UNDGSOPs PLAN OF ACTION

FOR HEADQUARTERS 1.0

14 April, 2015

UNDG SOPS Plan of Action for Headquarters

The Plan of Action has been developed in a consultative process amongst UNDG and HLCM members.

To ensure that the SOPs have demonstrable impact on efficiency, coherence and development effectiveness at the country level, the UNDG in close collaboration with HLCM needs to implement important supporting measures at the headquarters level, as outlined in the actions below.

All actions are considered essential accelerants for the required "stepping up" of coherence efforts in DaO settings, and many can have positive spin-offs in non- DaO settings, as well. Many actions are already under implementation. Each Executive Head commits to actively promote implementation through individual agency follow-up and collective monitoring. Recognizing the inter-linkage of key actions across the five pillars is also critical for successful implementation.

To facilitate this monitoring, each responsible network will report regularly (at least twice a year) to UNDG and HLCM. The two bodies will share information on the status of implementation.

Overall Status of the 50 Actions

Purple represents when the implementation or compliance of a measure is determined by the Integration Steering Group (mechanism within the Secretariat) working in conjunction with the UNDG: this applies to 3 measures (24, 43 and 44).

1 All timelines need to be confirmed in the 2014-15 work plans of the responsible implementing parties.

0 2 4 6 8 10 12 14

One Programme

CBF/ONE Budget

One Leader

Operating as One

Communicating as One

HQ Plan of action - Status by component

Delayed Ongoing Completed

14 April, 2015

14 April, 2015

2 The colors are an approximation of the current progress and need to be seen in context of the text in the boxes .

# Action item Completed by (Year)1

By whom Traffic light2

Actions taken Indicators of progress

One Programme

Abolishing UNDAF Action Plans/Country Programme Action Plans/Annual Work Plans

1 For urgent implementation in Delivering as One countries (and optional for all countries), the guidance for the roll-out of the One Programme should provide additional clarity on the following issues:

- The UNDAF will be at the strategic level formulating the outcomes;

- Results Groups’ Joint Work Plans can be multi-year, depending on country context, and include the outputs;

- UNDAF Action Plan in Delivering as One countries will no longer exist;

- Results Groups’ Joint Work Plans will be developed; and they may replace individual agency work plans when appropriate; in some cases individual agency work plans will remain;

- The required legal clauses (that are currently part of the UNDAF Action Plan guidance) are stipulated in the UNDAF document.

2015 UNDAF Programming Network (UPN

UNDG ASG lead UPN co-conveners Elliot Harris (UNEP) Kate Gilmore (UNFPA),

Focal Point for Action Anita Amorim (ILO) A task team is being convened for follow-up action.

Guidance completed. UNDP are consulting with their legal department and have informed the task team that they are still doing CPAPs and are checking what legal applications this will have on that. Similarly, FAO also are awaiting final clearance from their legal department – expect to get their feedback soon.

Retaining/Replacing Individual Instruments of Agencies

2 The Fund and Programmes agree to work towards the following measures in consultation with governing bodies: In order to simplify, reduce the number of additional agency instruments, whenever possible, including by replacing CPAPs and AWPs with the UNDAF and Results Groups’ Joint Work Plans. Existing UNDG guidance will be used for the purpose of incorporating the legal clauses/requirements contained in CPAPs/ AWPs in the UNDAF document.

2014 Fs/Ps/other UNDG members as applicable

The task team convened under Action 1 will incorporate the legal clauses/requirements contained in CPAPs/ AWPs into an UNDAF guidance supplement.

Maximum simplification and harmonization of CPDs: Recognizing the financial and accountability role that CPDs play for individual agencies, commit to full alignment of UNDAF outcomes and agency specific CPD outcomes to maximize harmonization of agency specific instruments to the extent possible. Emphasis needed on joint programming to ensure coordinated planning and avoid duplication.

Completed. CPD modification in 2014 Simplified and more harmonized

C P D templates, review and approval process of CPDs for four agencies.

