Mid Term Review of UNOSSC Strategic Framework (2018-21)

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UNOSSC has commissioned this independent external mid-term review in order to take stock of progress made towards delivering results and resources, collate and analyse lessons learned, challenges faced, and best practices obtained during implementation of the Strategic Framework (2018-2021) since its adoption in 2018. This review is intended to inform both the second phase of implementation of the Framework (June 2020 - December 2021) and provide an early strategic way forward toward the next UNOSSC Strategic Framework.  It is also intended that this assessment would inform the Member States, UN agencies and other entities, as well as other stakeholders, on the progress and results achieved in the application of the Framework in its first two years of implementation.

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Title Mid Term Review of UNOSSC Strategic Framework (2018-21)
Atlas Project Number:
Evaluation Plan: 2018-2021, UN Office for South-South Cooperation
Evaluation Type: Outcome
Status: Completed
Completion Date: 09/2020
Planned End Date: 07/2020
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2018-2021)
Evaluation Budget(US $): 30,000
Source of Funding: Regular resources
Evaluation Expenditure(US $): 28,000
Joint Programme: No
Joint Evaluation: No
Evaluation Team members:
Name Title Nationality
Maria Onestini Consultant ARGENTINA
GEF Evaluation: No
Key Stakeholders:
Countries: GLOBAL
Lessons
Findings
Recommendations
1

Recommendation 1.

Integrated planning. Improve delivery and engendering of high-quality results within the Strategic Framework 2018 – 2020 being reviewed here (as well in future strategies).  Development of work plans to be solidly affixed upon integrated planning and results-based management and using standard tools and methodologies for work planning.

For that, there are several specific configurations that the Office could strengthen and / or implement.

  • Plan for full life – cycles of initiatives.  Planning should begin at design, follow through with implementation planning and should contain sustainability factors in place that take into account the replication and upscaling capacity of different initiatives.
  • Planned activities, processes, projects and products should be anchored on secured financial resources needed to implement them. 
  • An effort should be made to streamline commitments (such as MOUs, large scale events, etc.) so that they are followed through, operationalized and implemented.  When this is not possible with the resources available or with internal capacity available, there should be a candid reorganising with partners of these commitments.
  • In addition to pursuing activities and products with solid capacity and financial backing in the Office, there should be other aspects taken into account in order to instil a results – based culture and capacity, including: (a) improve design of work programmes to include technical and conceptual backing; (b) follow through with implementation and monitoring aiding the reporting process and transparency; (c) plan activities and processes with results or effects in mind and not only the product, reliably re-thinking which events/processes/projects leave results and have impacts and streamline accordingly; (d) link results – based management principles to monitoring and evaluation within UNOSSC.
  • Follow through with implementation and monitoring so that it aids the reporting process and transparency.
2

Recommendation 2.

Strengthen substantive work of the Office. Promote knowledge creation, generation and dissemination on best practices in SS and TrC, and information on field experience and practice in this type of cooperation as well as foment more action – oriented discussions and even toolkits for implementation of SS and TrC. Generate not only policy analysis but also knowledge based on practicing SS and Triangular Cooperation, in order to promote specific technical cooperation for development.

3

Recommendation 3.

Results – based monitoring and evaluation. Results – based monitoring and evaluation practices Office – wide should be based on results-based management approach.  There is a need to build a results-based evaluation and monitoring system within the Office comprehending all of UNOSSC’s activities, processes, outputs, etc. 

  • The Office needs to develop further its new monitoring and evaluation schemes to be realistic and forward looking and with the understanding that institutional changes take time to develop and assimilate while taking into account the particularities of South – South and of Triangular Cooperation. 
  • The plan generated for M&E should be properly resourced, not only with adequate financial assignment for carrying out assessments (which should be financed from the very beginning or design of a process) but also with suitable allocation of capacity and staff – time within the Office to unfold the plan and oversee evaluations and monitoring and periodic reporting based on this and current strategies the Office develops.
  • Results-based monitoring and evaluation should include tools and metrics that capture developmental change (such as SMART[1] outcome indicators or GeNDER indicators[2]). 
  • Reporting should be bolstered based on results-based monitoring and assessment practices.
  • The plans, arrangements and particular monitoring structures should be put in place with several aims and objectives, being clear that monitoring and evaluation is not an end in and of itself or a perfunctory activity, but a vehicle to promote learning and adaptive management, replication, upscaling and dissemination of best practices and effective response that highlight the positive aspects of South-South and Triangular Cooperation and that helps in decision - making.  
  • Further to this, it should be an explicit clear objective that the Office’s plan for evaluation and monitoring based on results is a vehicle for transparent and continuous reporting to different parties, including nourishing and strengthening communication efforts at large [both internal and external].
  • The plan and practices should be put in place without adding inordinate burden to the different processes and activities and taking into account the dimensions and complexity of the processes being evaluated, and clients’ expectations.  They should be fitting with the scale of the projects and initiatives being evaluated. 
  • Efforts should be placed in order to promote a monitoring and evaluation culture, incorporating a culture of planning/evaluation and monitoring within the workings of the Office as well as for its staff. 

 


[1]Specific, Measurable, Achievable, Relevant, Time-bound.

[2] Gap-minded, Encompassing, Disaggregated, Enduring, Rights observing.

4

Recommendation 4.

Organizational recommendations.  Although organizational, the following recommendations have as an aim to improve effectiveness and efficiency for the achievements and outcomes the Office aims at obtaining.  In general, they pertain to implementing the several plans and proposals that have been generated in order to increase and strengthen capacity within UNOSSC.   Strengthen and increase capacity in areas that need it within the Office at all levels of engagement.  Strengthening of individual and institutional capacity should be placed in administration, managerial, communication, partnerships, technical and policy – related areas as well as in trust fund management. 

