Presentation to UNEG, EPE Vienna, 15 May 2017
Transcript of Presentation to UNEG, EPE Vienna, 15 May 2017
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Presentation to UNEG, EPEVienna, 15 May 2017
Rahul SurChief, Peacekeeping Evaluation Section, Inspection and Evaluation Division, Office of Internal Oversight Services, United Nations
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Transformative Change
• How to think about transformative change in the
context of evaluations that focus on UN
peacekeeping?
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The Context
• Peacekeeping is a ‘flagship’ activity of the United
Nations, supported by an annual budget of more
than $ 8 billion.
• There are 16 current peacekeeping operations, with
113,394 deployed personnel that include military,
police and civilians from 124 countries
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The Context
• The UN states that its work in peace, security,
development and human rights is “inextricably
linked and mutually supporting”
• Peace and security, development and human
rights are thus commonly referred to as the three
pillars of the UN’s work.
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The linkage to transformative
change
The Department of Peacekeeping Operations (DPKO)
and UN Agencies, Funds and Programmes (AFPs) are
required to work in an integrated manner to maximize
the individual and collective impact of the United
Nations response for peace consolidation in countries
where they are both present.
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The linkage to transformative
change
Transformative change =
Integrated efforts of PKOs and UNCTs to bring about
consolidated peace in a post conflict environment
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Topic used
• An evaluation of the Integration Between
Peacekeeping Operations (PKOs) and the United
Nations Country Teams (UNCTs) in Haiti, Côte
d’Ivoire and the Democratic Republic of the
Congo.o (Report available on OIOS website)
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Integration
• The need for integration has consistently received
high-level attention by experts, intergovernmental
bodies and successive Secretary-Generals since
1992.
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The Framework for integration
• From 2006, joint efforts of the Department of
Peacekeeping Operations and UN Agencies, Funds
and Programmes have developed operational
guidance on integration. This is binding on all UN
organizations who have contributed to its
development.
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Mechanisms of integration
• PKOs and UNCTs are required to have a shared
and common vision; integrated planning
mechanisms, agreed results, timelines,
responsibilities, priorities and mechanisms for
monitoring, evaluation and reporting.
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How integration was implemened
• The evaluation found that various factors had
helped and hindered integration.
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Limitations and challenges of evaluating
transformational change
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Overall finding • “Despite progress, integration lags in
implementation and demonstrating tangible results.
It is constrained by fragmented governance
structures, senior leadership without the requisite
authority or engagement, the risk of duplicative
activities, differences in funding sources and
financial procedures, incompatible support systems,
the pursuit of press visibility, a pervasive “us versus
them” mentality both in missions and agencies and
is foregoing possible substantial economies of scale,
in goods procured. “
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Factors that helped integration
• The specificity of Security Council language,
• Common funding sources
• The missions’ greater resources in logistics
• The need for a quick and multi-faceted response
following emergencies, triggered integrated
responses, but only temporarily
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Limitations and challenges
• Marked Variation in meeting the minimum
requirements of integration
• Little evidence available on results achieved
through integration
• Missions’ reporting on work conducted with
agencies was largely confined to activities and
outputs
• Results of integration reported mainly ad hoc
coordination efforts
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Limitations and challenges
Factors that impeded transformative change
included:
• Limiting attitudes and beliefs that missions and AFPs
held about each other.
• The pursuit of entity-specific visibility curtailed
opportunities for coherence, collaboration and joint
contributions.
• Integrated planning done in isolation.
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Limitations and challenges
• Differing financing and budgetary emerged
as a key hindrance
• Rare instances of staff exchange
• Partial data also suggested limited joint local
procurement despite a significant amount
of local expenditures on goods and services.
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Limitations and challenges
• Lack of dedicated resources for planning, differing lengths of mandates and work plans, and habitual culture of resistance towards the concept.
• The integrated strategic frameworks were viewed as unimplemented, and duplicative
• The risk of parallel and similar functions including in various domains, including in stabilization, communication, governance, quick impact projects, gender, HIV/AIDS and child issues.
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Key evaluation insight
• Statements of lofty goals by the UN system
and entities can often be well ahead of
reality and differ substantially from the
situation on the ground. An evaluation is a
good tool to determine if this disconnect
exists.
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Key evaluation insight • Report made the recommendation that it be shared with CEB:
contributes to better systematic reflection
• Recommendations to improve collaboration and integration
between UN organizations or even within a UN organization, should seek to fashion solutions ‘upstream’, including
addressing high-level coordinating bodies, while at the same
time attempting to find practical solutions to improve matters
on the ground.
• In this instance, the report was sent by the Secretary-General
to the UN Chief Executives Board of the UN System for
discussion. The outcome of their deliberations is awaited.
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Thank you• OIOS website: https://oios.un.org/
• Contact: (Eddie) Yee Woo Guo, Director, IED, OIOS
• Rahul Sur, Chief Peacekeeping Evaluation Section, IED, OIOS ([email protected])