The more harmonized format is intended to clearly articulate how the CPD results relate to: o Agency Strategic Plan

and the organization-wide results framework;

o National priorities; and, o UNDAF.

3a Funds and Programmes agree to work towards these measures in consultation with governing bodies: In order to shorten the programming process to less than a year and allow for alignment with the Government cycle, when governing body approval is required, seek agreement of the relevant boards to allow for both review and approval of CPDs (only funds and programmes) in one board session at the appropriate time (normally in September which requires submission of CPDs no later than early July). Review, in consultation with relevant governing bodies, the approval processes in transition settings to allow for alignment with shorter programming cycles and for programming to be responsive to changing environment.

2015 Fs/Ps/other UNDG members as applicable

Executive Boards of Funds and Programmes have endorsed a reviewed approval process for the CPDs in line with this action item.

The Executive Board has made a decision to allow CPDs review and approval at one Executive Board session instead of two.

3b Funds and Programmes to advise their country offices that CPDs can be submitted for both review and approval at the September Board meeting.

2015 Fs/Ps/other UNDG members as applicable

F&Ps to monitor country offices for timely submission of CPDs to the board session for a shorter programming cycle.

Monitoring, Reporting and Evaluation 4 Establish an M&E framework to track the

implementation of the Delivering as One approach, including a core set of minimum mandatory elements that should be in place to be considered following the Delivering as One approach, and its contribution to greater relevance, efficiency, effectiveness and coherence of the UN system.

End of 2014; Review in 2015/16

UNDG Completed. A UNDG task team has developed a DaO M&E framework in a participatory manner.

5 a. In accordance with the SOPs, identify best practices/ lessons learned for the purpose of further developing agreed methodologies and specific guidance on joint monitoring of results.

b. Monitor the implementation of the UN Joint Approach to Frequent Monitor Equitable Results by UNCTs.

2014 UPN ASG AG leads Yoka Brandt (UNICEF) Focal Point for Action A UNDG inter-agency task team has been created under the leadership of UNICEF (Mandeep O’Brien) Members: ILO, UNDP, UNFPA, WFP, FAO

The task team has completed the draft guidance on UN Joint Approach to Frequent Monitoring for Equitable Results and is planning on piloting it in the field through 5 or 6 selected UNCTs. A new task team will be created under the Programme Working Group to provide oversight to this work. It is expected that this work will be completed by 4thquarter of 2015

6 a. Introduce a template for the UN Country Results Report covering programme, operations, communications, and financial expenditures and funding; enabling results-based, simplified and transparent reporting, flexibly adapted to the country context. B. Monitor the implementation of the UN Results Report template by UNCTs.

March 2014

Relevant UNDG Working Mechanisms

ASG AG lead Focal Point for Action

UNDG inter-agency task team created under the leadership of UN Women (Michele Ribotta, and WHO (Dr. Sussane Bassiri)

The task team has completed a draft template for use by UNCTs. This template is now be made available on the UNDG website as part of the SOPs, One Programme: Tools and Materials. UNCTs should be informed that this is available for their use. It is a working document that will be further refined as we receive feedback from the field on it.

Results Groups

b. Monitor Implementation in Delivering as One Countries, but instruments are available to all countries.

2015 UNDG PWG

8 Ensure appropriate delegation of authority from headquarters to country-level representatives of specialized agencies, funds and programmes, where relevant, for taking decisions on programmatic and financial matters relating to the programming activities as agreed with national authorities, etc. Where appropriate, the UNDG will unpack this into a specific set of actions, (eg. allocation of resources in crisis contexts)

2015 Q4

UNDG agencies UNDG ASG lead PW WM co-conveners Elliot Harris Kate Gilmore

CBF and One Fund

Establishment of the One Fund

7 a. Produce terms of reference/guidance to define the roles, responsibilities and accountabilities of Results Groups and UN Country Team members leading the Results Groups, including clarification of responsibilities for the common programming principles.

March 2014

UPN Completed. Developed by the UPN as part of the One Programme – Tools and materials.