  • Strengthen and increase capacity in areas that need it within the Office at all levels of engagement.  Strengthening of individual and institutional capacity should be placed in administration, managerial, communication, partnerships, technical and policy – related areas as well as in trust fund management. 
  • Individual capacity should not only be increased but be made more enduring, relying less on individual or temporary contracts and more on long term hiring based on candid budgetary resources or restrains.
  • Integrate and synergize the different areas of the Office, operationally and conceptually with shared visions and approaches, working as one.
  • Improve intra – office communication by generating and promoting an open communication culture and dialogue.  This internal dialogue enhancement should be engendered not only to advance internal communications but also to present integrated and open messages in the outreach, projects and policies the Office propositions, generates and / or supports.  This would include taking into account the Office’s communication strategy and standard operation procedures, outreach, advocacy and communications strategies and plans developed.  For this, the Office should emphasize consistent, cohesive and coherent messaging, and reflect integration across different teams within an Office-wide collaborative communications culture, as expressed in plans developed for this.
  • Implement an Office-wide communication and outreach approach that reflects integration across different teams and move forward to new or improved knowledge creation and management mechanisms.
  • Improve communication of achievements, processes, products to a wider audience, being proactive and not passive about the information generated.
  • Implement periodic information and communication mechanisms for partners.
  • Implement user friendly tools for communication and knowledge management.
  • Integrate the workings of the Office by different specific mechanisms to engender intra – office information sharing, consultation, dialogue and participatory planning between and among the different areas in order to impel a less hierarchical more horizontal institution that acts as one.
  • Generate cooperation frameworks with UN system – wide entities in order to create synergies and mutually benefit in achieving outcomes.   Cooperation in substantive / technical issues as well as management and programmatic activities should be explored.
  • Develop contingency plans to address issues that foreseeably may arise out of re – organization.
  • A review of regional offices should take place in order to better understand if the way they function now is appropriate to deliver competent and sustainable outreach and results or if re – organization should take place.  If the system of regional bureaus is deemed to be valid still, then these regional offices should be having a clearly defined role across the different ones, avoid duplication with other entities and with headquarters, strengthen their operations, as well as create the planned Latin America and the Caribbean Office.
5

Recommendation 5.

Resource mobilization plans. Implement a robust resource mobilization plan for contribution to the different activities that UNOSSC carries out and plans to carry – out attempting to attract more contributions as well better resource mobilization (based on resource mobilization strategies that the Office has drawn).  This plan should be complemented by approaching different or new partners to explore further resource mobilization, enhance flexible programming at the different levels of operation that the Office has.

6

Recommendation 6.

Update concepts and Office agenda in order to include Triangular Cooperation fully.  One of the achievements of BAPA + 40 was bridging the divide between SS and Triangular Cooperation discourse in order to acknowledge that triangular cooperation complements and adds value to South-South cooperation.  Yet, the products and outputs generated by the Office still need to incorporate this discourse and further promote knowledge about triangular cooperation as a complement to SSC.  The Office ought to move forward in the implementation of the BAPA + 40 outcome recommendations on triangular cooperation in close collaboration with all stakeholders.

7

Recommendations related to the COVID-19 pandemic: In light of the COVID-19 pandemic and its current and possible future impacts, there is a  series of recommendations that can be made regarding the pandemic  itself vis – a – vis the work of the UNOSSC and its current Strategic Framework.  Although at this point all recommendations for future work in the development field will unquestionably be tinged by the pandemic, there is a particular set of recommendations that directly relate to South-South and triangular cooperation regarding COVID-19 and its effects on the global south:

  • In order to monitor UNOSSC’s capacity to respond to the COVID-19 crisis, as well as prepare for possible future emergencies, the Office should begin to methodically and analytically document its initiatives being carried-out at this point regarding response to the pandemic.  Furthermore, these should include documenting methodically the current as well as future responses regarding recovering from the health emergency and its accompanying political, social and economic crises that are showcased in the events and processes supported or conducted by UNOSSC.
  • Continue to take part in UN system – wide and agencies’ initiatives that provide understanding on the pandemic, UN responses and handling of the crisis by inputting knowledge and information as it relates to SSC and TrC.
  • Within the workings of the Office, review and accordingly adjust frameworks and planning so that they take into account COVID-19 related support. Implementation of several key areas of the SF as well as UNOSSC restructuring should be reviewed and adjusted given the delays and postponements occurring.
  • Plan for the possibility of diminishing resources due to the pandemic that could arise out of shifting priorities by Member States, donors, agencies, funds, etc., moving towards more efficient use of resources while focusing on efficiency of delivery of planned and unplanned outcomes and results.
  • Focus on how South-South and Triangular Cooperation can help upon building capacities of the South to use IT tools for mutual connectivity, engagement and cooperation, acknowledging the digital divide that can hinder the Global South insertion into these new modalities of engagement and of upsurge in a digitally – based modality due to the pandemic.
  • Upgrade the Office’s outreach to the Global South through online platforms, using this as an opportunity to rationalize the use of resources as well as broaden and make more agile outreach scope.
  • Engage in the ensuing global as well as UN debates and generate inputs as they pertain to the global south for changes in multilateralism and regionalism due to the pandemic and its associated effects.  Foster analysis how this affects political and socio-economic systems in general as well as how it affects SSC and triangular cooperation.
  • Analyse initiatives paying attention to trends and issues that arise out the COVID-19 emergency and how it affects SSC.  Trends such as (but not limited to) the following (within the context of South-South and triangular cooperation) have been identified thus far:
    • Comparative responses from the global south to the health emergency itself.
    • Socio-economic impact of the pandemic, globally as well as within each different country or regional contexts.
    • Digital divide between developed and developing countries and how this impacts post-pandemic recovery and post-pandemic socio-economic systems.
    • Gender issues associated to the pandemic as well as post pandemic recovery.
    • Impact upon poorest and the most vulnerable which are being affected and will continue to be disproportionately affected by the pandemic as well as by the post – pandemic situations.
    • The role of South-South and triangular cooperation within the modality of “reconstructing better” after the current emergency that the pandemic has ushered.
1. Recommendation:

Recommendation 1.

