GoB-UN POP 2010-2014 - UNFPA Botswana

Signature pageIN WITNESS THEREOF the undersigned, duly authorised, have signed the revisedGovernment of Botswana – United Nations Programme Operational Plan document onthe 22 nd March, 2013 in Gaborone, Republic of Botswana.____________________________________Hon. Ontefetse K. MatamboMinister of Finance and Development Planning____________________________________Mr. Anders PedersenUnited Nations Resident CoordinatorAGENCIES____________________________Mr. Gaoju HanFAO RepresentativeBotswana and Zimbabwe________________________________Mr. Dazhu YangIAEA DirectorDivision for AfricaDepartment for Technical Cooperation__________________________________Mr. Geoffrey LivingstonIFAD Country Programmme Manager for Botswana____________________________________Ms. Yanine PocOHCHR Regional Representative____________________________________Mr. Vic van VuurenILO DirectorOffice for Botswana, Namibia, Lesotho,Swaziland and South Africa____________________________________Dr. Gang SunUNAIDS Country Coordinator____________________________________Mr. Lare SisayUNDP Deputy Resident Representative____________________________________Mr. Mounkaila GoumandakoyeUNEP Regional Director & RepresentativeRegional Office for Africa________________________________Prof. Luc RukingamaUNESCO Director/RepresentativeHarare Cluster Office____________________________________Ms. Aisha Camara – DrammehUNFPA Representative

ContentsList of AcronymsExecutive SummaryForewordiiiiivPreamble 11 Introduction 21.1 Partnerships, Principles and values 31.2 Revision of the GoB-UN POP 52 The Development Context and UN Strategic Value 82.1 Development Context and National Priorities 82.2 UN Strategic Value in the Botswana Context 133 GoB-UN POP 2013-2014 Results 153.1 GoB-UN POP Outcomes 153.2 Integration of Cross-Cutting Issues 174 GoB-UN 2013-2014 Implementation 184.1 Strengthening Delivering As One 184.2 Managing for Development Results in a Middle-Income Botswana 194.3 Risk Management 204.4 Knowledge Management and Utilization 214.5 Non-Resident Agencies 214.6 Civil society 225 Management of Programme Implementation 225.1 Principles 225.2 Implementation 225.3 Management 235.4 Delivering As One Business Operations 266 Resources and resource mobilization strategy 296.1 The One Budget 296.2 Resource Requirements 306.3 One Fund 326.4 Human Resources 337 Communications 338 Monitoring and Evaluation 338.1 GoB-UN POP 2010-2014 Development Results 338.2 Delivering as One Results 368.3 Audits 369 Commitments by all Parties 369.1 Commitments of the Government of Botswana 369.2 Implementing Partners 379.3 Commitments by the UN 3810 Other Provisions 3810.1 GoB-UN POP 2010-2014 Modifications 3810.2 GoB-UN POP 2010-2014 Termination 3910.3 Dispute Resolution 3910.4 UN Convention on Privileges and Immunities 39Annex I. Cooperation and Assistance Agreements 41Annex II: GoB-UN POP 2010-2014 Results and Resources Matrices 42Annex III. Botswana UNCT Statement of Common Understanding on Delivering as One 58GoB - UN POP 2010 - 2014

GoB-UN POP 2010-2014Copyright © 2013United Nations System in BotswanaGaborone, BotswanaTel: (+267) 363 3700, Fax: (+267) 395 6093All rights reserved. No part of this publication may be reproduced, stored in retrievalsystem, or transmitted, in any form by any means, electronic, mechanical, photocopying,recording or otherwise, without prior permission of the United Nations System in Botswana.GoB - UN POP 2010 - 2014i

List of AcronymsAAIAMSCOAWPBABCABCWISBOCONGOCCACCGCRCDaODPSFACEFAOGBVGoBGoB-UN POPHACTHIV/AIDSHPPMGHRBAIAEAICTIFADILOIMFINGOIPVLDCLEDMDGMDJSMEAMEWTMFDPMLGRDAuthorised Audit InstitutionAfrican Management ServicesCompanyAnnual Work PlanBasic AgreementBasic Cooperation AgreementBotswana Core WelfareIndicators SurveyBotswana Council of NGOsCommon Country AssessmentComponent coordination GroupConvention on the Rights of the ChildDelivering as OneDeputy Permanent SecretaryFund Authorisation and Certificateof ExpendituresFood and Agriculture Organisationof the United NationsGender-Based ViolenceGovernment of BotswanaGovernment of Botswana - UnitedNations ProgrammeOperational PlanHarmonised Approach toCash TransfersHuman Immuno Deficiency Virus/Acquired Immuno Deficiency SyndromeHarmonised Programme andProject Management GuidelinesHuman Rights Based Approachto ProgrammingInternational Atomic Energy AgencyInformation and CommunicationTechnologyInternational Fund for AgriculturalDevelopmentInternational Labour OrganisationInternational Monetary FundInternational Non-GovermentalOrganisationIntimate Partner ViolenceLeast Developed CountryLocal Economic DevelopmentMillennium Development GoalMinistry of Defence Justice and SecurityMultilateral Environment AgreementMinistry of Environment, Wildlife andTourismMinistry of Finance and DevelopmentPlanningMinistry of Local Government and RuralDevelopmentMLHAMoAMoESDMoHMTIMTRMYSCNCDNDP10NGOOMTOVCPCMEGPSCQCPRRBMRCSBAASHDTCPRToRTWGUN WomenUNUNAIDSUNCGUNCTUNDAFUNDGUNDPUNEPUNESCOUNFPAUNHCRUNICEFUNIDOUNOHCHRUNTGWHOMinistry of Labour and Home AffairsMinistry of AgricultureMinistry of Education and SkillsDevelopmentMinistry of HealthMinistry of Trade and IndustryMid-Term ReviewMinistry of Youth, Sport and CultureNon Communicable DiseaseTenth National Development PlanNon-Governmental OrganisationOperations Management TeamOrphans and Vulnerable ChildrenProgramme Coordination, Monitoringand Evaluation GroupProgramme Steering CommitteeQuadrennial Comprehensive PolicyReviewResults-Based ManagementResident CoordinatorStandard Basic Assistance AgreementSustainable Human DevelopmentTriennial Comprehensive Policy ReviewTerms of ReferenceThematic Working GroupWomen United Nations Entity for GenderEquality and Women’s EmpowermentUnited NationsJoint United Nations Programmeon HIV/AIDSUnited Nations Communications GroupUnited Nations Country TeamUnited Nations Development AssistanceFrameworkUnited Nations Development GroupUnited Nations DevelopmentProgrammeUnited Nations Environment ProgrammeUnited Nations Education, Scientific andCultural OrganisationUnited Nations Population FundUnited Nations High Commissionerfor RefugeesUnited Nations Children’s FundUnited Nations IndustrialDevelopment OrganisationUnited Nations Office of the HighCommissioner for Human RightsUnited Nations Theme GroupWorld Health Organisationii GoB - UN POP 2010 - 2014

Executive Summaryin knowledge, experiences and context. To enablesuch adjustments and the inclusion of new activitiesand agencies, provision has been made for regularreview and update of the GoB-UP POP analysis andResults and Resource matrices.The Results and Resource Matrices have beenrevised to focus on results and leave activitydetails for the annual planning process. The newmatrices place the risks, assumptions, indicators,baselines and targets at the same level as theresults. The style of presentation has been selectedwith a view to encouraging the CCGs to reporton the basis of the indicators and to periodicallyreview their assumptions and risk developments.To further strengthen the reporting, CCGs reportswill form the basis for the UN Annual Report.Realising the ambition set out in the revised GoB-UN POP will require the UN to undertake severalaction items identified in the document andfor the Government of Botswana to engagenot only as an implementing partner for theGoB-UN POP but also as a stakeholder in UNReform as expressed at country level throughthe commitments and actions of UN agenciesunder the ‘Delivering as One’ (DaO) approach.To facilitate dialogue and review of progress andprospects for DaO, a specific provision is madein the annual reporting process. The UN CountryTeam prepares on an annual basis an action planfor strengthening DaO. The plans will form partof the accountability framework for the UN in itsengagement with the Government of Botswana.An increased frequency of Programme SteeringCommittee meetings is also provided for. Theremaining period of the GoB-UN POP (2013-2014)will see marked improvements over the first threeyears and create a strong basis for programmingfor the remainder of the life of the UNDAF(2015-2016). This revised GoB-UN POP providesan evaluation framework that will enable thedocumentation of lessons and their applicationin subsequent programming cycles.Full implementation of the planned actions for the2013-2014 period hinges on successful resourcemobilisation. A total of US$ 21.5 million is estimatedfor the 2 year period. Of these resources, the UNexpects to be able to fund US$9.3 million throughcore and other resources. The balance, that is,US$12.2 million will have to be mobilised throughthe joint efforts of the Government of Botswanaand participating UN System Agencies.The following supplementary documents are tobe developed:a) Specific measures to mainstream cross-cuttingissues within the CCGsb) Revised reporting tools incorporatingcross-cutting issues, risk analysis andthe use of indicators for performancetrackingc) Revised resources mobilisation strategyd) A knowledge management and sharingstrategye) A plan for increasing civil societyengagementf) A revised Communications Strategyg) An updated Monitoring and EvaluationPlanh) A revised vision for DaO and annualworkplansi) Revised CCG generic Terms of Referenceto reflect differences in group needsj) Adoption of a revised UN in Botswanastatement of common understanding onDaOiv GoB - UN POP 2010 - 2014

ForewordThe cooperation between the Government ofBotswana and the United Nations system in Botswanais pursuant of the United Nations General AssemblyResolution 63/233 on Development Cooperation withMiddle Income Countries that recognises and calls forappropriate support to middle income countries toovercome disparities masked by national averagesand to realise all the Millennium Development Goals(MDGs). The design of the cooperation betweenthe United Nations and Middle Income Countriesis an area of on-going learning. Despite extensivediscussion at the United Nations, there is still no policyframework that clearly defines a coherent UnitedNations strategy for engagement with middleincomecountries. While this is a challenge, it is alsoan opportunity for Botswana to generate lessons onhow best to utilise the capacities of the UN system.A key feature of this learning process is to exerciseflexibility and adaptation. In 2008, the Governmentof Botswana and the United Nations in Botswanaadopted a roadmap towards the operationalizationof the “Delivering as One” approach through theadoption of a single UN programme operationalplan aligned to national priorities and informed byUN programming principles. In 2010, implementationbegan in earnest.In 2012, we made adjustments to the ProgrammeOperational Plan on the basis of lessons learnt. Therevised GoB-UN POP 2010-2014, as an action planof the United Nations Development AssistanceProgramme (UNDAF) for 2010 – 2016 represents ashared conviction of the partners on how the UN canbest support Botswana to achieve its aspirations. Theobjective of the partners in revising the GoB – UN POP2010 – 2014 is two fold. Firstly, as it is expected of anaction plan, it had to be reviewed and adjusted toimprove its ‘fit for purpose’, that is; to enhance thecontribution of the UN to the realisation of NDP10 goals.Secondly, the GoB – UN POP 2010 -2014 represents amajor shift on how UN agencies work with each otherand how they work with Governments, including theGovernment of Botswana. On both these fronts,the first three years of the GoB – UN POP 2010 -2014,have offered some important experiences andlessons. Changes in the operational context havepresented both opportunities and challenges for thepartnership creating the need for adaptation.Over the past three years the Government ofBotswana has made considerable progress inimplementing the Tenth National DevelopmentPlan (NDP10) as evidenced by its mid-term reviewreport. Through successful implementation of theGoB-UN POP 2010-2014 activities, the UN has playedan important role as a partner in this achievement.Botswana has recorded good progress on manyfronts including the Millennium Development Goals(MDGs), with the country on course to achievethe majority of the goals. Many of Botswana’ssocial indicators,with a few exceptions, comparefavourably with those of other middle incomecountries. The country however faces continuedchallenges of reducing inequality. Therefore, theGovernment is poised to ensure, through inclusivepolicies and programmes, to develop the countryand its citizens. These objectives must be met in anenvironment that differs significantly from the oneobtained at the time the GoB – UN POP 2010 -2014was developed. The changes challenge both theGovernment of Botswana and the UN to be morecreative and more strategic.In 2012 both the NDP10 and the GoB-UN POP 2010-2014 underwent mid-term reviews that assistedwith the identification of areas for improvementas well as guidance on how the improvementscould be made. The five Component CoordinationGroups (CCGs) worked tirelessly to make thenecessary revisions to the GoB-UN POP 2010-2014.The product is a new version of the GoB-UN POP2010-2014 that reflects current understanding of theopportunities and challenges for the GoB-UN POP2010-2014 partners. The document presents ourshared strategic intent of utilising the comparativeadvantage of the UN system to further Botswana’sdevelopmental aspirations; the actions we intend totake to achieve our strategic intent; and elaborateson how we will manage our work in order to ensurethat all our actions are consistent with and in supportof our strategic intentions. The revised GoB – UN POP2010 – 2014 will also provide clarity on key conceptsand commitments that the partners have made. Inmaking these commitments the partners sincerelybelieve the principles outlined in this documentshould be at the core of their collaborative workand are fully aware that in some cases the progressmade may not reach the desired goals.The view adopted by the partners is that, making astart is better than not starting for fear of the scaleGoB - UN POP 2010 - 2014v