9 Define and apply a minimum financial threshold for the establishment and management of the One Fund so as to facilitate the most financially viable application of available funding mechanisms and to avoid increased transaction costs.

2014 Joint Funding and Business Operations Network (JFBON)/ Fiduciary Management Oversight Group (FMOG)

Completed by the JFBON/ FMOG. - Guidance developed by FMOG and approved as part of the SOPs in

August 2014. - Threshold policy rolled out as part of the SOPs roll out strategy. - Threshold policy being applied by Administrative Agent (MPTFO is

AA for all One Funds. MPTFO circulated an email to all One Funds explaining the threshold policy and enforcement of policy is in effect from 2015.)

Guidance on Performance-based Allocation

10 Develop common guidance on the design of performance- based One Funds that are based on best prevailing practice.

2014 JFBON/FMOG Completed by the JFBON/ FMOG. Guidance developed by FMOG and approved as part of the SOPs in August 2014. Guidance rolled out as part of the SOPs roll out strategy.

Joint Resource-mobilization Strategy

11 Agree on key elements/principles for a joint resource- mobilization strategy based on good practices at the country level, bearing in mind that joint resource mobilization will be supplemented, by agency-specific resource mobilization.

2014 JFBON/FMOG Completed by the JFBON/ FMOG. Guidance developed by FMOG and approved as part of the SOPs in August 2014. Guidance rolled out as part of the SOPs roll out strategy.

One Leader

(The scope of the One Leader involves the Resident Coordinator and the UNCT) To further strengthen the horizontal accountability of Resident Coordinators and UN Country Teams, including non‐resident agencies, the UN system will, subject to approval by the respective governance structures:

12 Fully implement and monitor the Management and Accountability System for the Resident Coordinator system, including the functional firewall, by;

revising job descriptions of UN Country Team members to recognize the role of the Resident Coordinator in strategically positioning the UN in each country;

clearly define the requirements for reporting obligations of agency representatives (as UNCT members) to the Resident Coordinator on resource mobilization and programme implementation of One Programme elements led by the agency;

include a role for the Resident Coordinator in providing an assessment of performance relating to the UN Country Team members with respect to their contribution to the UN Country Team activities as formal input to each agency’s performance approval process; and

include UN Country Team results in agency performance-appraisal systems (already agreed by the UNDG and needs re-emphasis via the Standard Operating Procedures).

2015

UNDG agencies

UNDG Working Group on RC System Issues to track at HQ and country level (WG-RCSI)

ASG AG lead Jan Beagle (UNAIDS) ­ While the UN

development system is getting close to full implementation of the Management and Accountability system, challenges remain to fully implement mutual accountability at the country level. As of end of December 2014, 11 UN organizations had fully implemented all four actions points of the M&A System for the Resident Coordinator system, including the functional firewall; 8 UN organizations are partially compliant and one did not reported any update.

Work in progress. - This action item will continue to be

addressed along relevant areas by the new UNDG Working Group on Leadership.

- Through regular monitoring and reporting and the identification of challenges faced by organizations in implementing the mutual accountability principles

- The results of the annual DESA surveys will allow for a triangulation of the information.

- Indicators: - 1. Guidance Note on UN Country

Team Conduct and Working Arrangements approved by UNDG (approved February 2014).

- 2 .RC and UNCT Performance Appraisal platform available which promotes mutual accountability and joint results reporting of the RC and individual UNCT members to agreed UNCT goals (2015).

- 3. Number of UN agencies incorporating UNCT member contribution to UNCT results.

- 4. Identification of challenges impeding full implementation and compliance of M&A System

13 Use the Guidance Note on UNCT Conduct and Working Arrangements and other tools developed in conjunction with the Management and Accountability System, such as the UNCT Code of Conduct and dispute-resolution mechanisms for UNCTs.

2014 UNDG agencies Completed. Guidance Note on UNCT Conduct and Working Arrangements was shared with the field.

14 Provide all those leading Results Groups/Operations Management Teams/Business Operations Strategies/Communications Groups etc., as well as all members of these fora, with appropriate support and recognition within their agencies and incorporate that element of their mandate into both their job descriptions and their regular performance reviews.