Integrated planning. Improve delivery and engendering of high-quality results within the Strategic Framework 2018 – 2020 being reviewed here (as well in future strategies).  Development of work plans to be solidly affixed upon integrated planning and results-based management and using standard tools and methodologies for work planning.

For that, there are several specific configurations that the Office could strengthen and / or implement.

  • Plan for full life – cycles of initiatives.  Planning should begin at design, follow through with implementation planning and should contain sustainability factors in place that take into account the replication and upscaling capacity of different initiatives.
  • Planned activities, processes, projects and products should be anchored on secured financial resources needed to implement them. 
  • An effort should be made to streamline commitments (such as MOUs, large scale events, etc.) so that they are followed through, operationalized and implemented.  When this is not possible with the resources available or with internal capacity available, there should be a candid reorganising with partners of these commitments.
  • In addition to pursuing activities and products with solid capacity and financial backing in the Office, there should be other aspects taken into account in order to instil a results – based culture and capacity, including: (a) improve design of work programmes to include technical and conceptual backing; (b) follow through with implementation and monitoring aiding the reporting process and transparency; (c) plan activities and processes with results or effects in mind and not only the product, reliably re-thinking which events/processes/projects leave results and have impacts and streamline accordingly; (d) link results – based management principles to monitoring and evaluation within UNOSSC.
  • Follow through with implementation and monitoring so that it aids the reporting process and transparency.
Management Response: [Added: 2020/11/23] [Last Updated: 2020/11/23]

UNOSSC finds this recommendation relevant. UNOSSC management is fully committed to improve its integrated planning at both HQs and Regional Offices following corporate policies/procedures and South-South principles in full life cycle approaches of the programmes and projects.

UNOSSC will prioritize office-wide planning exercise, with annual planning meeting/retreat, engaging all HQ units and regional offices following more participatory process to ensure quality in both results and resources planning. UNOSSC will improve the quality of its Integrated Work Plan (IWP) in a more participatory manner to better plan and achieve results of the Strategic Framework. Office-wide mid-year and year-end IWP and AWPs review exercises (focusing on both results and resources) will be conducted under the leadership of the Senior Management. 

Annual Work Plans (AWPs) will be developed with detailed-activities results, key annual result-targets, and realistic resource allocation to allow a review of synergy and life-cycle programmatic approach to UNOSSC works/initiatives. UNOSSC will also conduct annual reviews with all HQ units and regional office on their procurement, Human Resource (HR), Information and Communications Technology (ICT) and Travel plans to ensure operational efficiency in a life-cycle approach.

UNOSSC will analyse and monitor the implementation status of MOUs and take appropriate measures to implement relevant commitments, or make relevant changes, if necessary, following a life cycle approach.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
1.3 Conduct office-wide mid-year and year-end IWP and AWP review exercise (focusing on both results and resources) with senior management
[Added: 2020/11/23] [Last Updated: 2021/10/08]
Director and Deputy Directors with all HQ units and regional offices 2021/07 Completed End-year review of IWP and AWP 2020 and mid-year review of IWP and AWP 2021 completed, focusing on both results and resources, with senior management. History
1.1 Office-wide planning exercise, with annual planning meeting/retreat, engaging all HQ units and regional offices following more participatory process to ensure quality in both results and resources planning.
[Added: 2020/11/23] [Last Updated: 2021/04/27]
Director and Deputy Directors with all HQ units and regional offices 2021/01 Completed Annual Work Plan for 2021 developed in a more participatory and result-oriented manner in close collaboration with HQ Units and Regional Offices. Now, UNOSSC has a detailed consolidated AWP with both activity results and budgets. History
1.2 Design annual work plan (AWP) with detailed-activity results, key annual result-targets, and realistic resource allocations to allow review of synergy and life-cycle programmatic approach to UNOSSC works/initiatives.
[Added: 2020/11/23] [Last Updated: 2021/10/08]
Director and Deputy Directors with all HQ units and regional offices 2021/01 Completed IWP and AWP 2021 were completed with detailed activity results, key annual result targets, and realistic resource allocations. History
1.4 Analyse and monitor the implementation status of MOUs and take appropriate measures to implement relevant commitments, or make relevant changes, if necessary, following a life cycle approach.
[Added: 2020/11/23] [Last Updated: 2022/06/22]
Policy and Partnership Team supported by all relevant units and Regional Offices 2022/06 Completed Analysis of existing partnership agreements has been carried out. Based on the analysis, the office began taking appropriate measures including joint work plan development with relevant partners. The office has also made efforts to properly monitor the existing MoUs through annual partnership achievement reports as well as the office’s results reporting process as applicable. This ongoing work will be continued during the period of the next Framework. History
1.5 Annual reviews with each HQ unit and regional office on their procurement, HR, ICT and Travel plans to ensure operational efficiency in life-cycle approach.
[Added: 2020/11/23] [Last Updated: 2021/10/08]
PSU with all HQ units and regional offices 2021/03 Completed Following the participatory development of the Annual Work Plan for 2021, HQ units and regional offices presented and discussed their procurement and HR plans. A new round of discussions was advanced at the time the IPSAs modality was introduced and rolled-out. Given the perduring pandemic, travel is virtually suspended, and the AWP reflects planning for this reality. History
2. Recommendation:

Recommendation 2.

Strengthen substantive work of the Office. Promote knowledge creation, generation and dissemination on best practices in SS and TrC, and information on field experience and practice in this type of cooperation as well as foment more action – oriented discussions and even toolkits for implementation of SS and TrC. Generate not only policy analysis but also knowledge based on practicing SS and Triangular Cooperation, in order to promote specific technical cooperation for development.