PreambleThe Government of Botswana (hereinafter referredto as “the Government”) and the UN system inBotswana are committed to the implementation ofthe GoB-UN POP 2010-2014, under the joint leadershipof the Government and the UN, bringing togetherthe comparative advantages of the participating UNsystem agencies within one planning, implementationand monitoring and evaluation framework.UN organizations participating in the GoB-UN POP2010-2014 are: the Food and Agriculture Organizationof the United Nations (FAO), the International AtomicEnergy Agency (IAEA), the International Fund forAgricultural Development (IFAD), the InternationalLabour Organization (ILO), the Joint United NationsProgramme on HIV/AIDS (UNAIDS), the UnitedNations Development Programme (UNDP), theUnited Nations Environmental Programme (UNEP),the United Nations Educational, Scientific andCultural Organization (UNESCO), the United NationsPopulation Fund (UNFPA), the United NationsChildren’s Fund (UNICEF), the United Nations HighCommission for Refugees (UNHCR), the United NationsOffice of the High Commission for Human Rights(UNOHCHR), United Nations Industrial DevelopmentOrganization (UNIDO), the United Nations Entity forGender Equality and Women’s Empowerment (UNWomen), and the World Health Organization (WHO);and are hereinafter referred to as ‘the ParticipatingUN System Agencies’ 1 .and inter-governmental events of the United Nationsto which Botswana is a party;Acknowledging that Botswana, as a middle incomecountry, has made and honours a cost-sharingarrangement with selected United Nations agencies 2 ;Agreeing that the participating UN system agenciessupport the implementation of Vision 2016 and theTenth National Development Plan (NDP10), andrelated sectorial and local strategies;Building on the progress made and experiencegained during the first 3 years of implementationof the GoB-UN POP 2010-2014, the findings andrecommendations of the Mid-Term Review of theNDP10, the Mid-Term Review of the GoB-UN POP2010-2014, and lessons learned from the independentevaluation of ‘Delivering as One’;Affirming that the GoB-UN POP 2010-2014 is the onestrategic programmatic vision and framework whichguides all agency programming; andDeclaring that the commitments and responsibilitiesoutlined herein will be fulfilled in a continued spirit ofclose cooperation and trusted partnership;The Government and participating UN systemagencies hereby agree as follows:Furthering their mutual agreement and cooperationfor the realisation of the Millennium DevelopmentGoals (MDGs) and other internationally agreeddevelopment goals resulting from UN Conventions andSummits to which the Government and participatingUN system agencies are committed, including theMillennium Summit and the Millennium Declaration,the Millennium Development Goals Summit 2010 andother relevant conventions, conferences, summits1The term ‘UN system agencies’ encompasses all of the various funds, organizations, agencies and programmes of the UN system.2At present the Government has a 60/40 cost sharing arrangement with the United Nations Development Programme.GoB - UN POP 2010 - 2014 1

GoB-UN POP 2010-20141.1 Partnerships, Principles and Values4. The GoB-UN POP 2010-2014 presents plannedcontribution of the participating United NationsSystem Agencies to the efforts of Botswana toattain national aspirations as outlined in Vision2016 and the NDP10. The basis of the partnershipas follows:a) National Ownership, Leadership andAccountability for Results: The GoB-UN POP2010-2014 is guided by the principles of nationalownership, leadership and accountabilityfor development results. The POP has beendesigned to deliver support that meets theneeds of Botswana as a middle incomecountry, that is, high quality policy advice andtechnical expertise based on international bestpractices.b) Implementation of International NormativeStandards: The GoB-UN POP takes as itsbasis the unique role of the UN in supportingand monitoring the implementation of basicnormative standards and agreements suchas the Universal Declaration of Human Rights,the Millennium Declaration and its goals, andoutcomes of international conferences, summitsand UN conventions. The UN is committed tousing its technical expertise and comparativeadvantages to support the Government to fulfilits international commitments under variousmultilateral agreements.c) Use of a Rights-Based Approach: Ahuman rights-based approach to sustainabledevelopment is based on the principles ofparticipation, accountability, non-discrimination,empowerment and the rule of law. In linewith UNDG guidance, the UN in Botswanawill integrate a rights-based approach into allprogramming and actively promote sustainabledevelopment and gender equality. ParticipatingUN agencies will use a rights-based approach tosupport the Government in reducing inequalitiesand disparities, focusing on the most vulnerableand disadvantaged to ensure that all Batswanaare able to benefit from Botswana’s progress anddevelopment.d) Results-Based Management: In keepingwith the spirit of the Paris Declaration onAid Effectiveness, the UN will continue tostrengthen management for results throughoutthe implementation of the GoB-UN POP 2010-2014.e) South-South Cooperation: The UN will promoteSouth-South and triangular cooperation andmainstream support to South-South cooperation andtriangular cooperation into the regular programmingof operational activities for development with aview to maximise the benefits and impact of South-South cooperation and triangular cooperation inthe realisation of national goals and internationallyagreed development goals, including the MillenniumDevelopment Goals.f) Gender Equality: The UN will continue tostrengthen capacities for gender equality andequity. In seeking to strengthen gender equalitythe UN will be cognizant of and ensure that effortsand their measurement focus on three distinctspheres in which changes must be achieved tofurther gender equality. The first sphere consistsof the organisation and its structures, policies andprocedures. The second is that of the substantivework carried out by the organisation. The thirdsphere is the community that the organisationaims to impact. This framework applicable tothe UN and to partners will be used to ensure thedevelopment of clear, coherent and measurablegender equality results.g) Focus on the Most Vulnerable: Understandingthat national averages mask wide disparities,and that improving the situation of the mostvulnerable and excluded groups is central tonarrowing the gap in opportunity and outcomes,the UN will work with the Government of Botswanato improve the understanding and responses toprocesses of exclusion and vulnerability. Units ofvulnerability considered may include: geographicdisparities, gender, age, disability, and ethnicity,among others.GoB - UN POP 2010 - 2014 3

GoB-UN POP 2010-2014h) Environmental Sustainability: Environmentalsustainability forms one of the three dimensionsof sustainable development (the othersbeing social and economic development).The UN will support Botswana to implementcommitments made at Rio+20 and improvethe operational institutional framework forsustainable development. Specifically, the UNwill: align the approaches and tools employedby the UN system at country level to integrate thethree dimensions of sustainable development;provide effective and coordinated supportto the design and implementation of nationalsustainable development strategies, policiesand related capacity development; and helpto mobilize relevant partners and stakeholders tocontribute to effective resource mobilization andimplementation of a sustainable developmentagenda.i) Capacity Development: Capacitydevelopment is a core function of the UnitedNations development system and one of the keyinterrelated principles that must be applied at thecountry level. The support of the UN will be gearedtowards developing the capacity of nationalpartners to do for themselves, rather than the UNdoing for them. The exception here would beGovernment contracting a UN agency or otherthird party to carry out a particular action or projecton their behalf. The design of specific actions insupport of partner capacity development will beinformed by UNDG guidance and best practice.An indicative range of possible UN interventions incapacity development is presented in the figurebelow.Capacity Development• Facilitating capacity assessments, with needs, equity and distributional analysis; Supportingthe capacity to review and analyse pro-poor policy options;• Facilitating consensus-building processes and broker relations between key developmentstakeholders, to promote capacities for inclusion and empowerment in decision making.• Strengthening national capacities to implement and monitor international norms/standards.• Facilitating participation of societal and government actors in, and enhance capacities for,national coordination of development & humanitarian assistance.• Supporting capacity to develop and use information, data and robust results-basedmanagement systems for greater accountability.• Providing catalytic support for technological and knowledge acquisition and innovationcapacities.• Providing international good practice in all the above and promote knowledge networkingcapacities around them.4 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-2014the Botswana context UN reforms aimed atgreater simplification and harmonization of UNactivities. Thus, Botswana became a “Deliveringas One” approach “self-starter country” withthe steps to be followed being outlined inthe Roadmap to the GoB–UN Programme ofCooperation (2008).The basis for formulationof the GoB-UN POP was the 2008 CommonCountry Assessment (CCA) and the UnitedNations Development Assistance Framework(UNDAF). The UNDAF is aligned to the NDP 10planning cycle and covers the period 2010-2016. The UNDAF has five thematic outcomeareas, namely: i) Governance and HumanRights Promotion; ii) Economic Diversificationand Poverty Reduction; iii) Health and HIV/AIDS; iv) Environment and Climate Change; v)Children, Youth and Women’s Empowerment.6. In 2012, a mid-term review (MTR) of the GoB-UN POP 2010-2014 was undertaken. In thesame year, the Government of Botswanaalso undertook a mid-term review ofNDP10. Together with the 2011 study on UNengagement in a middle income country,the NDP10 MTR and the GoB-UN POP MTRprovided a sound basis for the revision of theGoB-UN POP 2010-2014.7. The process of revising the GoB-UN POP beganduring the MTR and proceeded through theannual planning retreats for 2013 andsubsequent processes managed by therespective Component Coordinating Groups(CCGs) constituted for each of the outcomeareas.1.2.1 GoB-UN POP 2010-2014Mid-Term Review8. The MTR of the GoB-UN POP, taking into accountthe developments in the country; the progressmade; and challenges and opportunities, madeseveral observations on programme focus, design,management, monitoring and evaluation. TheMTR recommended improvement of the focus ofthe programme; better articulation and monitoringof results; and a more strategic investment of UNresources in support of country priorities.1.2.1.1 Findings9. The GoB-UN POP 2010-2014 MTR observed that:a) Botswana has made significant progress on theMillennium Development Goals (MDGs) and ison course to achieve the majority of the goals.The goals on which the country lags behind havea close interaction with the HIV&AIDS epidemicwhich either worsened the indicators before itwas brought under control through improvedaccess to treatment or created a new urgencythat underplayed the importance of pre-existinglimitations on progress.b) Botswana faces challenges of improving thesocial conditions of its population while limitingthe role of the state which, on the basis ofgovernment spending as a share of GDP, isconsidered excessive;c) The work of the UN in Botswana is aligned tonational priorities but there is room to betterfocus the work and for the work to be morestrategic to improve the achievement of results;d) As an upper middle income country whoseeconomy is highly dependent on governmentspending, Botswana has unique needs that callfor the UN to provide more upstream expertsupport and advice towards the achievementof national goals;e) A significant section of senior officials viewBotswana’s challenge as being less about policydevelopment and more about overcomingimplementation challenges. Thus, while there isneed to ensure relevant updated policies are inplace, such efforts need to be balanced withefforts to improve implementation capacity.f) The GoB-UN POP, as results framework, hasfacilitated increased collaboration between6 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-2014UN agencies. Joint planning has become thenorm. Positive aspects of this collaborationhave included improved information sharing;work towards joint programmes; and sharing oftechnical expertise, among others;g) While UN programming in Botswana has beeninclusive of UN agencies, it has not beenstrategically coherent, nor has the potential ofthe UN system in the country been realised;h) The management processes for the implementationof the GoB-UN POP 2010-2014 have facedchallenges arising from bringing together differentprogramming traditions, agency mandates andrequirements, and the absence of funding for jointprogrammes 5 . Consequently, the articulationof and management for results have beenweak. Areas that have been affected by theseweaknesses include: monitoring and evaluation,action on cross-cutting issues, application of therights-based approach to programming, andstrategic coherence;i) The management approach to the implementationof the GoB-UN POP 2010-2014 and that adoptedby the Government of Botswana for themanagement of NDP10 implementation aresimilar. The similarities offer possibilities in the useof common approaches and systems to learningand management including monitoring andevaluation, and improvement of the effectivenessof management structures; andj) The Delivering as One approach was adoptedwithout clear performance targets resultingin the absence of a sound basis for periodicassessment and action planning. At adoption,an expectation was created that there wouldbe reduced transaction costs and demandson implementing partners. This expectationremains unmet due to continued duplication ofprocesses.1.2.1.2 Recommendations10. The GoB-UN POP 2010-2014 MTR maderecommendations addressing four areas asfollows:a) Review and Refocus the GoB-UN POP 2010-2014paying particular attention to: the focus andarticulation of results; cross-cutting issues; theHuman Rights-Based Approach (HRBA), resultsbasedmanagement (RBM); and use of evidenceto inform upstream work;b) Strengthen monitoring and evaluation focusingon the identification of indicators, collection andmanagement of data and the effectivenessof structures charged with monitoring andevaluation responsibilities;c) Improve operationalization of the Delivering asOne approach by: developing a shared visionof what is to be achieved; making specificcommitments with clear targets; improving thefunctioning and accountability of DAO-relatedstructures; improving the capacity of the GoB-UNPOP Secretariat; managing the change process;exploiting the potential of the One Fund; andbuilding on the outcomes of the QuadrennialComprehensive Policy Review (QCPR) to furtherstrengthen DAO; andd) Broaden UN engagement and support to thenational development agenda by providingtechnical support towards the completionof the NDP10 MTR; aligning the GoB-UN POPComponent Coordinating Groups with theNDP10 Thematic Working Groups and TechnicalGroups; and, providing support to strengthenthe management, monitoring and evaluationof the NDP10 Thematic Working Groups.Implementation capacity should form a keyarea for analysis and support.5The funding constraints extend to UN agencies working in Botswana. The constraints arise from Botswana’s Middle Income Countrystatus limiting access to traditional development funding sources and lower allocations from global UN agency budgets because ofthe formulae used for arriving at country allocations.GoB - UN POP 2010 - 2014 7

