming
Network is a working
mechanism of the UNDG. It
makes recommendations about
programme-related policy to
enhance the coherence and
effectiveness of the UNDAF
programming process.
UNDOCO is the secretariat that
supports the UNDG structure
(UNDG, UNDG Advisory Group
and Regional UNDGs).UNDOCO
disseminates UNDG policy
guidance, provides financial
support and takes the lead in
preparing the overall strategy and
methodology for the UNDAF rollout process.
The UNSSC or “Staff College” provides
in collaboration with UNDOCO and the
PSG synchronised support to UNCTs
( organise, design and support high
quality training workshops and
facilitated decision-making events for
the roll-out process (the UNSSC
consults with the PSG on the
readiness of the UNCT to proceed with
prioritization prior to engagement)
UN Country Teams, under the leadership
and coordination of the RC, and in full
compliance with UNDAF Guidance Notes,
are responsible for producing and
implementing high quality UNDAFs, which
are aligned with national priorities, address
MDG/IADG gaps, and reflect the UN
comparative advantages, including NonResident Agencies.
Key activities
QSA activities are focused earlier in
the UNDAF process to:
- Ensure the strategic direction
based on UNDG guidelines and
global and regional priorities,
- Provide concise written feedback to
UNCTs on key programming
document such as draft CCAs and
UNDAFs pertaining to the strategic
direction of the countries’ UNDAF
preparations, and the strategic
content of their respective reports;
- Collect lessons and good practices,
to strengthen UNDAF processes and
products, with a focus on priority
setting and policy dialogue;
-Provide regular communications and
updates to RCs and UNCTs on the
strategic direction of UNDAF
preparations, and the strategic
content of their reports
-- Provide sustained support
throughout the process, using the
expertise of the agencies. (resources
need to be allocated accordingly)
-Participate in SPR and other key
events throughout the UNDAF
process
---- Maintain an inventory of available
technical expertise in the region, with
Key activities
The Programming Network
compiles lessons learned and
good practices on the process
and quality of UNDAFs and
serves as a related global
“knowledge hub”
- Undertakes desk reviews of
UNDAFs with focus on the
UNDAF programming principles
and the application of relevant
Guidelines
- Serves as a reference group
on programming and normative
issues in collaboration with
other UNDG mechanisms
- Identifies major system
constraints encountered in the
UNDAF process and works with
partners in the process for
continuous improvements.
- Engages on a regular basis
with R/UNDG-PSGs,
DOCO/UNSSC on insights
emerging from support to
UNCTs.
Key activities
- UNDOCO disseminates UNDG
policy guidance and provides
financial resources to UNCTs for
UNDAF preparations.
- Provides technical advice on
UNDAFs and other UNDG
programming guidelines.
- Supports ToT in programming
principles and other UNDG
priority areas e.g. DRR, climate
change and environment,
harmonized business process,
common services etc.
Key activities
UNSSC-supported learning and
training events include:
- Regional UNDAF Planning
Workshops
- UNDAF In-country Road Map
workshops/ Consultations
- HRBA-RBM Workshops
- ToR in DRR, climate change and
environment, common services and
RBM
- Manage roster of vetted facilitation
and technical resource persons that
are available to support UNCTs
- UNDAF Strategic Planning Retreats
(SPR)
- Other training and facilitation support
(upon request and subject to available
resources e.g. UNDG thematic issues,
Harmonized Business Practices,
Common Services).
Key activities
- Assess and prioritize capacity needs for
engagement in the UNDAF process,
particularly for strategic priority setting and
establishing UNDAF programming principles.
- Seek opportunities for upstream
engagement through nationally owned,
nationally led, policy programme and
dialogue, technical advice, and should
address national challenges in ways that
develop national capacities.
- Implement all agreed commitments on aid
effectiveness at country level in developing
their UNDAFs.
- Provide regular feedback to PSG about
progress, challenges, and potential
roadblocks for tailoring QSA activities to
specific situations and needs.
- Request concise written feedback from the
PSG on key programming documents such
as draft CCAs, and UNDAFs pertaining to
the strategic direction of the UNDAF
preparations, and the strategic content of the
respective reports.