Management Response: [Added: 2020/11/23]

UNOSSC finds this recommendation relevant. It has been a high priority for the UNOSSC to promote knowledge creation, dissemination and use of good practices in SSC and TrC. Multiple initiatives have been implemented together with partners that include: ‘Good Practices in South-South and Triangular Cooperation for Sustainable Development’; ‘South-South in Actions’ among others. In 2020, UNOSSC has started developing thematic volumes of good practices to showcase contributions of SSC and TrC efforts in the implementation of SDGs. UNOSSC, along with its development patterns, has developed and operationalised South-South Galaxy, a digital platform, to strengthen the facilitation of knowledge sharing and brokering of partnerships. UNOSSC will prioritise to generate and disseminate knowledge on core mandates of the office. UNOSSC will identify, document and share best practices from the Trust Funds showcasing both good practices and lessons on South-South funds implementation and management. UNOSSC will continue these knowledge initiatives covering all SDGs.

UNOSSC has initiated linking up with institutions in the Asia Pacific Region for training on SSC and TrC and supported to develop South-South curricula in higher academic institutions. UNOSSC will continue this initiative with greater priorities. UNOSSC will prioritise to decentralize knowledge promotion and good practices sharing at regional levels strengthening capacity of regional offices. UNOSSC HQ and Regional Offices will jointly implement actions that bring better synergies and coherence between upstream and bottom-up policy and programmatic works through South-South cooperation. 

UNOSSC will emphasize taking stock of SSC works of national and regional level actors, which will play a critical role in informing the Office’s strategic approach in facilitating SSC and in informing countries on their SSC investments. UNOSSC will assist with tools and advisory services on planning and implementation of SSC and TrC initiatives to the UN System agencies and the Member States.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
2.3 Rollout improved tools and guidelines for planning and implementation of SS and TrC initiatives targeting to the UN System agencies and the Member States.
[Added: 2020/11/23] [Last Updated: 2022/03/29]
Knowledge Management Team, Advisory Service Team supported by all relevant teams and Regional Offices 2022/12 Initiated A concept-note and TOR drafted to develop guidance to build capacity of UN Country Teams and Regional Agencies in integrating SSC and TrC. A consultant was hired and has started works on developing guidance to build capacity of UN Country Teams in integrating SSC and TrC. History
2.1 Continue to promote mapping, documentation, dissemination and use of good practices – emphasizing at regional and national levels - covering partner agencies’ works and UNOSSC’s work-programmes including trust funds.
[Added: 2020/11/23] [Last Updated: 2022/03/29]
Knowledge Management Team supported by all relevant HQ units and regional offices 2022/03 Completed Good Practices documentation focusing on SIDS countries completed. Thematic and special edition good practices in collaboration with UN and development partners emphasizing regional and national levels initiatives developed and launched. “Good Practices in South-South and Triangular Cooperation: Scaling up Made-in-Africa Solutions” codifying over 50 African-based innovative South-South development developed and launched. History
2.2 Expand the utilization of South-South Galaxy as a tool to facilitate the sharing of knowledge and good practices and collaborations at the global and regional levels.
[Added: 2020/11/23] [Last Updated: 2022/03/29]
Knowledge Management Team supported by all relevant HQ units and regional offices 2022/03 Completed Expanded the South-South Galaxy good practices database by adding good practices submitted by partners bringing the total to 800. U By March 2022, over 481 institutions registered on South-South Galaxy, including 135 government agencies and 70 UN Funds, Programmes, Specialized agencies and Country Offices who are utilizing South-South Galaxy enabling them to connect with one another directly, making it easier to build partnerships digitally. South-South Galaxy was also launched in Arab, Europe and the CIS regions. History
3. Recommendation:

Recommendation 3.

Results – based monitoring and evaluation. Results – based monitoring and evaluation practices Office – wide should be based on results-based management approach.  There is a need to build a results-based evaluation and monitoring system within the Office comprehending all of UNOSSC’s activities, processes, outputs, etc. 

  • The Office needs to develop further its new monitoring and evaluation schemes to be realistic and forward looking and with the understanding that institutional changes take time to develop and assimilate while taking into account the particularities of South – South and of Triangular Cooperation. 
  • The plan generated for M&E should be properly resourced, not only with adequate financial assignment for carrying out assessments (which should be financed from the very beginning or design of a process) but also with suitable allocation of capacity and staff – time within the Office to unfold the plan and oversee evaluations and monitoring and periodic reporting based on this and current strategies the Office develops.
  • Results-based monitoring and evaluation should include tools and metrics that capture developmental change (such as SMART[1] outcome indicators or GeNDER indicators[2]). 
  • Reporting should be bolstered based on results-based monitoring and assessment practices.
  • The plans, arrangements and particular monitoring structures should be put in place with several aims and objectives, being clear that monitoring and evaluation is not an end in and of itself or a perfunctory activity, but a vehicle to promote learning and adaptive management, replication, upscaling and dissemination of best practices and effective response that highlight the positive aspects of South-South and Triangular Cooperation and that helps in decision - making.  
  • Further to this, it should be an explicit clear objective that the Office’s plan for evaluation and monitoring based on results is a vehicle for transparent and continuous reporting to different parties, including nourishing and strengthening communication efforts at large [both internal and external].
  • The plan and practices should be put in place without adding inordinate burden to the different processes and activities and taking into account the dimensions and complexity of the processes being evaluated, and clients’ expectations.  They should be fitting with the scale of the projects and initiatives being evaluated. 
  • Efforts should be placed in order to promote a monitoring and evaluation culture, incorporating a culture of planning/evaluation and monitoring within the workings of the Office as well as for its staff. 

 


[1]Specific, Measurable, Achievable, Relevant, Time-bound.