GoB-UN POP 2010-20141.2.2 NDP10 Mid-Term Review11. The MTR of the NDP10 made observations onthe economic outturn and future prospectsand their implications in relation to theattainment of NDP10 objectives and set a wayforward in relation to priority interventions. TheNDP10 MTR retained the thematic prioritiesand instead focused on the consolidation ofthemes, reprioritising projects and strengtheningmanagement and accountability for results.12. The NDP10 MTR observed that during the firstthree years of NDP10 the economic growthrate was lower than the projected growth rate.13. The Focus Areas were consolidated into fourthemes and consequently into four ThematicWorking Groups (TWGs), namely: Employmentand Economy; Social Upliftment; SustainableEnvironment; and Governance, Safety andSecurity. In each of the thematic areas, challengeswere identified and theme-specific priorities setfor the remainder of the NDP10 term.Refer to figure below:Employmentand EconomySustainableEnvironmentNDP10Thematic AreasSocialUpliftmentGovernance,Safety and Security14. In each thematic area the NDP10 MTR provides a listof priority actions and projects for 2013 to 2016. Theseinclude: policy reforms; implementation of specificprojects; strengthening of project managementand accountability; and improved coordination,especially in relation to cross-cutting issues. The analysisand listing for each thematic area provides a basisagainst which support projects can be formulated.15. A set of issues identified as critical for NDP10going forward were identified and these are:Accelerating economic growth; Economicdiversification; Employment creation and povertyeradication; Macro-economic stability andglobal competitiveness; Governance and factorproductivity; Sustainable use of the environment;and Disaster management. Refer to figure below:NDP 10 MTR Critical Issues• Accelerating economic growth• Economic diversification• Employment creation andpoverty eradication• Macro-economic stability andglobal competitiveness• Governance and factor productivity• Sustainable use of environment• Disaster management2 The Development Context andUN Strategic Value2.1 Development Context andNational Priorities16. The Economy: Botswana remains one ofAfrica’s success stories, having transformeditself from a Least Developed Country Status(LDC) at the time of independence in 1966 toa Middle Income Status within three decades.This transformation was propelled mainlyby effective use of revenues from mineralresources such as diamonds. Real per capitaincome rose from US$250 in 1960 to US$4,800in 2008 (in constant 2000 US$) and to $7,168in 2011 6 . Notwithstanding this impressivetrack record of robust economic growthand political stability, Botswana faces seriouschallenges related to chronic unemployment,high poverty levels in relation to its per capitaincome level and income inequality. The rateof unemployment is estimated at 17.8 percentand the proportion of people living below thepoverty datum line declined from 30.6 percent62013/14 Budget Statement8 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-2014in 2003 to 20.7 percent in 2009 (StatisticsBotswana, 2011). With a Gini coefficient of 52.2,income inequality is very high (IMF, 2012).17. Available data show that poverty has a strong ruraldimension, reflecting the attendant disparities in thequality of economic opportunities and services.Poverty also has a gender dimension, thoughnot too pronounced at the aggregate level.The high prevalence of poverty is attributablein part to the country’s narrow economicbase and adverse climatic conditions. It isalso attributable to constraints on access toemployment, productive resources, includingland and financial services, for the poor andvulnerable people.18. The overarching challenge for Botswana is howto make growth inclusive. Inclusive growth isvery relevant for Botswana in several respects,especially in light of increasing unemployment(in particular youth unemployment), pervasivepoverty and high-income inequalities in theface of high growth. A more equal distributionof income allows for more economic stability,more sustained economic growth, and healthiersocieties with stronger bonds of cohesion andtrust. Recent IMF research affirms this finding.Promoting inclusive growth involves adopting aholistic sustainable human development (SHD)policy framework that is pro-people, pro-jobs,and pro-nature.19. One of the key determinants of sustainable humandevelopment lies in adopting a structuredapproach that ensures that all stakeholders -central government, local government, business,civil society and co-operating partners within thedonor community - play their roles effectively tocreate conditions necessary for local economiesto achieve rapid, inclusive and sustainableeconomic growth. The key driver of this process isLocal Economic Development (LED). LED systemsand processes are designed to effectivelycoordinate the interaction of local actors and theinterface between national and local institutions,ensuring that nationally developed goals arelocalised and acted upon. It is difficult to envisionnational development goals without success atthe local level. Implicit to LED is the notion thatnational development is, in a pervasive way, anaggregation of local achievements.20. Millennium Development Goals: Progresson the Millennium Development Goals (MDGs)has been impressive with 10 of 14 targetseither achieved or likely to be achieved by2015. Challenges remain in relation to: theprevalence of underweight children under5 years of age; child mortality; maternalmortality; and tuberculosis incidence. The HIVand AIDS epidemic has been a major factoraffecting progress in these areas. The country lost20 years in which it sought to bring the epidemicunder control. Thus, compared to a 1990 base, thecountry has regressed. However, when examinedfrom the AIDS-related peak, there have beenconsiderable reductions in maternal and childmortality.21. Economic Diversification: Diamonds accountfor an estimated 60% of government taxrevenue. It is expected that diamond revenueswill stagnate in 2017 and a change tounderground mining to extract diamonds maybe needed. The effect of such a change willbe to reduce government revenues therebyaffecting the ability of the state to providesocial services. Enhancing the participationof citizens in the economy of the country is akey priority for the Government of Botswana.The Government’s strategy includes creatingopportunities in the formal sector as well asopportunities for the expansion of informalactivities. Central to the drive to create jobsis economic diversification. Recognising therisks of over-dependence on the mining sector,Botswana has as one of its key priorities thediversification of the economy. The NDP10 MTRfound that some diversification has occurredbut further measures are needed to reduce thedependence on government-related projects.22. Poverty Reduction: Data from the BotswanaCore Welfare Indicators Survey (BCWIS) for2009/2010 suggests that Botswana has reducedGoB - UN POP 2010 - 2014 9

