Manage and Coordinate Aid
Products and Services
Bureau for Development Policy/
Capacity Development Group
Mandate and Commitments
UNDP Framework for Policy
Processes, Institutions and
based National Development Strategies
Managing for Results as Guiding Principle
UNDP Capacity Assessment Framework for Aid Effectiveness
Principle of Managing for Development Results
National ownership and
Policy and institutional framework
(incl. country systems)
Partnerships with internal and
UNDP support provided to over 90 countries on aid
Country support backed by specialists in regional
, Beirut, Panama (and possibly
BDP HQ provides policy guidance, coherence, tools,
partnerships and quality control
UNDP often chairs/coordinates donor/govt. coordination
mechanisms alone or in partnership with the WB
over 300 members (internal/external)
PRINCIPLES of Support
driven/identification of UNDP
comparative advantages in country context
with a well defined exit
within UNCT to deliver on the
with other donors within aid
Services and Products
Policy advice on aid coordination and aid management (e.g. aid policies)
Targeted capacity development support to strengthen national capacities to
Coordinate external assistance (e.g. strengthening negotiation skills)
Manage external assistance (e.g. strengthening accountability and transparency through aid
management systems, results monitoring, mutual accountability)
Manage outgoing aid for non
traditional donors (e.g. Thailand on ODA, new EU members)
Support to UNCTs/RCs in UN positioning in the country aid environment and
to the UN Development Group on implementing the Paris principles.
Support to country, regional and global policy linkages through capacity
development (Paris Declaration, monitoring UN Financing for Development
process, Development Cooperation Forum).
Tools: UNDP Capacity Assessment Methodology for Aid Effectiveness,
checklists, papers, case studies.
Knowledge management: global Community of practice (over 300 members),
one internal website (
), one external website (
CD & AE; SBS/pooled funds EB decision; cross
cutting issues & AE
(e.g. HIV/AIDS, environment); policy issues around JAS & donor DL;
TA/TC/CD; global/regional/country policy coherence on HLF3, Doha
s & Tools
Application of CA methodology; development of CD tools according to
country typology (underway).
Peer learning through cross
country exchange and S/S dialogue
& websites; launched VDA courses.
UN policy coherence around Accra/Doha linking UN
normative/operational (TCPR mandate) ; UNDP leads with UNDG;
development of guidance on the UN in the changing aid environment
Policy support/positioning to UNDP COs, UNCTs and RCOs
modalities; CA/CD for AE (aid coordination; aid management/systems)
Donor/government/CS (Parliaments) partnerships; resource
Applications of Capacity Assessment Methodology
In order to identify constraints and opportunities relating to aid coordination and aid management, the Ministry of
Economy decided to undertake an assessment of its capacities for aid coordination and management.
Improving its capacities for both aid coordination and management of external assistance will have far reaching
implications for the Government and, if taken seriously, could become a catalyst for wider reforms.
Ukraine, Ministry of Economy, 2007
Strong engagement with the Government to ensure ownership, which is crucial for the next steps in the capacity
assessments have to be customized
with the full engagement of
launch of the
requires carefully chosen expert
consultants and needs to include national experts strongly.
mission preparation is needed as well
The Ministry of Economy of Ukraine and the United Nations Office in Ukraine decided to deploy a “Joint Capacity
Needs Assessment Exercise
Aid Effectiveness, Coordination and Management in Ukraine” prior to the
development of a comprehensive capacity development project.
The exercise consisted of two phases: (a) Government self
assessment, using the questionnaire developed by
BDP/CDG/AE Team, the questionnaire was sent to 25 governmental bodies and took place from 10 April to 18
May, and (b) experts’ assessment from 29 May to 6 June. The experts’ team consisted of four independent
international consultants supported by the RCO coordination officer and UNDP/BDP resource person. More than
30 meetings were convened in Kiev within one week. Major constraint identified: lack of a national strategy.
The experts’ team submitted a report on its findings, which included recommendations for Ukraine on its way to
implementing the commitments of the Paris Declaration. The preliminary findings were presented in Kiev.
Applications of AIMS
Although it is increasingly receiving funding from the European Union, Montenegro also
continues to manage the ongoing and planned activities funded by bilateral and multilateral
partners. The need for a tool to support project planning, the creation of log frames, management
of donor inputs, activities and deadlines, and proposed projects is critical.
advised the government on the aid
and aid management strategy
In 2007 UNDP
a regional meeting in Montenegro for exchange of lessons learnt, good
learning through a peer approach.
.To address aid management needs, a system (AMP) was customized specifically for Montenegro (where it is
known as the Project Management Platform). Currently, donor
government coordination mechanisms are fairly
Approach to aid coordination and aid management should be .within the broader context of economic
governance and capacities of country institutions.
Country ownership and commitment is the guarantee of sustainability and country leadership is the must of the
design of aid coordination/management policy.
Partnerships within government and with donors are essential for the commitment to data provision and use of
Government capacity to manage the aid management system is crucial for ownership and sustainability.
UNDG/UNCT and UNDP role
UNDP leads with the UNDG on these issues
through its broad development mandate
UNDP supports the RC in his/her donor
Joint UNDG delegation and platform for Accra
HLF; joint UNDG policy statement and
Administrator’s statement at Doha
Integration of PD/AAA commitments into
UNDG policies, rules, procedures and
Administrator to RCs after Doha
March 2009 meeting
This is an important opportunity to ensure the voices of developing
countries are clearly heard and their needs are resolutely reflected in the
final deliberations. UNDP Country Offices, have an important role to play
to work with our partner countries to prepare for this conference.
Governments will need to identify clearly their views on the systemic
issues that will need to be addressed in responding to the impact of a
world downturn. I am asking Regional Directors to identify with their
country offices the most effective ways in which this support can be
tailored to individual country circumstances. In this respect, the regional
economic commissions, UNCTAD, WTO and the
Institutions will need to be consulted and invited to provide inputs