- Along with PSG and UNSSC, convene the
SPR agenda.
- UNCTs should individually and proactively
seek advice and support from Regional
UNDGs and PSGs on:
- MDG/IADG gap analysis, the strategic
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Roles and Division of Labour in support of the UNDAF Process
Regional UNDG Teams and
PSGs
UNDAF Programming
Network
UNDOCO
UNSSC
a focus on the programming
principles and other thematic issues.
- Document and disseminate good
examples and lessons-learned and
assist the Regional UNDG Teams to
gauge the effectiveness of UN reform
tools and mechanisms.
UNCTs
direction of the UNDAF, based on
UNDAF guidance, regional and global
UNDG strategic priorities, and UNCT
comparative advantages.
- Engagement at RD level with senior
government representatives on
sensitive issues.
- Resolving differences in terms of
prioritization within the UNCT and
between UNCT and Government.
- Identification and mobilization across
the UN system of expertise and
technical assistance to support country
work, including through existing UNDG
rosters of experts.
- Addressing higher level issues as
they arise along the UNDAF process.
- Technical assistance on annual
reviews processes and through the
implementation phase of the UNDAF.
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4. Communication and Learning
This section summarises the expected communication flows between the Regional UNDG Teams
and UNCTs and other support bodies for the purpose of tracking progress, cementing gains, and
generating and sharing examples, lessons, and good practices:
From PSGs to UNCTs on findings and recommendations from their QSA activities:
 QSA activities from the region can take several forms: Country missions, teleconferences,
bilateral discussions, email communication. Following major activities, it is expected that
PSG members will provide concise and timely reports and recommended follow-up
actions to the UNCT and RCO for consideration and action.
From UNCTs to PSGs:
 Following major QSA activities, UNCTs are expected to report back on their deliberations
and any changes made to UNDAF processes and products. This feedback loop is
essential to maintain a dialogue throughout the UNDAF process, and for the PSG to
track country progress, anticipate needs, and better time their activities and position
global and regional lessons and good practices.
From PSGs to Regional UNDG Teams, including Regional UNDG Secretariats:
 On the basis of the dialogue between the PSG and UNCTs, major findings,
recommendations, and actions taken by UNCTs will be communicated regularly to the
Regional UNDG Team. PSG updates should become a standing agenda item for all
meetings of the Regional UNDG Team. This is expected to lead to deeper engagement
by Regional Directors with different stakeholders in particular country situations.
From Regional UNDG Teams to the UNDG through DOCO:
 Regional UNDG Teams will communicate, on an ad hoc basis and in Annual Reports,
their overall findings from QSA activities including potential implications for UNDG
policy, examples, lessons and good practices, and tools. Findings and recommendations
related to training and learning will be directed to UNSSC.
5. Tools and Resources
The main tools and resources for use in QSA activities are listed below. They can also be found
at www.undg.org including the UNDG Tool Kit:
 UNDG Guidance package on the UNDAF, including UNDAF Action Plan and guidance
note on CCPDs
 UNDG Guidelines on the 5 Programming Principles and Other Thematic Issues
 Assessing UNCT Comparative Advantages for UNDAF Preparation and Implementation,
Technical Note (DRAFT)
 Checklists to assess the quality and strategic positioning of the UNDAF
These checklists are intended for UNCTs to assess the compliance of their UNDAF
processes and products against the UNDAF guidelines, and for the PSG to guide their
quality support and advice activities.
 Technical expertise: Work is underway to rationalize the inventories of technical
expertise for UN country programming processes. UN System Staff College maintains a
roster of facilitators and training expertise to support the UNDAF roll-out process. The
UNDG Policy Network for the MD/MDGs maintains a Roster of Advisors. The regions
maintain other rosters and provide tailored tools and resources (see links, section 2).
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6. Annexes
Annex A: Summary of recent lessons from regional QSA activities
Below is a concise summary of major lessons from regional QSA activities during the period 2009-2010.
The summary only reflects lessons common to a majority of regions. For a detailed summary, please refer
to the original reports.
Orientation
New PSG focal points need introductory briefings by the PSG chairperson, experienced PSG members and
the Regional UNDG Team secretariat on their TOR, roles and responsibilities, and lessons and good
practices from past QSA performance.