GoB-UN POP 2010-2014the proportion of people living on less thana dollar a day from 23.5% in 2002/03 to 6.5%.The country is thus well positioned to eradicateextreme poverty. The proportion of poor people,based on the national poverty line, stands at20.7% (down from 30.6% in 2002/03). There havebeen geographic variations in progress withprogress being fast in some areas while past gainshave been lost in others.23. Governance and Human Rights: Thecountry is ranked highly on governanceand economic competitiveness indicators.Botswana, together with Mauritius, sharesthe distinction of having the longest workingliberal democracy in Africa. The countryhas held free and fair elections regularlysince 1965. Key areas in which challengesremain relate to the equal participation andprotection of all citizens through legal andpolicy provisions, institutional reform andcapacity development, enhanced monitoringby civil society, and increased accountabilityfor results. While progress has been madein gender mainstreaming, the efforts havenot been supported by a policy and clearaccountability mechanisms.While Botswana does well in terms of formalindicators of governance, there are someconcerns that administration is over-centralisedand that local government is unable to respondflexibly enough to local interests. While manyfunctions are implemented by local authorities(e.g. large portions of the health, educationand social security systems are run locally), mostpolicies are determined centrally. Furthermore,local authorities have little independent funding,and are dependent upon central governmentsubventions for almost all of their expenditure.Theabsence of a decentralisation policy has led tovaried approaches across sectors and this hastended to undermine efforts to improve citizens’influence over decisions that affect them. Accessto justice has also been uneven with cost being amajor barrier for the relatively poor.24. Health: Botswana continues to demonstratea high level of commitment to address healthissues. Non communicable diseases (NCDs)are increasing in numbers and contributingsignificantly to the socio-economic burdenin the country. HIV and other communicablediseases continue to be of concern. Withthe support of development partners, includingthe UN, Botswana has developed a number ofpolicies, guidelines and pilots to address challengesin child health, maternal health, HIV&AIDS, andTuberculosis. Persistent procurement and supplychain management challenges have seenthe country experience health commoditystock-outs. The roll-out of programmes tooperationalize the policy provisions and scaleuppilot interventions are affected by resourcesconstraints calling for more efficient utilisationof available resources. Both external anddomestic funding for the health sector is onthe decline. While a Health Partnership Forumhas been established to facilitate the sharingof information and coordination of interventions,the opportunities for greater effectivenessand cost reduction offered by integration andcollaborative provision of services remain underexploitedand personnel challenges remain.25. HIV and AIDS: The progress on HIV and AIDShas been encouraging. The incidence of HIVinfections has gone down and prevalenceamong the 15 to 24 year olds has declined. Thedecline in prevalence among the 15-24 yearolds has been greater among females leadingto a decline in the ratio of infected femalesto males from 3.1 females for every infectedmale to 2.2 females for every infected male.With access to treatment, HIV-related mortalityhas declined from 6% in 2003 to 1 % in 2011.The combination of a low mortality rate with arelatively high rate of new infections has seenthe proportion of the adult population that isHIV positive stabilise at a high rate of 24%. Thecountry has further scope to adjust policies toimprove service access among key affectedpopulations and reducing new infections andprolonging lives. Financing of the HIV andAIDS response into the future poses a majorchallenge that should be addressed througha comprehensive health sector financingstrategy.10 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-201426. Environment: Botswana has the largestfraction of land area under formal conservationof any country in the world. The country’s stockof natural resources includes land, minerals,water, flora and fauna, and is the backbone ofthe economy and the livelihoods of its inhabitants.The management of Botswana’s natural resourcesis guided by national environmental legislationand strategies, and multilateral environmentalagreements (MEAs). Within the framework of thesustainable use of environmental resources,the most important environmental issues are:(a) land degradation and the related issues ofdesertification, soil erosion and biodiversity loss;(b) conflicting land uses; (c) climate change;(d) access to water for household, livestock,arable and industrial use; (e) water scarcities;(f) fuel wood depletion and lack of alternativeforms of energy; and (g) the protection ofcultural and natural heritages. Although wateris a scarce resource in Botswana, the countryis firmly on course to ensuring universal accessto safe drinking water.27. Pressure on land resources comes from avariety of sources, including economic expansion,population growth, migration, livestock populations,animal populations, mining and climate change.Economic activities, industry, mining andfarming not only consume land resourcesbut also pollute them, and contribute to thegeneration of higher volumes of waste. In aneffort to remedy this, the Government hasopted for integrated land use planning tomanage land use conflicts that are fuelledby expansion of human settlements andeconomic activity into new territories.28. Having ratified many MEAs and developednumerous policies relating to environmentalmanagement, Botswana faces challenges ofcoherence and implementation. Part of thechallenge is recognised as being the absenceof a constitutional basis for the integration ofinternational environmental norms into locallegislation and weak institutional leadership forthe integration of environmental issues acrosssectors. Furthermore, limited public awarenessof environmental issues and judicial capacityhas limited public engagement in the demandfor sound environmental management andenforcement of existing legislation.While the role of communities in the sound ofmanagement of natural resources has beenrecognised and provisions made for theirparticipation in natural resources management,the capacities of communities to take fulladvantage of the space availed are limited.The country’s commitment to the developmentof a strategy for sustainable developmentoffers the scope to bring greater coherenceto environmental management includingstrengthened legislation, institutions, publicknowledge and legal enforcement.29. Children: Preventing and responding toviolence, exploitation and abuse is essential toensuring children’s rights to survival, developmentand well-being. Botswana has provided for thepromotion and protection of the rights of thechild through the Children’s Act of 2009. Relevantstructures for the implementation of the Act are inplace but do not have adequate capacitiesto perform their functions. Strengthening suchcapacities is a priority. In 2004 the Conventionon the Rights of the Child (CRC) Committeemade several conclusions on Botswana.The country has responded to some of therecommendations and is yet to respond toseveral others including: Recommendations 13(coordination); 17 (independent monitoring);19 (resources for children); 22 (data collection);43 a-b (adoption); 45 a-f (child abuse andneglect); 59 b-c (sexual exploitation); 61a(juvenile justice); and 33 (respect for the viewof the child).30. The vulnerability of orphans and vulnerablechildren (OVC) exacerbates their lack ofopportunity, space and voice of participationin society, and leaves OVC open to greaterinstances of abuse, neglect, violence andexploitation. Furthermore, poverty in the householdalso compounds the issues of vulnerabilities forGoB - UN POP 2010 - 2014 11

GoB-UN POP 2010-2014children. Evidence point to the fact that mostvulnerable children are found in householdswith elderly, female-headed households, singleparent households, large households, ruralareas, household with an orphan child, andhouseholds with one deceased parent. 1.2%of households are child-headed, with most ofthem aged 15-17, and 62% are boys.About 28% of births were not registered inBotswana in 2007 (BFHS, 2007). Most of thosewho have not been registered are doubleorphans; they come from very poor households,never attended school, from rural areas. Thegreatest challenged posed therefore is howto reach the remaining 28% of the under-5s ina sparsely populated country with a populationdensity of 3.6/km2.31. There is lack of data and information on theviolation of children’s rights and other issuesrelated to child protection. The capability ofsystems and structures to prevent, respondto or mitigate the impact of these violations isextremely limited. Likewise, these forms of childabuse, neglect and exploitation need to beassessed to ensure evidence-based planning.32. Youth: Youth are faced with many socialand economic challenges including: highunemployment, poverty, high HIV prevalenceand poor Sexual and Reproductive healthindicators, notably high unplanned pregnancieswith national teenage pregnancies rate of 9.7%, high alcohol and substance abuse andhigh occurrences of Gender Based Violence,particularly sexual abuse. The importanceof youth development is recognized by theGovernment of Botswana.developed. In 2010, the National Youth Policywas revised, expanding the key strategicareas from 6 to 12. The prioritized strategicareas are: Youth Employment; Youth Povertyand Hunger; Youth and Environment; Scienceand Information Technology; Youth andLeadership Development; Vulnerable Youth;Youth, Sports, Recreation, and Creative Arts;Youth Education, Skills Development andTraining; Youth and Health; Youth Moral andSpiritual Development; and Youth and Culture.The Government has put in place a numberof programmes for young people providingamong others funding opportunities for smallbusiness, exchange programmes, youth ralliesand forums. The translation of the variousinterventions into positive outcomes for youngpeople, particularly those in rural areas remainsa challenge.33. Women empowerment: Botswana hasmade good progress towards gender equality.Policies and laws have evolved rapidly to ensurefair regulatory balance for men and women inrespect of access to opportunities, positionsand resources. Gender parity has virtually beenachieved in primary and secondary education.Indications are that women have madesteady gains into decision-making positionsin the public, parastatal and private sectors.Women tend to still be concentrated in middlemanagementpositions, and are confrontedwith the glass-ceiling that militates against theirprogression. Women are still under representedin Parliament and Cabinet.The first National Youth Policy was adopted in1996 marking the elevation of developmentand empowerment of youth into the nationalpublic policy agenda. In 2001 the NationalAction Plan for Youth 2001 – 2010 was12 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-201434. The 2012 study on Gender Based ViolenceIndicators conducted by the Women’s AffairsDepartment and Gender Links with supportof the UN system in Botswana reported thatover two thirds of women in Botswana (67%)have experienced some form of genderbased violence (GBV) in their lifetime; 44% ofmen admitted perpetrating violence againstwomen and about three in every five women(62%) experienced intimate partner violence(IPV) in their lifetime. The dual legal systemoperating in Botswana accommodates theuse of customary law which perpetuatesdiscrimination against women. Traditions ofmale dominance in many levels of societyremain strong, making it difficult to achievegender equality.35. Participation of women and girls in science andtechnology based subjects and activities are stilllow. The technical professions, mining, engineering,medicine and architecture for instance, aregenerally dominated by men though the presenceof women in these fields is increasing.36. Civil Society Organisations and women’s groupshave been identified as the National GenderProgramme implementing partners. Mobilizationand coordination of civil society organisationscontinues to be a challenge.37. Emergencies: Botswana suffers disastersin the form of drought, floods and Foot andMouth Disease outbreaks. An official disastermanagement system has been established,co-ordinated by the Office of the President,and involving all levels of central and localgovernment. In general there is an effectivesystem for responding to “known” disasters suchas drought and Foot and Mouth Disease, butthere is inevitably uncertainty over how well thesystem would respond to low-frequency events.2.2 UN Strategic Value in theBotswana Context2.2.1 The UN Strategic Value38. The 2009 Report of the Secretary-General onCooperation with Middle-Income Countriesstates that middle-income countries requirethe UN to “function as a cohesive unit with awell-defined leadership and managementstructure and a joint pool of resources distributedaccording to clear objectives.” The UN mustbe able to provide “the highest-quality policyadvice on short notice” together with “greaterselectivity of programme priorities that arerelevant in middle-income countries... This willnecessitate changes to organizational set-up,systems and staffing, in particular as greateremphasis on advocacy and coordination mayrequire the availability of policy experts.”39. The following constitute the strategic value ofthe UN in Botswana:a) Botswana, like other middle-income countries,requires best practice, high quality policyadvice on how best to respond to challengesassociated with middle-income status, includingwidening inequalities and disparities, persistentpoverty among specific regions and populationgroups, and climate change and naturaldisaster risks. The UN is well placed to providesuch evidence-based policy advice and accessto international best practices, as well as to helpGovernment to bridge the policy implementationgap, for example by leveraging the technicalexpertise of participating UN system agencies,conducting targeted policy research and pilotinginnovative interventions and responses that can bescaled up, and by presenting costed policy optionsto decision-makers.GoB - UN POP 2010 - 2014 13

GoB-UN POP 2010-2014b) The UN has a specific role to play in supportingBotswana to achieve the MDGs for all Botswana’scitizens. Botswana stands among those middleincome countries that are likely to achieve amajority of the Millennium Development Goalsby 2015. However, ongoing support is neededto ensure the MDGs are achieved for allBatswana, including at the sub-national leveland among vulnerable and disadvantagedgroups, as well as to close the gap on thosegoals and indicators where Botswana iscurrently lagging behind.c) The UN can support the country to accessadditional resources available through globaland other funding facilities. Botswana’s middleincomecountry status has seen the level ofdevelopment assistance to the country decline.In addition, the type of funding Botswanareceives from International Funding Institutionshas changed resulting in fewer grants and lessconcessional assistance. These developmentstake place against a situation where there areunmet needs and government spending as aproportion of GDP is considered too high.d) The UN views continued support to Botswanaas a priority, as the country will require ongoingsupport from development partners if it is tocontinue to progress successfully and addressthe challenges associated with middle-incomecountry status, and achieve the MillenniumDevelopment Goals (MDGs) for all its citizens.The UN has a unique role to play in helpingGovernment to leverage resources, and usingits convening power and normative role toensure resources are utilised effectively andin the interests of the ultimate beneficiaries –Botswana’s citizens.e) The UN has a unique role in promoting accessionto, and supporting implementation of, internationalagreements and standards.2.2.2 Maximising on the UNStrategic Value in Botswana40. The UN will maximise on its strategic value inBotswana over the period of the GoB-UN POP2010-2014 as follows:a) The UN will use its unique convening powerto bring together various stakeholders andprovide coordination, including on criticalcross-cutting issues such as gender equality,HIV, climate change, and the rights-basedapproach to development.b) The UN will focus on providing evidencebasedpolicy advice in line with internationalnorms and standards, including support tointegrate these norms and standards intonational legislative and policy frameworks andmonitor their implementation and impact onbeneficiaries. It will advocate for and help toensure that the voices of the most vulnerableand disadvantaged are heard and issues ofinequality are addressed in national policyprocesses.c) The UN will draw on the collective global assets ofthe system and global expertise and best practiceto provide technical expertise, exchange ofknowledge and capacity development, basedon international best practice, and will supportinnovative approaches to human and socialdevelopment issues and implementation ofglobal normative standards. It will facilitate a multisectoralapproach and support Governmentto coordinate its response to complex issuessuch as climate change, social protection,sustainable development, a multi-dimensionalapproach to poverty reduction, HIV, governanceand gender equality, all of which require a crossagencyapproach.d) The UN will maximise the comparative advantagesand added value it offers as a multi-lateralorganization ‘delivering as one’, capitalisingon a multi-dimensional approach to supportGovernment to address the cross-Government,14 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-2014multi-sectoral issues and challenges. The UNwill support improved policy coordinationand coherence among Government andstakeholders in response to these challenges.3 GoB-UN POP 2010-2014 Results41. In the period of the GoB-UN POP 2010-2014,the UN will work with the Government andpeople of Botswana to ensure a balancebetween economic, human and sustainabledevelopment objectives, directing its efforts ofsupport under five areas as follows:a) Governance and Human Rights Promotion;b) Economic Diversification and PovertyReduction;c) Health and HIV&AIDS;d) Environment and Climate Change; and42. Each of the GoB-UN POP 2010-2014 areasof focus contributes to the attainment ofVision2016/NDP10 goals through alignment toand contribution to the realisation of thematicgoals. The components of the GoB-UN POPare aligned to the Vision 2016/NDP10 ThematicWorking Groups (Presented in the figurebelow). However there is no specific technicalsub-committee under the Social UpliftmentTWG on issues of Children, Youth and WomenEmpowerment.43. The absence of a specific technical Subcommitteeon Children, Youth and WomenEmpowerment has limited the extent to whichthe issues relevant for this component are dealtwith. To address this situation, the GoB-UN POPComponent Coordination Group will form thenucleus for a new technical Sub-committee thatwill undertake analyses across NDP10 ThematicAreas on coverage and strategies of issues ofchildren, youth and women empowerment.e) Children, Youth and Women Empowerment.Vision2016/NDP10 TWGsEconomy andEmploymentSocial UpliftmentCCGsEconomic Diversification andPoverty ReductionChildren, Youth andWomen‘s EmpowerementHealth and HIV&AIDSSustainableEnvironmentGovernance, safetyand SecurityEnvironment and ClimateChangeGovernance and Human RightsPromotion3.1 GoB-UN POP Outcomes44. The UNDAF and the GoB-UN POP are intendedto support the NDP 10, including sector-specificplans. The higher level results of the GoB-UN POPhave been aligned with those specified in theUNDAF and linked to the corresponding resultsof the NDP 10 to ensure clarity and coherenceGoB - UN POP 2010 - 2014 15