2015 UNDG agencies ASG AG lead Jan Beagle (UNAIDS)

Work in progress. To be implemented by all UNDG agencies. Indicators: 1. Operationalization of the RC

and UNCT Performance Appraisal System (Assessment of Results and Competencies)

2. Number of UN agencies incorporating UNCT member contribution to UNCT results

15 Hold t h e UNDG R e g i o n a l T e a m s accountable for addressing challenges relating to the performance of UN Country Team members and Resident Coordinators, and provide timely support.

Q2-Q3 2015

UNDG Chair supported by the Advisory Group

The Regional UNDG Teams completed the performance reviews for 2013 and timely feedback has been provided to RCs and UNCTs and support for 2014 identified.

Ongoing. Annual activity. The 2014 RC and UNCT performance appraisal was launched in Dec 2014, and will be completed on Q2-Q3 2015.

16 Ensure that Resident Coordinator is informed of high level visits (e.g. Executive Heads, Regional Directors) for maximum coordination and strategic positioning of the UN system.

2014 UNDG agencies Possible monitoring as part of the Country Coordination Survey.

Explore extent of information transfer to Resident Coordinator.

17 Ensure coherent headquarters oversight and s u p p o r t to Resident Coordinators, particularly when they also serve as DSRSG/RC/HC/DO, from the relevant UN Secretariat department and offices, including DPA, DPKO, DFS, OCHA, DSS and OHCHR.

2014 Chair of UNDG and UN Secretariat

The Chair of the UNDG holds regular meetings with the USGs of DPA, DPKO, DFS and EOSG, to discuss leadership issues and support to DSRSGs.

Ongoing. The Chair of the UNDG will continue to hold regular meetings with the USGs of DPA, DPKO, DFS and EOSG.

18 Enhance the planning and coordination function of the Resident Coordinator, including through the full exercise of the responsibility and authority of the Resident Coordinator already provided by relevant General Assembly resolutions, by allowing the Resident Coordinator to propose to members of UN Country Teams and relevant non-resident agencies, as appropriate and in full consultation with Governments and with the specialized agencies, funds and programmes, including within the established One Progmme: (a) the amendment of projects and programmes, where required, in order to bring them in line with the UNDAF, without prejudice to the approval process through governing bodies, and (b) the amendments to the UNDAF if it is determined that some activities are no longer aligned with the broader strategy of the UN development system in response to the national needs, priorities and challenges of the programme country concerned.

2014 UNDG agencies/UNDG WG-RCSI

Completed. Newly updated RC Job Description has incorporated this enhanced planning and coordination function of the RC.

Operating as One

Common Procurement

19 Maintain an overview of corporate long-term agreements and promote where possible inter agency use of long-term agreements.

Ongoing HLCM Procurement Network and UNGM Steering Committee

Global LTAs are available on the UNGM. HLCM has funded an expansion of the UNGM to include country level LTAs.

Procurement progress tool developed for monitoring. HQ level mapping of agency LTA’s in various HQ locations finalized

30+ Duty Stations have been given support though the HLCM to establish LTAs. Eight have reported back and have established 50+ LTAs and report cost avoidance/savings for 2013-2014 of over $5 Million.

20 Coordinate the development, maintenance and promotion of a UN-wide vendor database including high-volume local vendors through the UN Global Marketplace.

Global - done Local 2015

HLCM Procurement Network

Work in progress. Local vendor database being

established (UNGM The HLCM PN has, through its Vendor Registration project, finalized and launched a new system that significantly simplifies the vendor registration process for UN procurement. Using the UNGM, a common global vendor data base has been

established)

The Vendor Registration project phase II approved for HBP funding in 2014 will fully address this issue for local vendors in DaO countries. Implementation in full expected during 2015.

21 a. Agencies to accept the outcome of another agency’s procurement process with reference to standard clauses in the relevant internal guidelines to avoid duplication of internal controls across agencies.