[2] Gap-minded, Encompassing, Disaggregated, Enduring, Rights observing.

Management Response: [Added: 2020/11/23]

UNOSSC finds this recommendation relevant. UNOSSC Management is committed to promote more results-management culture across its works including policy, partnership, communication, programmes, regional offices and trust funds. In 2020 Integrated Work Plan (IWP), UNOSSC prioritised to enhance result-management culture in its all works, and subsequently updated an office-wide evaluation plan and drafted a result-oriented planning, monitoring and reporting (PMR) guidance. An office-wide evaluation plan is under implementation, and the management responses and key actions of the completed evaluations are being regularly tracked using the IEO ERC platform. Building on the current achievements made so far, UNOSSC will take significant measures to enhance results-management culture in its all works. 

UNOSSC will operationalize the office-wide results-oriented planning, monitoring and reporting (PMR) guidance with adequate resource allocation. With the rollout of the PMR guidance, UNOSSC will enhance its planning, monitoring and reporting system, across HQ units and regional offices, to promote informed decision making. UNOSSC will expand the delivery of Results Management, M&E and Quality Programming services to all HQ units and Regional Offices, in consultation with the Bureau for Policy and Programme Support (BPPS) and the Independent Evaluation Office (IEO).

UNOSSC will develop the new cycle of Strategic Framework (2022-2025) with clear strategic priorities and result-orientation, and allocation of adequate resources. UNOSSC will improve the quality of Project Document development (including its Trust Funds) focusing on results. UNOSSC Annual Results Report for the public audience will be developed, on the basis of its annual report to the Executive Board, to communicate office’s results achieved and priorities in an evidence-based manner.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
3.1 Operationalise the results-oriented Planning, Monitoring and Reporting (PMR) Guidance - with adequate resource allocation - across HQ units, regional offices and trust funds.
[Added: 2020/11/23] [Last Updated: 2022/11/04]
Director supported by RM Specialist 2023/03 Initiated A draft Planning, Monitoring and Reporting (PMR) Guidance is developed. Key tools of the PMR Guidance are already under implementation. The PMR Guidance will be aligned with the M&E Framework of the UNOSSC Strategic Framework 2022-2025. Implementation of this activity will be completed as part of the development and rollout of the UNOSSC M&E System and multi-year costed work plan 2022-2025 - following the new organizational structure introduced in 2022. History
3.3 Develop the new cycle of Strategic Framework (2022-2025) having clear theory of change, SMART results statements and corresponding indicators (at goal, outcomes and outputs levels), credible baselines, realistic milestones and targets, appropriate data collection methodology and data disaggregation.
[Added: 2020/11/23] [Last Updated: 2022/11/04]
Director supported by all teams 2023/03 Initiated UNOSSC Strategic Framework (2022-2025) was developed and taken note of by the Executive Board. The theory of change and integrated results and resources framework (IRRF) were also drafted. This key action will be completed together with the development and roll-out of the Costed Multi-year Work Plan and Integrated Result & Resource Framework 2022-2025. History
3.4 Improve and implement Project Document (including Trust Funds) development/review checklists to ensure clear theory of change and result matrix following SMART guidelines.
[Added: 2020/11/23] [Last Updated: 2022/11/04]
All HQ units and regional offices supported by RM Specialist 2023/03 Initiated A collaboration framework was agreed between UNOSSC and UNDP, which includes an agenda to update Project Document Quality Assurance tools in consultation with UNDP. UNOSSC has started reviewing the project documents emphasizing ensuring a clear theory of change and result matrix following SMART guidelines. History
3.5 Develop UNOSSC Annual Results Report, on the basis of its annual report to Executive Board, for public audience to communicate office’s results achieved and priorities in evidence-based manner
[Added: 2020/11/23] [Last Updated: 2022/11/04]
Policy, Partnerships and Communications Unit, supported by all HQ units and regional offices 2023/03 Initiated This report is being prepared in conjunction with the production of a UNOSSC brochure, Strategic Framework brochure, institutional video, and South-South historical legislation report. History
3.2 Expand the delivery of Results Management, M&E and Quality Programming services to HQ units, Regional Offices and trust funds in consultation with BPPS and IEO.
[Added: 2020/11/23] [Last Updated: 2022/11/03]
All teams supported by RM Specialist 2022/10 Completed Results Management, M&E and Quality Programming services expanded to HQ units, Regional Offices and trust funds. History
4. Recommendation:

Recommendation 4.

Organizational recommendations.  Although organizational, the following recommendations have as an aim to improve effectiveness and efficiency for the achievements and outcomes the Office aims at obtaining.  In general, they pertain to implementing the several plans and proposals that have been generated in order to increase and strengthen capacity within UNOSSC.   Strengthen and increase capacity in areas that need it within the Office at all levels of engagement.  Strengthening of individual and institutional capacity should be placed in administration, managerial, communication, partnerships, technical and policy – related areas as well as in trust fund management. 