GoB-UN POP 2010-2014of the GoB-UN POP, while maximizing thepotential for synergy between the results of theParticipating UN organisations.45. The GoB-UN POP 2010-2014 Outcomes to beachieved in each focus (UNDAF) area are:UNDAF Outcome 1. Governance and Human Rights Promotion: Effective andefficient delivery of services for fulfilment of human rights.1.1 Strengthened accountable and responsive governing institutions to aid progresstowards the attainment of Vision 2016 goals, NDP 10 goals, MDGs, MillenniumDeclaration and other international agreements and obligations.1.2 Strengthened human rights institutions to respond to the rights of vulnerablegroups including youth, children, women, people living with HIV and AIDS,refugees and people with disabilities.1.3 Gender mainstreamed in national laws and policies, and in national, district andcommunity plans and programmes1.4 Enhanced disaster risk reduction and preparedness capacities at all levels.UNDAF Outcome 2. Inclusive Economy and Poverty Reduction: A diversifiedeconomy in which growth is rapid, inclusive, sustainable and generates decentemployment opportunities by 2016.2.1 Key national institutions develop and implement evidence-based gendersensitive pro-poor policies and strategies that contribute to the diversificationof the economy.2.2 National policies and institutions promote and support entrepreneurship andemployment among the poor and vulnerable.UNDAF Outcome 3. Health and HIV & AIDS: The country’s capacity to addresshealth and Human Immunodeficiency Virus (HIV) and Acquired ImmuneDeficiency Syndrome (AIDS) issues is increased, and progress madetowards achieving universal access to quality services.3.1 Institutions capacitated at all levels to effectively respond to HIV and AIDS anddeliver preventative and curative health services.3.2 Increased availability and demand for quality services for communicable andnon-communicable diseases by 2016.3.3 Enhanced access to and utilisation of quality services for sexual and reproductivehealth, HIV/AIDS and tuberculosis.16 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-20144.2 Managing for Development Results ina Middle-Income Botswana50. Results-based management (RBM) is a keyprogramming principle established by UNDGguidance, and underpins the developmentand implementation of the GoB-UN POP 2010-2014.The UNDG defines ‘results-based management’ as“a management strategy by which an organizationensures that its processes, products and services,contribute to the achievement of desired results(Outputs, Outcomes, Impact). RBM rests on clearlydefined accountability for results and requiresmonitoring and self-assessment of progress towardsresults, and reporting on performance”.51. In order to achieve the most effective andefficient implementation of GoB-UN POP2010-2014 development results in support ofnational priorities, the United Nations and theGovernment of Botswana are fully committedto a comprehensive approach to resultsbasedmanagement that encompasses thefollowing key and inter-related components:a) Vision: To be a strategic UN that provides highquality, coherent policy and technical adviceaddressing national development prioritiesbased on international norms and standards.b) Results Matrix and Performance Measurement:In support to the overall vision and the fivecomponents, the GoB-UN POP contains acomprehensive Results Matrix detailing alogical set of measurable results in the form of15 outcomes (five-year development resultsthe UN and partners intend to achieve) andoutputs (specific results which clearly show the UN’scontribution). The GoB-UN POP 2010-2014 ResultsMatrix also contains performance measurementinformation (indicators, baselines, targets, means ofverification) in relation to each outcome and eachoutput required to enable regular monitoringof progress and the degree of achievement ofthe GoB-UN POP results.c) Results-based Governance and Accountability:In order to ensure that the implementation ofGoB-UN POP 2010-2014 responds in an effectiveand efficient manner to national priorities, asper the planned Results Matrix, as well as inresponse to possible newly emerging needs,the overall governance of the GoB-UN POP2010-2014 will entail a regular high level reviewunder the joint leadership of the Governmentand the United Nations. The annual reviewwill consist of a ‘three-tier’ stocktaking of theprogress achieved, as well as challenges facedin the implementation of the GoB-UN POP2010-2014 addressing the three dimensionsof: policy, results, and financial resources(funding and expenditure). In addition, thesupporting coordination architecture of CCGswas jointly defined by the Government andthe UN on the basis of the GoB-UN POP ResultsMatrix. While each CCG is accountable forthe coordination of a dedicated set of GoB-UN POP 2010-2014 Results, each participatingUN system agency will remain accountablefor the results of the specific programmes andprojects it implements.d) Partnership and inclusive approach: In thepreparation and implementation of the GoB-UN POP 2010-2014 the Government and theUN have been fully committed to an inclusivepartnership approach as a means to ensureactive and meaningful involvement andparticipation of all key stakeholders.e) Knowledge Management: An essential featureof the United Nations’ comprehensive approachto managing for development results in a middleincomeBotswana is the production, use, analysisand retention of data and information in supportof the implementation of the GoB-UN POP. To thisend, a dedicated Knowledge ManagementStrategy has been developed by the UnitedNations. The strategy is predicated on UNDGrelatedguidance placing prime emphasis onthe use, reliance on and support to existingnational information sources and systems.GoB - UN POP 2010 - 2014 19

GoB-UN POP 2010-20144.3 Risk Management52. The GoB-UN POP partners have identified thefollowing risks that may impact the realisation ofthe results set forth in this document.a) A major policy lesson identified by the NPD10 MTR isthat Botswana is susceptible to economic shocksespecially those that have global dimensions. Aspart of strengthening the economy’s resilienceto such shocks Botswana is adopting a strategythat focuses on building up financial reservesthrough the judicious management of nationalresources and the selection and implementationof only those projects that have the highestsocial returns. The occurrence of economicshocks will limit the ability of the Governmentto respond to the needs of vulnerable groups.The UN will continue to support and advocatewith the Government of Botswana to maintainlevels of social expenditure and scale-up effortsto reduce poverty, counter rising disparities,and ensure access to social services and socialprotection.b) Botswana’s ability to further scale-up effortstowards the realisation and protection of therights of Batswana is closely intertwined with theability to grow a diversified inclusive economy. Inpursuing this goal the country faces a number ofinfrastructure related vulnerabilities including issuesof security of energy and cost competitiveness.The UN will support the Government’s effortstowards economic diversification and seek tomitigate the effects of slow diversification andassociated spending limitations by leveragingresources for social investments, supporting workthat aims to improve efficiency, effectivenessand accountability for the public resources.c) The contribution of the UN towards the realisationof the results outlined in the GoB-UN POP 2010-2014 is premised on the UN being able to mobiliseadditional resources to meet the funding gap.Botswana being a middle income country maynot be considered a priority country by donors.The UN will adopt a multi-pronged strategy toreduce the resource challenge and mitigate itseffects. The strategy will consist of: a resourcemobilisation plan emphasising the need for andvalue of UN engagement in a middle incomecountry; leveraging of resources towards GoB-UNPOP priorities; and enhanced aid coordinationtowards the attainment of national goals. Inaddition, the UN will strengthen its technicalsupport to the Government of Botswana bymaking sure that the NRAs participate morein providing such technical support by beingavailable to support the resident agencies thatmay have more resources for activities at countrylevel.d) Successful translation of the strategic intent ofthe UN system in providing support in a middleincome country is dependent on the abilityof the UN in Botswana to provide high qualityexpert advice and support, and the ability todeploy such capacity where it is needed on atimely basis. The UN in Botswana may not haveall the required expertise nor be able to securethe expertise owing to funding constraints. Tomitigate the effects of inadequate in-countryexpertise, the UN will utilise the services ofconsultants; facilitate the utilisation of expertisefrom other UN offices, especially NRAs; exploreinnovative arrangements for accessing relevantexpertise; enter into cost-sharing arrangements;and draw upon the opportunities offered bySouth-South and triangular cooperation.e) Natural disasters and climate change impactsare likely to accelerate over the coming period.The economic and social impacts of naturaldisasters and climatic events are already verysignificant. The UN Country Team will continueto work closely with the Government to ensureeffective responses to climate change andnatural disaster management, including bysupporting coordination across governmentinstitutions and sectors.20 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-20144.4 Knowledge Management andUtilization53. A more systematic, coherent and explicitapproach to knowledge management 10and sharing 11 is needed to enable theUN to meet its objectives of becoming alearning organisation that is recognised asa leading knowledge broker. A knowledgemanagement and sharing strategy that isresponsive to several needs in knowledgemanagement and sharing will be developed.The specific areas to be covered will include:a) Improved internal information sharing anddissemination with staff;b) Improved access to relevant informationfor external partners and stakeholders;c) Improved use of knowledge to achieve thebroader objectives of the UN in Botswana,including for policy and advocacy purposes;andd) Improved capacity among partners togenerate, manage and share knowledge.54. Knowledge management in the UN inBotswana will be designed to build on existingknowledge management strategies andinitiatives of the UN and individual participatingUN system agencies.4.5 Non-Resident Agencies55. The coordinated engagement of Non-ResidentAgencies is very important to enable the UN toprovide support to Government in an efficientand effective manner. In response to key UNresolutions (62/208 TCPR 2007, 62/277 and63/311 on System-Wide Coherence) and in linewith the emphasis given in UNDG guidanceto the importance of inclusion of non-residentagencies in order to promote active partnershipsto meet national priorities, the UN will continueto engage strategically with relevant nonresidentagencies. The NRAs will commit to, ona timely basis, provide technical expertise to theGovernment of Botswana and to the efforts ofresident agencies who undertake activities atthe country level.56. At the same time, non-resident agencies areencouraged to commit and take necessarymeasures to engage with the ResidentCoordinator and the UN Country Team. Thisincludes ensuring that they have the requisitelevel of technical staff available at headquarters/regional/sub-regional-level as appropriate tosupport the work of the UN Country Team whencalled upon, and are in dialogue with the UNCountry Team about country visits. Furthermore,the UN Country Team will ensure regularcommunications with all active non-residentagencies, through both electronic means andface to face, as appropriate.57. For the GoB-UN POP 2010-2014, those nonresidentagencies that have been activelyinvolved in the preparation and implementationof the GoB-UN POP 2010-2014 and are makingspecific contributions to GoB-UN POP Outputsand Outcomes are signatories to the GoB-UNPOP 2010-2014. In addition other UN agenciesmay provide development support to theGovernment of Botswana in specific areasof expertise under distinct bilateral countryprogramme frameworks over the life of the GoB-UN POP 2010-2014. Such country cooperationframeworks or Country Programme Documentswill be listed in the Appendix to the GoB-UN POP2010-2014 when periodic updates are made.10Knowledge includes both explicit (document, stored and formally articulated) and tacit (experiential, non-verbalised and internally held)knowledge and information. Knowledge management refers to “the systematic processes or range of practices used by organizationsto identify, capture, store, create, update, represent and distribute knowledge for use, awareness and learning across the organization”.UNDG Knowledge Management Mapping October 201011Knowledge sharing is an activity through which knowledge (information, skills or expertise) is exchanged among people, friends, andcommunity members as well as within organizations and constitutes “a valuable intangible asset for creating and sustaining competitiveadvantages.” UNDG Knowledge Management Mapping October 2010GoB - UN POP 2010 - 2014 21