Ongoing HLCM Procurement Network Harmonization Working Group

As a result of the HLCM HBP Harmonization Projects phase I and II, by September 2014, 14 organizations can now accept other organizations’ processes with another four only required to take limited action to reach this point.

b. HQ to monitor the implementation by

UNCTs of harmonized solutions as per the approaches agreed at the HQ level.

UNDG BO WG

22 Develop and maintain, in cooperation with UNDG, procurement capacity and general common services skills through the common training of staff at the country, regional and headquarters levels.

Ongoing

Work by HLCM Procurement Network completed. Follow-up by UNDG Business Operations Working Group

Work by HLCM Procurement Network completed: Four training workshops conducted in Copenhagen (Jan), Rome (April), Addis Ababa (August) and Hanoi (September); More than 120 participants from over 20 agencies in over 40 duty stations trained through the four workshops; Implementation plans from over 30 duty stations collected; Procurement collaboration experts and champions identified through the workshops and related project activities to support further scaling up of procurement collaboration; Training material updated based on workshop feedback.

UNDG, in collaboration with HLCM PN, will carry out an additional set of capacity building workshops in procurement during 2015, as part of the BOS roll-out. The over 120 staff members trained by the HLCM PN have been put on a roster for supporting country offices. The roster is available at: https://www.ungm.org/Public/KnowledgeCentre/Harmonization

Common Transport and Logistics

23 Develop and agree standardized common services solutions based on field practice to support the scale up of common service design and implementation at the country level at low transaction cost and transport arrangements, for UN Country Teams.

2015: 5 packages by ASGs)

UNDG Business Operations Working Group

24 Agree on common insurance options, where it is cost-effective, for light vehicle fleets at the country level.

2016 Insurance Unit)

UN Insurance Unit on behalf of UN system

Focal points for action Dominik Heinrich (WFP)

A complex agenda which involves wide office engagement, including from insurance, admin and procurement.

Common ICT

25 Identify policy, business process and ICT related barriers to business driven Enterprise Resource Planning (ERP) inter- operability.

Q2 2015 HLCM ICT, ITU and UNDG Business Operations Working Group

Ongoing. ERP interoperability feasibility study project has started and is expected to be completed in Q2 2015.

26 a. Reassess priority ICT activities and identify key actions for immediate and future ICT priorities based on feasibility, existing guidelines and needs at the country level.

Q1 2015 UNDG ICT Reference Group

Completed in AWP 2014

b. Scale up the implementation of the UNDG guidelines of ICT in a DAO environment

2015 UNDG ICT Reference Group

27 Establish Task Forces under the Operations Management Team, when needed, to ensure interdisciplinary engagement between the ICT Task Force and the other operations and programme-related teams (Task Teams on Procurement, HR, Finance and Programme Teams under the One Programme) to ensure that the ICT solution meets technical as well as business demands.

Done Not applicable Completed. Under the BOS programme and where relevant (e.g. where country has sufficient size of OMT to warrant separate Task Forces) the TFs have been established.

Common Human Resource Operations

28 Ensure that UN common standards for the classification of posts at the Professional and General Service levels are applied.

Done ICSC/HLCM HR Network

Completed. ICSC standards are currently in place.

ICSC conducted a compliance review in 2013 (ICSC/77/R.8) that confirmed 90.44% compliance with the classification standards at the Professional level.

29 Ensure that appraisal systems allow for inter-agency contribution to staff performance appraisals when the staff member engages in inter-agency activities.

By end 2014 For action by organizations by ensuring inclusion in performance planning

Supervisors in each individual agency

This is an issue for agencies to ensure that supervisors enter outputs into individual performance planning for staff.

30 Promote increased mobility between agencies, and supportthe move to a more networked approach to HR support, through wider implementation of the Inter-agency Mobility Accord, and through the adoption of the operational framework for internal status and recruitment approaches in Delivering as One countries as emerging from the Vietnam and Uruguay pilots.

