V: UNDP Operations

Anchor UNDP operations in the development priorities and plans of programme countries.

Other Information:

47. UNDP operations are anchored in the development priorities and plans of programme countries. National ownership constitutes the foundation of its work. This is premised on the fact that relevant, responsive development strategies and solutions are those that reflect national circumstances, capacities and aspirations. Development cooperation must therefore be led and managed by the country concerned, demand-driven, and based on effective aid management, mutual accountability and South-South cooperation. 48. The comparative advantage of UNDP lies in its holistic, cross-sector approach to human development. It has a vital programmatic role in contributing this approach to global, regional and country efforts to achieve the MDGs and other international goals, as part of the effort to strengthen United Nations development effectiveness overall. In pursuing this role, UNDP must be fully responsive to national priorities and vigilant in ensuring that they do not duplicate the work of other development partners, including specialized United Nations entities. 49. If national ownership governs the selection and design of UNDP programmes, then capacity development, simply stated, is ‘how we do it’. UNDP will seek to strengthen national capacities in four areas of comparative advantage aligned with the values and objectives of the Millennium Declaration: poverty reduction and the MDGs; democratic governance; crisis prevention and recovery; and environment and sustainable development. The inclusion of these focus areas in the strategic plan is not intended to suggest a one-size-fits-all approach, but rather to communicate particular areas of high demand for support that are matched with UNDP strengths. These are areas where stakeholders expect strong performance by the organization, with measurable results. 50. In supporting and building capacity for the design and execution of country-owned national development strategies and programmes, UNDP delivery should be based on expertise and comparative advantage in accordance with the criteria outlined in this section, building on the comparative advantages and expertise of all partner agencies working at country level. UNDP will intensify its focus within the focus areas, as outlined in the present strategic plan. A midterm implementation review will be presented to the Board. 51. Moreover, as part of the UNCT response to national demand, UNDP will stand ready to serve as ‘provider of last resort’ in case of national capacity deficit or crisis. UNDP will not normally engage in: (a) specialized sectoral activity; (b) small-scale projects without country wide impact; (c) infrastructure with no capacity building; or (d) stand-alone procurement of goods and services, unless specifically requested to do so within the context of overall United Nations support for the MDGs. 52. The following paragraphs outline the overarching contribution of UNDP – capacity development – along with the key approaches for development effectiveness, its four focus areas and the key integrating dimension of gender equality and the empowerment of women. The contributions of the United Nations Capital Development Fund (UNCDF) and United Nations Volunteers (UNV) are set out in this section as integral parts of UNDP programmatic work. A strengthening of the collaboration between UNDP and UNCDF is foreseen, taking full advantage of the unique investment mandate of UNCDF and its focus on the LDCs. This increased collaboration is most clearly reflected in the areas of the strategic plan dealing with inclusive growth, inclusive participation, and restoring the foundations for development in post-crisis environments. With the United Nations Development Fund for Women (UNIFEM), opportunities for synergy are part of ongoing consultations. Jointly formulated outcomes and indicators measuring results in the focus areas, including the gender dimension, will permit UNDP and the associated funds and programmes to be more effective in achieving gender results by drawing on the comparative advantages and value added of each entity.

Objective(s):

V.A: Capacity Development

V.B: Development Effectiveness Principles

V.C: Poverty Reduction and Gender Achievement

V.D: Democratic Governance

V.E: Crisis Prevention and Recovery

V.F: Environment and Sustainable Development

V.G: Gender Equality and Empowerment

Content