GoB-UN POP 2010-20144.6 Civil society58. In accordance with UNDG guidance, whichemphasises the important role of civil societyorganisations as key strategic developmentpartners, the UN in Botswana will continue toexplicitly seek strategic engagement with civilsociety organisations with the aim of broadeningthe current scope of interaction through theperiod of implementation of the GoB-UN POP2010-2014.59. Emphasis will be placed on strengtheningcivil society engagement in governance andaccountability processes including policymaking,implementation and evaluation. TheUN will also strengthen joint approaches toworking with civil society organisations acrossdifferent sectors based on lessons learned fromthe implementation of the current GoB-UN POPand experience engaging with civil societyorganisations in Botswana and globally.5 Management of ProgrammeImplementation5.1 Principles60. The management and implementation ofthe GoB-UN POP 2010-2014 will promote andsupport the following principles:a) Government ownership of developmentpolicies, strategies and programs;b) Alignment to the Tenth National DevelopmentPlan (NDP10) and related plans andprogrammes, and to national systems andprocedures;c) Pursuit of joint efforts towards greatercoherence, efficiency and effectiveness inthe UN’s support to national priorities in afast-evolving, middle-income Botswana;d) Harmonization and simplification ofplanning and management arrangementsfor UN-supported programmes/projects;e) Management for results, through the use ofthe GoB-UN POP Results Matrix;f) Mutual accountability through jointGovernment and UN annual reviews ofimplementation progress; and,g) Inclusive partnerships with all developmentpartners including International FundingInstitutions and civil society organizations.5.2 Implementation61. Government Ministries, NGOs, INGOs and UNsystem agencies will implement programmeactivities.62. The GoB-UN POP (UNDAF Action Plan) will bemade operational through the developmentof Annual work plans (and/or ProjectDocuments) which describe the specific resultsto be achieved and will form an agreementbetween the UN system agencies (DeliveringAs One) and each implementing partner onthe use of resources.63. To the extent possible the UN system agenciesand partners will use the minimum documentsnecessary, namely the signed GoB-UN POP(UNDAF Action Plan) and signed AWPs (projectdocuments) to implement programmaticinitiatives. However, as necessary andappropriate, project documents can beprepared using, inter alia, the relevant textfrom the UNDAF Action Plan and AWPs/projectdocuments. The UN and the implementingpartners will undertake only those initiatives/activities in the areas that are reflected in theUNDAF and GoB-UN POP.64. Where a joint programme is developed, allUN system agencies involved in the jointprogramme will be collectively accountablefor results. Three modalities exist for channelingfunds for joint programmes:a) pass-through; b) parallel; and c) pooled. Thecriteria for selecting an administrative agentfor a joint programme hinges on the capacityto manage disburse and report on financialtransactions. The lead Government bodydesignated in the joint programme documentwill have overall responsibility to ensure thesmooth implementation of the joint programmeand will chair a steering committee comprising22 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-2014other implementing partners and participatingUN agencies. The administrative agent for thejoint programme will be responsible for themanagement of funds and consolidation ofappropriate reports.65. Joint programming will be utilized where thejoint programme is not the optimal modalityfor achieving results. Each will be accountablefor its own workplan contributing to theoutput. Joint programming will entail agenciesworking together with a clear definition of theirrespective contribution and actions withoutnecessarily having a common workplan.66. The use of the joint programme and jointprogramming modalities does not precludethe utilization of other opportunities to worktogether that may be presented by within andcross- component work.5.3 Management67. The implementation of the five programmecomponents is overseen by a ProgrammeSteering Committee (PSC) co-chaired by thePermanent Secretary (PS) in the Ministry ofFinance and Development Planning (MFDP)and the UN Resident Coordinator (RC).Implementation of the component activitiesis based on strong partnerships betweenUN agencies, and notably the GovernmentImplementing Partners. Strong links arefurthermore required with the civil society andthe private sector as implementing partners.68. A number of coordination structures will be usedto guide, deliver and monitor implementationof the GoB-UN POP. Coordination will becarried out at two levels: a) internal UNcoordination and b) externally between theUN and implementing partner.69. A brief summary of the programme managementroles and responsibilities is presented below:-Programme Steering Committee (PSC)PSC SecretariatComponent Coordination GroupsUN Country Team (UNCT)Programme Coordination,Monitoring and Evaluation Group(PCMEG)United Nations CommunicationsGroup (UNCG)Operations ManagementGroup (OMT)UN Theme GroupsGoB - UN POP 2010 - 2014 23

GoB-UN POP 2010-201470. Programme Steering Committee: Chaired by thePS of the MFDP and the UN Resident Coordinator,and drawing its membership from the DeputyPermanent Secretary (DPS) cadre of the civilservice and Senior Executives of stakeholderPublic Enterprises, Civil Society Organizationsand participating UN agencies, the PSC is anoversight body that is responsible for ensuringthat the overall POP objectives are realized ontime.71. The Programme Steering Committee willconduct periodic reviews of the implementationof the GoB-UN POP 2010-2014. The reviewswill consist of a ‘three-tier’ stocktaking ofprogress achieved, as well as challengesfaced in implementation of the GoB-UN POP,addressing the three dimensions of results,policy and financial resources as follows:72. The PSC shall meet quarterly to reviewprogress reports from the co-chairs of eachof the five programme components andmake decisions regarding the direction of theprogramme. In order to have a full picture ofprogress being made on the implementationof the GoB-UN POP the PSC will also receivemonitoring performance reports prepared bythe Programme Coordination, Monitoring andEvaluation Group 12 .73. Component Coordination Group (CCGs): Cochairedby a DPS and a UN Head of Agencywith rotation as provided for in agreed termsof reference), the CCGs are responsible tothe PSC for the effective implementation ofComponent Chapters of the GoB-UN POP. Tothis end, the CCGs are responsible for:a) Coordinating timely, efficient and effectivejoint planning and delivery of a distinct setof One Plan Results;Results• Overall progress of GoB-UN POP Results in support of National Priorities• GoB-POP Reports• Component Coordinating Group-based reporting• Aid effectiveness results and bottlenecksPolicy• Strategic appraisal of relevance of UN’s policy advice and support• New emerging priority development issues• Measurement of Policy Impact• Specific development issue dialogueFinancial Resources• Joint Resource Mobilization• One Plan Funding• Expenditure status and forecast12The reports shall be prepared in accordance with the guidance provided by the PSC.24 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-2014b) Ensuring policy coherence and providinga policy forum for a distinct programmaticarea as defined by the set of GoB-UNPOP 2010-2014 Results falling under therespective responsibility of each CCG; andc) Monitoring and reporting on achievementsagainst planned results.74. Informed by the experience gained in the first3 years of implementing the GoB-UN POP 2010-2014, the Government and the UN will jointlyredefine the structure as well as the operatingmodalities of the GoB-UN POP CCGs. In doingso, the Government and the UN will apply thefollowing guiding principles:a) Promote greater ‘aid effectiveness’;b) Ensure maximum synergies and complementaritywith existing thematic and partnership groups;c) Seek involvement of key stakeholders in thefunctioning of the Component CoordinationGroups;d) Apply the principle of ‘one size does not fit all’in the definition of the structure and operatingmodalities of the Component CoordinationGroups through the endorsement of genericTerms of Reference as a basis for each CCGto develop its own set of TOR; ande) Ensure a clear, light coordination structureand process for the operation of the CCGsand retain a flexible approach to theoverall functioning of the CCGs.75. Heads of UN agencies will meet regularly todiscuss various issues affecting (or that havethe potential to affect) the effective operationof the UN system in the country. In thesemeetings, both programmatic and strategicdecisions will be collectively made and actedupon by individual agencies.76. Within the UN, the role of the ResidentCoordinator is as defined in the ‘UN BotswanaStatement of Common Understanding onDelivering as One’, which clearly specifies his/her role, functions, authority and responsibilities,in line with the UNDG Management andAccountability Framework for the ResidentCoordinator System. The following principlesare incorporated in the Statement of CommonUnderstanding:a) The One Leader has the authority to giveguidance on the GoB-UN POP;b) While consensus is sought in the allocationprocess, the One Leader is the ultimatedecision maker on the allocation of fundsfrom the One Fund in line with guidanceand related decisions to be made by theProgramme Steering Committee, with dueprocess and a rationale for these decisionsto be documented; andc) The One Leader acts as One Voice onbehalf of the UN Country Team on issuesthat are common to the UN system, andwith contributions from relevant ParticipatingOrganizations to present common positions.77. The Heads of Agencies remain accountablefor their own organization’s results, fundsreceived and disbursed, and comply with theUN Country Team Code of Conduct and Termsof Reference for the UN Country Team. Staffwill report to their Head of Organization, butwill also be accountable to the co-convenersof the Component Coordination Groups andother interagency teams where relevant.78. In line with UNDG guidance, the ResidentCoordinator’s Office is responsible for supporting therole and demands of the Resident CoordinatorSystem. In the context of the Delivering asOne Initiative, the Resident Coordinator’sOffice in Botswana is responsible for, inter alia,support to the Resident Coordinator (RC)and the UN Country Team in the followingareas: implementation of the global UNreform agenda; UN coordination for resultsincluding support to GoB-UN POP 2010-2014development; resource mobilization viathe One Fund; results-based management;enhanced UN policy capacity; and othersupport to the RC and UN Country Team asrequired.GoB - UN POP 2010 - 2014 25