Team Work
The extent to which the PSG is successful in supporting UNCTs depends heavily on the leadership of the
PSG chair and team work, entailing the involvement and contribution of all agencies. Senior leadership
engagement to convey consistent messages to UNCTs about the centrality and significance of the UNDAF
is important.
Capacity development
Capacity development of PSG members should be planned on an annual or more frequent basis to ensure
adequate knowledge about the UNDAF guidance package, the programming principles and other thematic
issues, and regional priorities. Reports show that, even with specialists in the region or country, support
to integrate the programming principles is required by most UNCTs.
With more options available to UNCTs for the country analysis and strategic planning steps, PSG members
need to be better equipped to discuss the pros and cons of different options, including the UNDAF Action
Plan and CCPD, and the lessons learned from different country experiences.
Early Engagement with UNCTs
Early engagement by the PSG in the UNDAF roll-out process is essential for outlining region-specific
strategic priorities, addressing changes in guidelines, anticipating challenges and conveying lessons and
good practices, and informing countries about the range of resources that are available from the PSG,
DOCO and UNSSC. This ‘head start’ anchors the process in the regional context and helps to synchronize
different sources of support (DOCO, UNSSC and PSG) and optimize available expertise and other resources.
Roles and responsibilities must be clear between the UNCT and RCO, and the PSG. This is essential for
good communication channels. In order to develop comprehensive knowledge of the country context, it is
crucial to ensure that PSG members have early and active involvement in UNDAF processes. Expected
points of interface between the UNCT and PSG, based on the country road map should be clearly outlined
in the PSG work plan.
The PSG members should check-in, frequently, with the Regional UNDG (or UNCT UNDAF?) working
groups on country analysis, priority setting, and results formulation to provide added technical support.
Technical Support
The mainstreaming of agency technical missions, or technical support from other inter-agency clusters
such as the Gender and Human Rights Clusters, coordinated by DOCO (UNSSC or PSG?), with the overall
framework of PSG support enables the delivery of more coherent technical support, optimises use of
regional technical capacity. It also presents a unified image and messages from the Regional UNDG Teams.
In-country training and follow-up support
While training provided at a regional level is very useful for UNDAF roll-out countries, it is not sufficient to
equip them with the required skills. In-country training gives the opportunity to train more members of
the UNCT and various agencies and also to provide hands-on training on various programming principles.
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Costs of more frequent and intensive country engagement
The shift in QSA practice toward more substantive and sustained engagement to improve the strategic
positioning of the UNCT comes at a cost. It requires more frequent and intensive engagement. The
financial resources to sustain this support are inadequate and PSG agencies frequently bear the costs of
their engagement directly availability of which varies from one agency to the other.
Workload
Performance of a QSA role, whether as a chair, convening agency focal point, or PSG member comes with
a heavy workload. It is estimated that QSA-PSG responsibilities take 25-30% of staff time. This is over and
above the regular agency duties of each staff member, except for those positions that are full-time PSG
responsibilities. This creates tension, and agency work always takes priority. Given that the value of QSA
work is linked to the contributions of all agencies it is critical to ensure time availability for inter-agency
work. Some regions requested the nomination of 2 or more PSG focal points from each agency.
Suggestions that Regional Teams second staff to perform the PSG role on a full time basis have found little
support, partly because contributions to PSG are often collective efforts of various staff members of
regional offices.
Incentives
There are few incentives for inter-agency QSA work. Some recognition will go a long way in motivating
staff members. The inclusion of QSA responsibilities in staff performance appraisal is important incentive.
This is an ongoing issue, first raised in 20058, addressed with variable success in different regions and
agencies.
Participation of Partners
In order to ensure national ownership of the process, national counterparts participating in the Strategic
Planning Retreat should be aware of the UNDAF process and understand the objectives and context of the
retreat. Efforts are needed to ensure the involvement of all relevant stakeholders, including civil society
partners in all stages of the process. Both the UNCT and the Resident Coordinator must play a decisive
role in this task. At the same time, the UNCT may wish to seek internal consensus ahead of meetings with
external stakeholders.