By end 2014 HR Network Pilots completed in Viet Nam, Uruguay and Brazil.

HR Network has approved a proposal to mainstream the piloted framework for internal status and recruitment approaches in all Delivering as One countries. Action starting in Q3 2015."

Common Auditing

31 Guided by a risk-assessment of the joint undertaking to be audited, and taking into account the integration level of activities, the internal audit services of the UN organizations participating in the joint undertaking may conduct a joint internal audit, carried out on behalf of all participating organizations, or coordinate their respective internal audits. This will be carried out according to a joint audit framework and protocols agreed among internal audit services. The joint undertaking selected for an audit shall cover the costs of the joint internal

audit from its budget, and include a budgetary provision from the onset to cover these costs. A pool of internal audit staff shall be established and trained to execute the joint audit engagement.

2015 UN-RIAS/UNDG

interaction

through the

FMOG

ASG AG lead TBC

Work in progress.

UN-RIAS completed the integrated audit framework. No operational procedures or handbook is developed yet.

Pilot joint audits executed for Tanzania, Pakistan, Cape Verde and Malawi.

Pilot joint audits executed for Tanzania, Pakistan, Cape Verde and Malawi. Work is “in progress” on a joint audit framework and expectation is to complete the work by year end.

32 Within the context of the One Programme, and given themove towards joint work plans at the Results Group level, when they replace stand-alone individual agency work plans/project documents, senior management, UN Country Teams and the governing bodies of the organizations support an integrated risk-based joint internal audit of the joint work plans at the country level, and Delivering as One in general, conducted by internal audit services of the participating UN organizations.

Q4 2014-2015

UN-RIAS/UNDG

interaction

through FMOG

ASG AG lead TBC

Work in progress.

Work is “in progress” on a joint audit framework and expectation is to complete the work by year-end.

Work is “in progress” on a joint audit framework and expectation is to complete the work by year-end.

33 The mutual accountability for the governance of joint undertakings is clearly set to allow for ownership of joint internal audit reports, conclusions and recommendations.

Q4 2014-2015

UNDG Advisory

Group

ASG AG lead TBC

Work in progress as part of the joint audit framework

34 Senior management engage with their respective governing bodies on public disclosure of joint internal audit reports.

2015 UNDG Advisory

Group

ASG AG lead TBC

Common Finance 35 Develop harmonized financial rules and

regulations to be compliant with IPSAS within the context of all agencies adopting IPSAS.

Done UNDG Business Operations Working Group

Completed.

36 Agree on a harmonized methodology for calculating the transaction costs of business processes.

Q4 2014 UNDG Business Operations Working Group

Completed. The BOS has a simplified Transaction Cost Analysis which is being applied in the pilots and self-starters.

37 Agree on harmonized cost classifications and cost definitions. .

Q4 2014 HLCM Finance and Budget Network

Completed. The FB Network has agreed on a system-wide harmonization of the of the definition of operating costs based on the cost definitions adopted UNDP, UNICEF, UNFPA and UNWOMEN

38 Establish an agreed methodology for the identification of cost drivers in the context of common services.

Q3 2015 UNDG7 ASG AG lead TBC

Not started.

If the BOS is implemented, it will ensure that this item is addressed at the local level which appears to be the most efficient approach given that it includes a careful cost of service analysis as a part of the cost benefit analysis in the BOS approach. Hence, when BOS is implemented, the cost drivers would be identified locally.

39 Harmonize the central procurement of UN

banking services. Ongoing 2015 HLCM Treasury

WG (in consultation with HLCM Procurement Network)

Ongoing.

To date, banking contracts have been negotiated and established in 10 countries based on potential impact in terms of savings and service.

During 2015 additional contracts will be negotiated based on needs identified by organizations. Contract negotiations for global banking contracts with the five largest banks doing business with the UN are progressing, with UN OLA in the lead. This is expected to be completed in 2015.

.

Harmonized Approach to Cash Transfers (HACT)

40 Review the suitability of the HACT for the business model associated to the Delivering as One approach, provide guidance on its utilization, harmonize a definition of implementing partners, and streamline and simplify its use in line with the recommendations of the HACT Global Assessment report.