GoB-UN POP 2010-201479. Programme Coordination, Monitoring andEvaluation Group (PCMEG): The PCMEG isresponsible: for providing overall programmecoordination and technical support tothe implementation of the GoB-UN POP;ensuring linkages among the components;coordinating annual reviews through the UNTheme Groups; monitoring implementation ofthe GoB-UN POP; and planning and overseeingthe evaluation of the GoB-UN POP and/or itscomponents. The PCMEG is responsible forinforming the UNCT of any issues that requireattention. Membership will be made up ofUN Deputies and/or Programme Officers(including those with an M&E background)appointed by the UNCT.80. Operations Management Team (OMT): TheOMT is responsible for overseeing progress inthe delivery of common services and systems,and facilitating operational support toareas in need of accelerated progress. OMTshall develop workplans with targets for thefurtherance of DoA objectives. The OMT madeup of Operations Managers, is responsible forinforming the UNCT of any issues requiringattention.81. UN Theme Groups (UNTGs): Comprisingprogramme officers working under theguidance of the respective UN Co-chairs ofCCGs are responsible for convening meetingsof UN agencies with an interest in a particulartheme with a view to ensure strategic direction,coordination of UN support, the provision oftechnical support, attention to cross-cuttingissues, adherence to UN programmingprinciples, and providing technical supportto fundraising initiatives. The Theme Groups inconsultation with the Resident Coordinator’sOffice may reshape their terms of reference.In addition, the UNCT may at its discretionestablish additional UN theme groups toadvise and coordinate action on selectedpriority issues, particularly those of a crosscuttingnature.82. United Nations Communications Group(UNCG): UNCG is responsible for ensuringa cohesive and integrated approach tocommunications in the context of UN reform.It aims to strengthen cooperation andcoordination in the UN system to achievemessage consistency and increase the mediaprofile of the UN system.5.4 Delivering As One BusinessOperations83. As per UNDG guidance, Business Operationsare broadly defined as “non-programmaticactivities needed to deliver UN Programmesefficiently and effectively.” This in effectimplies a wide range of operational processes,tasks and infrastructure development andmaintenance, from policy to implementation, frompersonnel management to telecommunicationsinfrastructure, from banking to security, fromprocurement to building maintenance.84. The business operations functions of the UN inBotswana are comprised of four key elements:common/integrated services; simplified andharmonized business practices; co-locationof participating UN system agencies; andchange management.5.4.1 Common/Integrated Services85. The overall principle for UN common/integrated services is to ensure that proceduresand business practices in the areas of humanresources, information and communicationtechnology (ICT), procurement, finance, andgeneral administration and building managementare harmonized, where appropriate, to reducetransaction costs and improve effectiveness. TheUN Country Team will facilitate and createwherever possible transaction efficiencies, inorder to streamline business processes andultimately save time and increase the qualityand value of services and goods received insupport of the implementation of the GoB-UNPOP 2010-2014.86. The UN will continue to actively seek andcreate opportunities for harmonization ofsuppliers of goods and services, with a view toleveraging the purchasing power26 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-2014of the UN to achieve significant costreductions from service providers, throughnegotiating together as one larger businessentity. During the first 3 years of the GoB-UNPOP 2010-2014 some gains were made in thisregard. Notwithstanding the results achieved,additional work remains to be done to achievefurther reduction of transaction costs andoptimize the potential of common/integratedservices. The main areas of potential benefitsare envisaged to be the integration ofsupport services to the extent agency-specificEnterprise Resource Planning and globalregulations allow. This will include ICT supportservices, human resources management,administrative services, procurement andfinancial management.5.4.2 Aligned, Simplified andHarmonized Business Processes5.4.2.1 Harmonized Programme andProject Management Guidelines(HPPMG)87. With the aim of formalising and further simplifyingprogramme and project management practicesfor UN–supported programmes and projects,the UN will, drawing on the experiences of othercountries and experiences over the first twoyears of implementing the GoB-UN POP 2010-2014, develop Harmonized Programme andProject Management Guidelines (HPPMG). TheHPPMG will guide the preparation, managementand implementation of the UN-supportedprogrammes and projects and is expectedto be a useful tool for the management andimplementation of the GoB-UN POP 2010-2014and individual programmes and projects, andwill increase transparency, efficiency andeffectiveness.88. The HPPMG will be reviewed and updatedat the end of 2014 to take into account theoutcomes of the UN harmonization efforts,as well as lessons to be learned for theimplementation of the HPPMG.5.4.2.2. Harmonized Approach toCash Transfers (HACT)89. HACT is a harmonized process for managingcash transfers from UN System Agencies tonational Implementing Partners. Based on therisk management approach, HACT is intendedto reduce transaction costs for the UN andnational Implementing Partners, enhance theuse of national systems, and strengthen nationalcapacity for programme management andaccountability.90. All cash transfers to an Implementing Partner arebased on the work plans or project documentsagreed between the Implementing Partnerand the UN agency. Cash transfers for activitiesdetailed in work plans or project documentscan be made by United Nations agenciesusing the following modalities:a) Cash transferred directly to the ImplementingPartner:i) Prior to the start of activities (direct cashtransfer), orii) After activities have been completed(reimbursement)b) Direct payment to vendors or third partiesfor obligations incurred by the ImplementingPartners on the basis of requests signed bythe designated official of the ImplementingPartner;c) Direct agency implementation through whichthe UN agency makes obligations and incursexpenditure in support of activities agreed inAnnual Work Plans.GoB - UN POP 2010 - 2014 27

GoB-UN POP 2010-201491. Direct cash transfers shall be requested andreleased for programme implementation periodsnot exceeding three months. Reimbursementsof previously authorized expenditures shall berequested and released quarterly or after thecompletion of activities. The UN system agenciesshall not be obligated to reimburse expendituremade by the Implementing Partner over andabove the authorized amounts.92. Following the completion of any activity,any balance of funds shall be refunded orprogrammed by mutual agreement betweenthe Implementing Partner and the UN SystemAgencies.93. Cash transfer modalities, the size ofdisbursements, and the scope and frequencyof assurance activities may depend on thefindings of a review of the public financialmanagement capacity in the case of aGovernment Implementing Partner, and ofan assessment of the financial managementcapacity of the non-UN Implementing Partner.A qualified consultant, such as a publicaccounting firm selected by the UN SystemAgencies, may conduct such an assessment,in which the Implementing Partner shallparticipate. The Implementing Partner mayparticipate in the selection of the Consultant.94. Cash transfer modalities, the size ofdisbursements, and the scope and frequencyof assurance activities may be revised in thecourse of programme implementation basedon the findings of programme monitoring,expenditure monitoring and reporting, andaudits.95. In preparation for the GoB-UN POP 2010-2014 ajoint UN review of the national public financialmanagement system (macro-assessment) wasconducted in 2009.5.4.2.3. Monitoring and Evaluation inRelation to Cash Transfers96. Implementing Partners agree to jointly workwith the UN System Agencies for monitoringall activities supported by cash transfers andwill facilitate access to relevant financialrecords and personnel responsible for theadministration of cash provided by the UNSystem Agencies. To that effect, ImplementingPartners and UN agreed to the following:a) Periodic on-site reviews and spot checks oftheir financial records by the Joint GoB/UNsystem or their representatives.b) Programmatic monitoring of activitiesfollowing a joint GOB – UN system (PSClevel) standards and guidance for site visitsand field monitoring.c) Performance monitoring that demonstratescausality linkages between resource useand achievement of results or progressbeing made towards achievement ofresults.d) Special or scheduled audits conductedas agreed by the GOB – UN system (PSClevel): will establish an annual audit plan,giving priority to audits of ImplementingPartners with large amounts of cashassistance provided and those whosefinancial management capacity needsstrengthening.e) A jointly agreed Authorized Audit Institution (AAI)may undertake the audits of ImplementingPartners. If the AAI chooses not to undertakethe audits of specific Implementing Partnersto the frequency and scope required by thejoint GoB – UN system (PSC level), the PSC willcommission the audits to be undertaken byprivate sector audit services.28 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-20145.4.3 Co-location of Participating UNSystem Agencies97. The UNCT recognizes the potential of the colocationof participating agencies to reinforceDelivering as One by:a) Overcoming the ‘silo mentality’ that comeswith physical separation;b) Maximizing inter-agency teamwork andpromoting programmatic synergies; and,c) Allowing the UN to integrate commonservices.98. Recognizing that space limitations do notpermit all participating resident agencies to behoused on the same premises, the UN CountryTeam will continue to seek innovative waysof realizing the same benefits despite use ofseparate buildings.5.4.4 Change Management99. The strategic leadership for the institutionalchange process is provided by the ResidentCoordinator and the UN Country Team. Theimplementation of the Delivering as OneInitiative in Botswana has required dedicatedattention to change management since theinception of the reform initiative. It is alsorecognized that the entire content of the GoB-UN POP 2010-2014 represents in itself a UNcollective ‘change blueprint’ with respect tothe content of the UN development supportto Botswana as well as in the modalities for thedelivery of the support.100. Aware that change has both a businessdimension and a people dimension, the UNCountry Team will take the steps necessary toimprove awareness, desire, knowledge, andability to implement planned changes and aswell as reinforce the change process.6 Resources and ResourceMobilization Strategy6.1 The One Budget101. The concept of One Budget is reflected in theOne Programme (GoB-UN POP). At design itwas stated that “all the programme resourcesof all the participating agencies are broughttogether into one budgetary framework”. TheGoB-UN POP is budgeted for under the OneBudget concept. One Budget simply meansthat all the UN agencies and the partners havefull knowledge and access to information onthe resources that are meant to deliver the GoB-UN POP. The UN has acceded to this principleof each agency showing the resources thatthe agency is investing in Botswana towardsthe implementation of the POP and in responseto national priorities. Each agency however willremain in charge of their budgets.102. The one budget will show all the resourcesagency by agency which have already beensecured and which resources are yet to beraised. This financial information allows forrealistic planning as well as the developmentof a fund raising strategy. It also allows for thecreation of synergies and avoids duplicationin budgeting for the same interventionsamong agencies. It also provides the GoB withinformation on the available resources beingcommitted to national priorities. Botswana asan upper middle income country could use thisinformation to decide on resource allocationor even co-funding certain priorities if the UN isshort in those areas.103. The UN system agencies will provide supportto the development and implementationof activities within the GoB-UN POP 2010-2014, which may include technical support,cash assistance, supplies, commodities andequipment, procurement services, transport,funds for advocacy, research and studies,GoB - UN POP 2010 - 2014 29