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UNDGO, The role of the regional structures in providing quality support and assurance to CCA/UNDAF processes, 9
Feb 2005. Letter from Director.
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Annex B: UNDAF Steps
1. Road Map
A sound road map sets the stage for successful UNDAF preparation. It is crucial to develop a roadmap that
clearly identifies the key steps and milestones leading up to, and following, the Strategic Planning Retreat
(SPR). The roadmap should also highlight the points of PSG engagement.
2. Country Analysis
The identification of UNCT comparative advantages is generally weak. They tend to be so broadly stated
that they have limited use in priority setting, and do not often relate to particular country challenges.
Often UNCTs define their comparative advantages in-house, without an objective process based on
feedback from their development partners and major donors at country level.
The 2010 UNDAF Guidance Package emphasizes that UNCTs and their partners should determine the best
use of available analytical resources to determine the UNCT’s contribution for guiding the selection of
UNDAF priorities and results. Many countries fail to undertake additional analysis of the available data,
nor do they apply a human rights based approach (HRBA) or analysis related to the other programming
principles. The absence of deeper analyses often results in weak evidence-based prioritization and a
tendency to relinquish the UN’s own role at the normative, analytical and strategic levels in the name of
“national ownership” or “national leadership.”
3. Strategic Planning
Strategic Planning Retreat (SPR)
A lack of preparation or involvement by partners can reduce the strategic impact of the exercise and may
have notable implications in UN relations with the Government, and the involvement of civil society. It is
equally important to involve sectoral ministries and government representatives of sufficient position in
the SPR to ensure ownership of the UNDAF by the entire government.
PSGs should advise and work closely with UNCTs to ensure that all the elements for a successful retreat
are in place, in advance of the workshop. This includes a thorough UNDAF road map, a completed UNDAF
evaluation, and a completed country analysis, and comparative advantage analysis. These elements help
to ensure an efficient use of resources and avoid repetitive meeting processes. They also prevent local
actors from developing, or reinforcing, the perception of poor coordination among UN agencies. As a part
of their synchronised support, the PSG and UNSSC should advise UNCTs not to hold an SPR until all
necessary preparations have been completed.
The engagement of the Resident Coordinator and Heads of Agency in all the discussions during the retreat
is crucial to ensure a strategic focus that is coordinated and agreed upon across the UN leadership in the
country.
RBM
Across all regions there are significant weaknesses in the formulation of results matrices. More frequent
technical support and advice throughout the process of preparing the results matrix, and linked
programme documents of individual agencies, is needed.
There is a high demand for RBM and M&E expertise at a sustained level of support and not simply through
a “one off” workshop and provision of a resource person at the SPR. UNCTs tend to overestimate their inhouse capacities. Demand exceeds the “supply” of PSG-pooled RBM and M&E resources and external
consultants are not always available, when needed. This remains a challenge.
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7. References
Africa:
UN Reform and Strengthening the UNDAF, UNDG-ESA and UNDG-WCA Perspectives on
Challenges, Lessons, Strategic Approaches and Opportunities for Strengthening
Regional Support to UNDAFs in 2010
Assessing the value added by QSA/PSG interventions in countries that have received its
assistance, an assessment on QSA/PSG work in 2007 – 08 by a consultant, UNDG-ESA 2009
Arab States:
Issues and challenges on the UNDAF roll out in the regions, Information Note for
UNDG meeting, January 2011.
Asia-Pacific:
Asia-Pacific Peer Support Group - Annual Retreat Report, 2009 and 2010.
Strengthening Regional QSA Support for UNDAF roll out countries, QSA Briefing Note,
UNDG A-P
Discussion Paper: Strengthening QSA Services in the Asia Pacific Region, March 2010.
UNDG Asia-Pacific QSA Note, March 2011 (http://www.undg.org/index.cfm?P=698)
Europe and Central Asia
CCA/ UNDAF Process in Europe and Central Asia, Update and Lessons Learned in 2009.
Latin America and the Caribbean:
Challenges and Lessons Learned from the Peer Support Group (PSG), 2010.
RDT QSA Survey – Summary of Results, March 2009.
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