  • Strengthen and increase capacity in areas that need it within the Office at all levels of engagement.  Strengthening of individual and institutional capacity should be placed in administration, managerial, communication, partnerships, technical and policy – related areas as well as in trust fund management. 
  • Individual capacity should not only be increased but be made more enduring, relying less on individual or temporary contracts and more on long term hiring based on candid budgetary resources or restrains.
  • Integrate and synergize the different areas of the Office, operationally and conceptually with shared visions and approaches, working as one.
  • Improve intra – office communication by generating and promoting an open communication culture and dialogue.  This internal dialogue enhancement should be engendered not only to advance internal communications but also to present integrated and open messages in the outreach, projects and policies the Office propositions, generates and / or supports.  This would include taking into account the Office’s communication strategy and standard operation procedures, outreach, advocacy and communications strategies and plans developed.  For this, the Office should emphasize consistent, cohesive and coherent messaging, and reflect integration across different teams within an Office-wide collaborative communications culture, as expressed in plans developed for this.
  • Implement an Office-wide communication and outreach approach that reflects integration across different teams and move forward to new or improved knowledge creation and management mechanisms.
  • Improve communication of achievements, processes, products to a wider audience, being proactive and not passive about the information generated.
  • Implement periodic information and communication mechanisms for partners.
  • Implement user friendly tools for communication and knowledge management.
  • Integrate the workings of the Office by different specific mechanisms to engender intra – office information sharing, consultation, dialogue and participatory planning between and among the different areas in order to impel a less hierarchical more horizontal institution that acts as one.
  • Generate cooperation frameworks with UN system – wide entities in order to create synergies and mutually benefit in achieving outcomes.   Cooperation in substantive / technical issues as well as management and programmatic activities should be explored.
  • Develop contingency plans to address issues that foreseeably may arise out of re – organization.
  • A review of regional offices should take place in order to better understand if the way they function now is appropriate to deliver competent and sustainable outreach and results or if re – organization should take place.  If the system of regional bureaus is deemed to be valid still, then these regional offices should be having a clearly defined role across the different ones, avoid duplication with other entities and with headquarters, strengthen their operations, as well as create the planned Latin America and the Caribbean Office.
Management Response: [Added: 2020/11/23]

UNOSSC finds this recommendation relevant. UNOSSC Management is highly committed to strengthen its organisational efficiency and effectiveness to deliver the office’s mandates and results ensuring quality. UNOSSC will closely work with relevant offices including UNDP Executive Office (EXO), Management Consulting Team (MCT), Office of Human Resources (OHR), etc to implement the rapid functional review recommendations that address UNOSSC functional alignment for optimal delivery of quality results. UNOSSC will enhance collaboration between its HQ and Regional Offices focusing to better manage the Strategic Framework Programme Cycle in effective, efficient and result-oriented manner.       

UNOSSC will proactively support the roll-out of the UN System-Wide Strategy on SSC and TrC, including in the context of the ongoing UN development system reform process, and strategically engaging UN-Inter Agency Mechanism on Sc and TrC, Vice-Chairs of the Regional Collaborative Platforms (RCPs), UNDP and Regional Commissions, and support relevant processes in the context of Issue-Based Coalitions (IBCs).

UNOSSC will prioritise to improve its strategic communications at both HQ and Regional Offices. UNOSSC will create and invest in training opportunities for personnel, including through vertical and horizontal engagements that would enable “on the job” learning.  Additional measures will also be taken to promote intra-office collaboration, teamwork, and breaking of silos to ensure maximisation of existing capacities, more coherence and synergies across different strands and teams. 

Moreover, UNOSSC will focus to improve gender parity at the managerial level (P5 and above) during new recruitment or placement of its staff following the United Nations-wide Strategy on Gender Parity. UNOSSC will strengthen functional collaboration with UNDP to improve the office’s operational efficiencies and overall service delivery.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
4.5 Improve and implement office-wide communication strategy having social media component at both HQ and Regional Offices - also considering rollout of the UN-system wide strategy on SSC and TrC.
[Added: 2020/11/23] [Last Updated: 2022/03/29]
Communications Team supported by all HQ units and regional offices 2022/12 Initiated Social Media Strategy and SOPs were prepared in consultations with UNDP for guidance and harmonization with UNDP social media guidelines and SOPs. Communication guidance for the UN-system wide strategy on SSC and TrC will be developed in collaboration with UN Interagency Mechanism for SSC & TrC and rolled out. History
4.2 Improve gender parity at managerial level (P5 and above) during new recruitment or placement of the staff following the United Nations-wide Strategy on Gender Parity.
[Added: 2020/11/23] [Last Updated: 2022/03/29]
Director supported by EXO and OHR 2022/03 Completed UNOSSC will address this issue within the context of office structural review recommended by the OAI Audit 2020. History
4.3 Create and invest in training opportunities for personnel, including through vertical and horizontal engagements that would enable “on the job” learning
[Added: 2020/11/23] [Last Updated: 2022/03/29]
Senior Management supported by OHR and PSU 2022/03 Completed OHR has launched the UNDP Mobility Policy. They have also updated the UNDP Learning Offer. UNOSSC staff are being encouraged to participate in the training opportunities offered by UNDP, and have already participated in the trainings including MSP, SPARK, People Management, etc. New staff in the Asia Pacific team participated in trainings on budget management, in preparation of the implementation of the ROK Phase 3 project. Enabling incumbents to create and review the Grants/Outputs. If staff articulates an opportunity in work engagements in other areas, as requested PSU may facilitate a dialogue among the relevant managers if the workload is manageable within 20% and not in duplication or displacement of other staff. The Finance Specialist was requested to join the Quantum deployment team, a horizontal engagement to facilitate learning both by UNDP staff and by this UNOSSC staff. UNOSSC will continue this key action to advance staff’s learning opportunities. History
4.4 Prepare Action Plan of the UN system-wide Strategy on SSC and TrC its M&E Framework together with the Inter-agency Mechanism for SSC and TrC, and coordinate the rollout of the Strategy and the Action Plan
[Added: 2020/11/23] [Last Updated: 2022/03/29]
Policy, Partnerships and Communications Unit support by all HQ units and regional offices 2022/03 Completed Action Plan of the UN system-wide Strategy on SSC and TrC and its Action Plan was developed and endorsed by the Executive Committee of SG. A M&E Framework is finalized. Action Plan of the UN system-wide Strategy on SSC and TrC and its Action Plan were rolled out. History
4.1 Implement the rapid functional review recommendations that address UNOSSC functional alignment for optimal delivery of quality results
[Added: 2020/11/23] [Last Updated: 2022/10/31]
Director supported by EXO, MCT, OHR, etc. 2022/08 Completed UNOSSC organizational restructuring was completed and the new structure was operationalized on 1 August 2022. History
4.6 Strengthen collaboration with UNDP BMS to ensure efficient operational services.
[Added: 2020/11/23] [Last Updated: 2022/03/29]
Senior Management supported by PSU 2022/03 Completed Processing of IPSAs contracts has been advanced through BMS/GSSU. Procurement through CPU/BMS. Semi-annual financial reviews are advanced with BMS/OFM. UNOSSC participated in the HQ Real Estate Strategy Review by BMS. UNOSSC has been supporting Quantum development and deployment. History
5. Recommendation:

Recommendation 5.