Q4 2014 (rollout)

UNDG HACT Advisory Committee

Completed.

Common Premises and Field Presences 41 Provide guidance, in cases where there are

no other options, to allow the UN Country

Team to establish common premises

through construction, provided that the UN does not own the building, with clear guidance being available to support the process.

Q4 2014 UNDG TTCP (following UNDP/ UNOPS project on construction of premises)

Guidelines for construction are completed

42 Harmonize regulations and rules relating to lease and rental agreements, including the establishment of lease agreements exceeding a duration of five years on a case-by- case basis (especially in the case of construction).

2015 UNDG TTCP ASG AG lead Vitaly Vanshelboim (UNOPS) To take action Henrik Linders (UNOPS Director of our Sustainable Infrastructure Practice Group) Charles Callanan (UNOPS Director of our NY Office),

UNDG Task team on Common Premises has taken this up. Harmonized lease agreement is in place, but not all agencies are using it. TTCP is looking into how to broaden the number of agencies using the harmonized lease agreement

43 Harmonize regulations, rules and tools at its disposal that facilitate co-location and use of common services between the UN Secretariat and UN agencies in countries where the UN Secretariat has a presence.

2015 ISG/UNDG TTCP; UNDG Business Operations Working Group

Work in progress. MoU agreed in principle. Needs to be supplemented by SLA level agreements in order to be implemented.

Work in progress. MoU agreed in principle. Needs to be supplemented by SLA level agreements in order to be implemented.

44 Finalize a harmonized approach to cost-recovery between UN Missions and UN Country Teams, taking due account of the delivery of mandate-related activities by UN Country Team members.

2015 ISG/SWG; UNDG Business Operations Working Group

45 Look into the issue of security costs of UN premises in transition countries, particular into their impact on programmatic activities.

As per Inter- agency Security Management Network (IASMN) work plan

IASMN UNDG Task team on Common Premises will meet with agency security focal points to assess the extent of the impact of security costs on common premises and programme activities.

Communicating as One

46 In collaboration with DPI, review and, where necessary, update existing UN Communications Group guidance on country communication groups and any other relevant UN- wide guidance on communication at the country and regional levels (incl. on visual identity and branding of joint communication products and the use of the UN logo and name to ensure consistency of approach) in order to ensure that inconsistencies and redundancies are resolved.

2014 -2015

UNDG agencies/ DPI

ASG AG leads Yoka Brandt (UNICEF) Yannick Glemarec (UN Women) Co-chairs, Communications and Advocacy Working Group

Indicators: - Communicating as One guidance

developed (November 2014) - Baseline data on country level

alignment to Communicating as One Guidance available (Sept. 2015)

- Q & A material to supplement Communicating as One Guidance developed (end 2015)

47 Establish a working mechanism at global level in coordination with regional level on Communications and advocacy to assist Country Teams.

2014 UNDG agencies/UNDG Advisory Group

ASG AG leads Yoka Brandt (UNICEF) Yannick Glemarec (UN Women)

- Global level working mechanism established

- Regional UNDGs equipped with data to monitor Communicating as One as part of SOPs.

- Percentage of Countries that meet Communicating as One core elements of the SOPs

48 Enable joint publication of data on use

of international transparency standards across UNDG members (IATI)

- 2015 - UNDG agencies

- - ASG AG lead - Yoka Brandt (UNICEF) - Yannick Glemarec (UN

Women)

- Co-chairs, Communications and Advocacy Working Group

- Number of UNDG agencies publishing data as per IATI standards

49 Establish a knowledge repository of examples of Communicating as One at country level.

2015 UNDG agencies ASG AG lead Yoka Brandt (UNICEF) Yannick Glemarec (UN Women) Co-chairs, Communications and Advocacy Working Group

- Indicators: - Common UNDG standards included

in Communicating as One Guidance

- Forum for knowledge exchange of country examples of Communicating as One established.