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5.4
UN SYSTEM AND DONOR
COORDINATION
The recent UNDAF mid-term evaluation
examined several issues related to UN system
coordination, primarily focusing on the constraints
related to the design and effectiveness of
UNDAF programmes. However, the key practical
limitations concerned the limited use of internal
agency programming and ensuring the sustain-
ability of UN system programmes and projects.
The lack of capacity-building elements were
identified as the main bottlenecks. These issues
are similarly evident in UNDP-led activities, as
addressed in preceding sections.
The preparation phase is crucial to the practical
coordination of programmes and projects. This
issue was also raised by international financial
institutions that would like to increase coopera-
tion with the UN system. While a system-wide
approach is occasionally recognized in codes of
conduct, theoretical papers and evaluations,
actual UN-system project documents seldom
contain such an approach. Typically, each
UN organization carries out programme and
project planning in isolation. Although project
documents are technically well prepared for
governmental clients, and UNDP receives very
satisfactory results and feedback, the inclusion of
various stakeholders into the planning process
appears surprisingly lacking. Discussions tend to
take place too late in the project cycle. While
such collaboration is informative, it rarely results
from or leads to concrete joint planning.
Coordination among UN system organizations is
most successful at the local level. For example, in
Karakalpakstan, assistance is being provided to
local authorities in donor coordination and in
preparing a regional tuberculosis project, which
has turned into the UN Joint Project between
UNDP and the United Nations Volunteers.
Technical advice is provided by WHO, and
potential partnerships are also planned with
UNICEF and UNFPA. In 2007, UNICEF and
70. Tortell, 2006. See http://www.undp.org/eo/documents/Evaluation-Policy.pdf.
C H A P T E R 5 . C R O S S - C U T T I N G T H E M E S A N D O P E R A T I O N A L I S S U E S
4 4
UNDP merged efforts to support the empower-
ment of local communities participating in ELS
project activities. This allowed UNICEF to
expand its geographic coverage and the ELS
project to benefit from UNICEF expertise.
UNICEF and UNDP also coordinated in
integrating ICT into secondary schools. Another
example is The World Bank and ELS collaboration
in relation to supplying energy to rural health
clinics as described in section 4.3.3. Nevertheless,
improvements in donor coordination remain
needed, as highlighted in the case of HIV/AIDS
interventions. Coordination in this area received
the most criticism, though this criticism addressed
not only UN-system performance, but also that
of the entire international donor community.
As noted in Chapter 2, there are no formal
government aid coordination mechanisms in
place, even if some are envisaged within the WIS.
UNDP is in a good position to help the govern-
ment implement such mechanisms and to ensure
more effective use of external assistance. In
addition, local governments would benefit if
UNDP were to increase its coordinating role
with other donor agencies at local and regional
levels. This concerns not only project-level activi-
ties, but also the broader coordination of
different donor agencies and their roles,
activities, projects, instruments and available
information. The future role and position of
UNDP in Uzbekistan largely depends on how
well the agency can perform in a local and
regional coordination role, as donor agencies that
become
active
in
Uzbekistan
lack
local
knowledge and experience. UNDP has a very
good reputation among stakeholders and donor
agencies: it is recognized for its transparency as
well as for its active and efficient dissemination of
information and results. In the future, this
approach should be increasingly utilized at the
local and regional levels.
C H A P T E R 6 . C O N C L U S I O N S A N D R E C O M M E N D A T I O N S
4 5
This chapter uses the findings and assessments
discussed in the preceding sections to introduce
conclusions made by the ADR team, and closes
with a set of recommendations.
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