Resource mobilization plans. Implement a robust resource mobilization plan for contribution to the different activities that UNOSSC carries out and plans to carry – out attempting to attract more contributions as well better resource mobilization (based on resource mobilization strategies that the Office has drawn).  This plan should be complemented by approaching different or new partners to explore further resource mobilization, enhance flexible programming at the different levels of operation that the Office has.

Management Response: [Added: 2020/11/23]

UNOSSC finds this recommendation relevant. UNOSSC Management has prioritised to expand resources mobilisation of both cash and in-kind contributions through strengthening partnerships with existing and new potential partners. UNOSSC will emphasize to develop and implement a robust resource mobilisation plan based on the newly developed Partnership and Resource Mobilisation Strategy. 

UNOSSSC resource mobilization efforts will emphasize to generate funds that allow to better support the implementation of the UN Wide Strategy on SSC and TrC, BAPA+40 recommendations, and response and recovery efforts related to COVID-19 pandemic. The successful implementation of the Resource Mobilization Plan at HQ and Regional Offices will focus to boost flexible programming revenue. The partnership dimension will be enhanced across the UNOSSC work-programmes including the Trust Funds management.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
5.1 UNFSSC briefing to stakeholders prior to UN pledging conference 2021 engaging key partners in SSC and TrC, including Member Stares, regional institutions and new potential partners
[Added: 2020/11/23] [Last Updated: 2022/03/29]
Trust Funds team, partnership team and regional offices 2022/03 Completed An audio-visual highlighting key elements and results of UNOSSC managed Trust Fund developed and screened at the closing session of 20th High Level Committee on SSC to brief the Member States, combined with tailored outreach and/or briefings to UNFSSC contributing partners. History
5.2 Develop communication brochures, videos and RM materials at UNOSSC office-wide level, Trust Fund level and Regional Offices level
[Added: 2020/11/23] [Last Updated: 2022/03/29]
Communications team supported by partnership team trust fund team and regional offices 2022/03 Completed An audio-visual highlighting trust fund results and achievements produced for use during and after the 20th HLC. More communication products are being developed. UNOSSC will continue implementing this key action. History
6. Recommendation:

Recommendation 6.

Update concepts and Office agenda in order to include Triangular Cooperation fully.  One of the achievements of BAPA + 40 was bridging the divide between SS and Triangular Cooperation discourse in order to acknowledge that triangular cooperation complements and adds value to South-South cooperation.  Yet, the products and outputs generated by the Office still need to incorporate this discourse and further promote knowledge about triangular cooperation as a complement to SSC.  The Office ought to move forward in the implementation of the BAPA + 40 outcome recommendations on triangular cooperation in close collaboration with all stakeholders.

Management Response: [Added: 2020/11/23]

UNOSSC finds this recommendation relevant. Building on the UN-Wide System Strategy on SSC and TrC, UNOSSC will facilitate the development and implementation of an Action Plan that will help to implement the key recommendations of the BAPA+40 in collaboration with UN Agencies and partners. UNOSSC will continue to advance the collaborative efforts of developing countries to achieve collective self-reliance in line with the BAPA+40 Outcome Document, Nairobi Outcome Documents and other mandates. UNOSSC will continue to promote the engagement, through its enhanced partnership strategy, of key partners including International Financial Institutions (IFIs), developed countries and regional institutions. UNOSSC will also work to enhance the conceptual understanding of SSC and TrC both within the UN system and beyond.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
6.1 Develop and disseminate communication products to further promote knowledge about triangular cooperation as a complement to SSC.
[Added: 2020/11/23] [Last Updated: 2022/03/29]
Communication team, supported by Partnerships team 2022/03 Completed Three side events were facilitated (including preparation of strategic communications products, webpages, briefing notes, talking points and speeches) during the 20th HLC advocating for triangular cooperation as a complement to SSC: ‘The United Nations and the scaling up of South-South and triangular cooperation to achieve Sustainable Development Goals’; ‘South-South and triangular cooperation funding mechanisms: A complementary and multifaceted cooperation for sustainable development’; and ‘Triangular cooperation post BAPA+40: A multi-stakeholder partnership for the achievement of 2030 Agenda’ UNOSSC will continue producing advocacy and communication products on triangular cooperation during the period of the next Strategic Framework. History
6.2 Integrate triangular cooperation as an important element in new cycle of UNOSSC Strategic Framework (2022-2025) and regional engagement strategies, as applicable.
[Added: 2020/11/23] [Last Updated: 2022/03/29]
Director supported by all HQ units and regional offices 2022/04 Completed UNOSSC Strategic Framework (2022-2025) finalized, which integrates triangular cooperation as well as regional engagement strategies. History
6.3 Follow up and monitoring of the implementation progress of the BAPA+40 recommendations.
[Added: 2020/11/23] [Last Updated: 2022/03/29]
Policy and partnership team 2022/03 Completed The SG report to the Second Committee reports on the implementation of the BAPA+40 recommendations, which was completed for 2021. The monitoring and reporting will continue through the SG’s Report on SSC. History
7. Recommendation:

Recommendations related to the COVID-19 pandemic: In light of the COVID-19 pandemic and its current and possible future impacts, there is a  series of recommendations that can be made regarding the pandemic  itself vis – a – vis the work of the UNOSSC and its current Strategic Framework.  Although at this point all recommendations for future work in the development field will unquestionably be tinged by the pandemic, there is a particular set of recommendations that directly relate to South-South and triangular cooperation regarding COVID-19 and its effects on the global south:

  • In order to monitor UNOSSC’s capacity to respond to the COVID-19 crisis, as well as prepare for possible future emergencies, the Office should begin to methodically and analytically document its initiatives being carried-out at this point regarding response to the pandemic.  Furthermore, these should include documenting methodically the current as well as future responses regarding recovering from the health emergency and its accompanying political, social and economic crises that are showcased in the events and processes supported or conducted by UNOSSC.
  • Continue to take part in UN system – wide and agencies’ initiatives that provide understanding on the pandemic, UN responses and handling of the crisis by inputting knowledge and information as it relates to SSC and TrC.
  • Within the workings of the Office, review and accordingly adjust frameworks and planning so that they take into account COVID-19 related support. Implementation of several key areas of the SF as well as UNOSSC restructuring should be reviewed and adjusted given the delays and postponements occurring.
  • Plan for the possibility of diminishing resources due to the pandemic that could arise out of shifting priorities by Member States, donors, agencies, funds, etc., moving towards more efficient use of resources while focusing on efficiency of delivery of planned and unplanned outcomes and results.
  • Focus on how South-South and Triangular Cooperation can help upon building capacities of the South to use IT tools for mutual connectivity, engagement and cooperation, acknowledging the digital divide that can hinder the Global South insertion into these new modalities of engagement and of upsurge in a digitally – based modality due to the pandemic.
  • Upgrade the Office’s outreach to the Global South through online platforms, using this as an opportunity to rationalize the use of resources as well as broaden and make more agile outreach scope.
  • Engage in the ensuing global as well as UN debates and generate inputs as they pertain to the global south for changes in multilateralism and regionalism due to the pandemic and its associated effects.  Foster analysis how this affects political and socio-economic systems in general as well as how it affects SSC and triangular cooperation.
  • Analyse initiatives paying attention to trends and issues that arise out the COVID-19 emergency and how it affects SSC.  Trends such as (but not limited to) the following (within the context of South-South and triangular cooperation) have been identified thus far:
    • Comparative responses from the global south to the health emergency itself.
    • Socio-economic impact of the pandemic, globally as well as within each different country or regional contexts.
    • Digital divide between developed and developing countries and how this impacts post-pandemic recovery and post-pandemic socio-economic systems.
    • Gender issues associated to the pandemic as well as post pandemic recovery.
    • Impact upon poorest and the most vulnerable which are being affected and will continue to be disproportionately affected by the pandemic as well as by the post – pandemic situations.
    • The role of South-South and triangular cooperation within the modality of “reconstructing better” after the current emergency that the pandemic has ushered.
Management Response: [Added: 2020/11/23]

UNOSSC finds this recommendation relevant. Building on the ongoing efforts and achievement made so far, UNOSSC will prioritise to help the Member States and partners to better respond and recover from COVID-19 pandemic. UNOSSC will leverage its capacity and mandates to collaborate with UN System wide efforts including the UNDP led socio-economic impact and recovery initiative. UNOSC will explore strategic entry points in the context of supporting the follow-up to country level assessments, UN Sustainable Development Cooperation Frameworks (UNSDCFs) and relevant efforts. UNOSSC will collaborate with UN Agencies and partners in commissioning COVID-19 specific knowledge products for future planning.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
7.1 Update the UNOSSC service offering concept note to guide responses to demands of Member States and partners on COVID-19 response and recovery in collaboration with UNDP
[Added: 2020/11/23] [Last Updated: 2022/03/29]
Senior management supported by relevant HQ units and regional offices 2022/03 Completed UNOSSC has developed a service offer concept note to guide response to COVID-19 pandemic, and mobilized resources through the offer focusing on poverty eradication. COVID-19 response and recovery issues are identified as key priority areas and incorporated in the new UNOSSC Strategic Framework. History
7.2 Analyses and consolidate knowledge generated from the Global South on COVID-19 response/recovery and share via online platform-South-South Galaxy
[Added: 2020/11/23] [Last Updated: 2022/03/29]
Knowledge team 2022/03 Completed The Galaxy has been serving as a platform to consolidate knowledge and effort of the Global South during the Pandemic. UNOSSC jointly with PAHO/WHO, UNFPA and UNICEF have jointly mapped and documented good practices on healthy related issues (SDG3) including COVID-19 to highlight success stories and solutions from the global South and how through SSTC, they were shared. Their objective is to promote South-South learning and technical cooperation amongst countries in the global South and to jointly contribute to leveraging SSTC towards the achievement of SDG 3 and other health related SDG’s. History
7.3 Document and disseminate UNOSSC’s works in response to COVID-19 through communication channels including websites, social media, etc.
[Added: 2020/11/23] [Last Updated: 2022/03/29]
Communication Team and all relevant teams 2022/03 Completed Undertaken periodic dissemination of UNOSSC’s work on COVID-19 response through different communication channels including newsletters, website, social media, etc. This ongoing work will be continued during the period of the next Framework. History
7.4 Use the 20th Session of the High-level Committee for South-South Cooperation to foster policy dialogue on socio-economic responses to the COVID-19 pandemic.
[Added: 2020/11/23] [Last Updated: 2021/10/08]
Senior Management with supported by policy, partnerships and communications unit 2021/12 Completed A thematic session was organized at 20th High Level Committee (HLC) on SSC focusing on COVID-19. The HLC decisions take note of the role of South-South and triangular cooperation in responding to the COVID-19 pandemic. The HLC decisions also stress that the increased global interdependence resulting from the COVID-19 pandemic requires urgent and strengthened solidarity and international cooperation, including through South-South and triangular cooperation. History

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