GoB-UN POP 2010-2014consultancies, programme development,monitoring and evaluation, training activitiesand staff support. Part of the UN systemagencies’ support may be provided to Non-Governmental Organizations as agreed withinthe framework of the individual work plans(WPs) and project documents.104. Additional support may include access to UNSystem Agency-managed global informationsystems, the network of the UN SystemAgencies’ country offices and specializedinformation systems, including rosters andconsultants and providers of developmentservices, and access to the support providedby the network of UN Specialized Agencies,Funds and Programmes.105. The UN system agencies shall appoint staff andconsultancies for programme development,programme support, technical assistance, aswell as monitoring and evaluation activities.106. Subject to annual reviews and progress inimplementation of the programme, the UNsystem agencies’ funds are distributed inaccordance with the GoB-UN POP 2010-2014.These budgets will be reviewed and furtherdetailed in the work plans and the projectdocuments. By mutual consent between theGovernment and the UN system agencies,funds not earmarked by donors to the UNsystem agencies for special activities maybe re-allocated to other programmaticallyequally worthwhile activities.107. Each UN agency head is accountable tohis/her Executive Head/Governing body forresources received by the UN agency from itsown resources, and in line with the relevantfinancial regulations and rules of the concernedUN agency. These resources are subject tothe external and internal audit procedureslaid down in his/her own organization. EachUN agency is solely subject to the externaland internal auditing procedures laid down ineach organization’s financial regulations andrules and procedures, and should HarmonizedApproach to Cash Transfers (HACT) be used, itis subject to the ’standard’ HACT procedures(e.g. macro/micro-assessments).6.2 Resource Requirements108. The overall budget for the GoB-UN POP 2010-2014 is USD55.45 million 13 . This includes thefollowing: USD4.25 million in regular resources 14- core or assessed resources, USD20.23 million inother resources - non-core or extra-budgetary/earmarked and un-earmarked funds from allsources; and USD27 million in other resourcesto be mobilized - the funding gap betweenexisting resources and the total costs of theGoB-UN POP 2010-2014. It is expected that fundsto be mobilized via the One Fund will amountto 20 percent of the total budget required toimplement the GoB-UN POP 2010-2014.13This total is a downward revision from the original estimate of US$94 million. The downward revision was informed by planned annualexpenditure which between 2010 and 2012 averaged US$11.5 million.14See text box below for a definition of these funding sources.30 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-2014Common Budgetary Framework: Sources of FundingRegular Resources: Funding stream that comes from a more predictable annual/biannual pledging or assessed contributionsfrom member countries (especially in the case of Funds and Programmes, whose core budget envelopes are decided upon forthe whole programming cycle by their governing bodies). Because of its established nature and predictable frequency (althoughamounts may vary from time to time), this can be indicated with greater degree of predictability over the whole programmingcycle. Assessed funding from the different Specialized Agencies follows different budgetary cycles and their availability is dictatedby the respective appropriation mechanisms as determined by governing bodies. Indications in these cases are tentative at best.Other resources: Earmarked non-core/extra budgetary resources are less predictable and depend on resource mobilizationefforts both at global and country levels. However, these types of earmarked resources (at global level, these are sometimesreferred to as ‘thematic’ funds) do not offer any flexibility to UN system agencies or the UN Country Team to deploy the resourceselsewhere. Resources from cost-sharing agreements with governments or donors for projects (not included in above categories)will also be included in the projection.Resources to be mobilised: The Common Budgetary Framework (CBF) projection takes into account resources which arealready secured, as well as resources that are firmly pledged and/or in the hard pipeline. The areas for which mobilization effortwill be launched collectively will be included in the CBF/Annual CBF as the ’funding gap’. The development of the Annual CBFwill capture the actual receipt of funds and any change of status in pledges of specific result areas. The Annual CBF will alsocapture the divergence between the timing of receipt of core/assessed and noncore/extra budgetary funds against what wasarticulated at the planning stage of the CBF. In case of situations where a funding gap arises due to non-receipt of the anticipatedfunds, the UN Country Team can establish a resource mobilization strategy to meet the gaps or use its own discretion to allocateresources from alternative sources like donor trust funds.Source: UNDAF Action Plan Guidance Note, Annex 3: Common Budgetary Framework (CBF), October 2010109. The resource requirements for 2013-2014 aresummarized in Table 1 below. The table showsexpected UN fundung of US $9.3 million over thetwo years and a funding gap of US $12.2 millionto maintain the programme funding levels ofthe first three years of the GoB-UN POP.Table 1: GoB-UN POP 2013-2014 Resource Requirements 15GoB-UN POPComponentsRegularResources &OtherResourcesGovernance andHuman Rights Promotion 1200EconomicDiversificationand Poverty Reduction1584Indicative Budget ($US X 1000) 16Resources tobe mobilized512042163202005TotalHealth and HIV/AIDS19098792778377054809180Environment andClimate ChangeChildren, Youth andWomen Empowerment8003201120GoB-UN POP2013-2014 TOTAL 9263122202148315The figures in this table are estimated amounts as at February 2013 and will depend on availability of UN system agencies’ resources andcontributions from funding partners.16Figures include the estimated costs of technical assistance.GoB - UN POP 2010 - 2014 31

GoB-UN POP 2010-2014110. Budgets are indicative and represent thebasis for resource mobilization. Furthermore,total budgets for regular resources are alsoindicative as they may be subject to UNorganizations’ governing body and internalmanagement decisions.111. In addition to funding requirements detailedin the GoB-UN POP Action Plan 2013-2014Results Matrix and summarized above, thereare other resource requirements associatedwith the GoB-UN POP Action Plan 2013-2014.These include activities and staff costs forthe Resident Coordinator’s Office and theCommunications Group, among others. Inthe past these costs have been funded byresources mobilized separately from the GoB-POP and the One Fund. For the period 2013-2014, the UN Country Team will review fundingarrangements for these additional resourcerequirements.112. Participating UN system agencies and theGovernment of Botswana are responsible forresource mobilization. The UN Country Teamhas agreed that the RC will lead the resourcemobilization effort at the country level withthose donors who have expressed an interest inproviding funds via the One Fund mechanism.Representatives of participating UN systemagencies are encouraged to approachdonors who are not providing funding via theOne Fund mechanism, and are also able toaccess resources via available global andregional funding instruments.113. For the remaining period of the GOB-UN POP2010-2014, the UN Country Team will developa resource mobilization strategy that will setout the context for resource mobilization,establish benchmarks and indicators forresource mobilization and individual agencycontributions, and outline responsibilities andguiding principles, mechanisms for fundraisingand accountability and reportingarrangements.6.3 One Fund114. The One Fund in Botswana was established tosupport the coherent mobilization, allocationand disbursement of resources to the GoB-UN POP under the direction of the ResidentCoordinator. The One Plan Fund is the vehiclefor donors to pool resources at the countrylevel to support the realization of the GoB-UNPOP 2010-2014 objectives, and new initiativesresponding to emerging needs within thecontext of the GoB-UN POP 2010-2014.115. The strategic importance of country-levelfunding for the Delivering as One Initiativethrough the One Fund modality was recognizedat the Hanoi Conference in June 2010, whichnoted that the One Fund is the “bedrock forachieving relevance, coherence and a morestrategic focus of the UN system at the countrylevel.”116. The Hanoi Conference also recognized thatwhere funds have been mobilized under theOne Fund, the Fund has facilitated improvedprogramming, better management for results,and effective prioritization of programming onthe basis of national needs. Early, predictable,multi-year funding in support of the GoB-UNPOP is critical for the sustainability of the OneFund and the Delivering as One Initiative atcountry level. A guiding principle for resourcemobilization is that donors contribute multiyear,pooled and un-earmarked resources.117. Over the period 2010 to 2012, the One Funddid not perform well owing to several factors.The difficult fundraising situation in a middleincome country notwithstanding, limitationsincluded limited understanding of the purposeand the strategic opportunity the One Fundpresented and the absence of a fundraisingstrategy.118. The UN Country Team will, in the remainingperiod of the GoB-UN POP 2010-2014, strengthenefforts to mobilize resources through the OneFund mechanism and clarifying the legal and32 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-2014administrative arrangements governing theoperation of the One Fund.6.4 Human Resources119. A key objective of the UN system in Botswanais to attract, develop and retain dedicated,highly competent and committed individualswhose profiles and skill sets enable optimaldelivery of the planned development results,as set out in the GoB-UN POP 2010-2014.120. The staff profile and skill sets required tosupport the role of the UN system in Botswanaand to deliver the specific results set out inthe GoB-UN POP Resources and Results Matrixwill be continually adjusted, with reference tosuccessive capacity reviews carried out bythe UN Country Team and emerging guidancefrom UN Headquarters on harmonization ofhuman resources.121. Acknowledging that participating UN systemagencies are governed by their respective StaffRules and Regulations, the UN is committed toharmonize the human resources practices in theareas where this is possible; such as recruitment,staff learning and staff well-being. In line withUN guidance and principles, recruitment andmanagement of staff will be competencybasedand performance-oriented.7 Communications122. In the context of the GoB-UN POP 2010-2014,communication continues to play a centralrole in raising awareness of key developmentchallenges; fostering partnerships and providinga strong and knowledgeable voice on prioritypolicy issues; supporting the Government ofBotswana in ensuring the voices of the mostvulnerable are heard; and helping the UNCountry Team in Botswana continue learningand enhancing their joint working mechanismsand strong collaboration.123. The scope of communication work is asfollows:a) Communications support to UN’s publicand policy advocacy;b) Communications support to UN’s publicrelations and partnership building; andc) Communications support to UN’s changemanagement.124. In all three areas, knowledge management andcapacity building (in the areas of communicationand media development) will form importantcomponents of communications support to theimplementation of the GoB-UN POP 2010-2014. Inthe context of the Delivering as One Initiative inBotswana, joint and integrated communicationhas proven to be an effective instrument indeveloping a strong and united UN voice onpriority development challenges and reachingout to a large audience. At the same time,agency- and mandate-specific messages andcommunication will continue to help in buildingthe image of a diverse and united UN family,collectively providing relevant and valuableexpertise and knowledge in support of thedevelopment of the country.125. Based on the experiences of the first three yearsof the GoB-UN POP 2010-2014 and the evolvingcommunication needs and opportunities of theUN in Botswana, the UN Country Team will reviewand update the UN Communications Strategy.126. The UNCG has been the implementation armfor the One Voice in Botswana. The UN CountryTeam will together with UNCG identify and agreeon ways in which the performance of UNCG willbe strengthened and set clear performanceexpectations. Among the expectations will bethe following:a) Shift from agency-based to issue-basedcommunication where appropriate;b) Put key advocacy issues for the UN highon the public agenda;c) Create a clear and strong UN voice whereneeded; andd) Provide high quality support for thecommunications needs of the participatingUN System Agencies organizations.8 Monitoring and Evaluation8.1 GoB-UN POP 2010-2014Development Results127. The GoB-UN POP MTR identified severalweaknesses in monitoring and evaluation.Identified weaknesses related to the selectionof indicators, the extent to which the indicatorsGoB - UN POP 2010 - 2014 33

GoB-UN POP 2010-2014could be used to track contribution, thesystems for the collection and management ofmonitoring and evaluation data, and the use ofcollected data to inform programming. Whileprocesses for monitoring and evaluation wereoutlined, they were not fully operationalized.Emphasis will be placed on strengtheningand monitoring the functioning of monitoringand evaluation structures and the users ofmonitoring and evaluation information.128. Four levels of results indicators will be developed.The first level will consist of population leveldata. The second level will relate to the reachand effects of public sector investments. Thethird level will measure the contribution of theUnited Nations to national capacity in supportof national priorities. The fourth level will focuson outputs and their contribution to programmeoutcomes. The first two levels of indicatorsform part of the data that should constituteNDP10 monitoring emphasizing the need forstrengthened Government monitoring andevaluation systems. Reporting at each level willdemonstrate the changes that happen as aresult of intervention.129. The Government and the UN will be responsiblefor furthering joint monitoring and evaluation. Inline with results-based management principles,an integrated approach will be applied toplanning, monitoring, reporting, review andevaluation of the GoB-UN POP 2010-2014 toensure evidence-based decision-making.Progress towards achieving the GoB-UNPOP Outputs and Outcomes will be regularlymonitored according to the indicators andtargets identified in the GoB-UN POP Results &Resources Matrix. A web-based platform willfacilitate the monitoring of progress through aneasily accessible and user-friendly database.130. Various strategies for the strengthening ofmonitoring and evaluation of NDP10 activitieswill be adopted. These will include buildingmonitoring and evaluation capacity amongimplementing partners and the availing oftechnical expertise in support of monitoringand evaluation work.131. Component Coordination Groups (CCGs)will jointly monitor, report on and reviewimplementation of the GoB-UN POP Outcomesand Outputs together with other key stakeholders.The CCGs will also act as a forum for policydialogues, policy advocacy and joint researchon specific thematic areas with Government,development partners and civil society. Commonapproaches to field monitoring and site visits willbe implemented where possible, according tospecific quality assurance criteria. Monitoringand evaluation of programmes and projectswill be undertaken via joint monitoring visits, jointmid-term reviews and evaluations of clusters ofUN projects, and individual UN-supported projectevaluations and reviews as needed.132. Budgetary provision will be made for monitoringand evaluation within each programmecomponent. Additional resources for learning,monitoring and evaluation work will be mobilizedby the UN Country Team.133. During the CCG Mid-Year Reviews in June-Julyand CCG Annual Reviews in December, CCGswill assess the performance of UN-supporteddevelopment interventions and lessons learned.In addition, the Annual Reviews will provide anopportunity to update - where necessary - theassumptions and risks identified in the programmedesign stage.134. Based on the feedback from the AnnualReviews, all Component Coordination Groups(CCGs) will report on the key results achievedvis-à-vis GoB-UN POP Output targets as well ason progress towards GoB-UN POP Outcomes.The CCG Co-Conveners will provide qualityassurance of the reports to ensure compliancewith the respective guidelines, an evidencebasedassessment of results performance anddue application of programming principles34 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-2014and cross-cutting issues. Based on the AnnualReviews all CCGs will develop Annual Work Plansfor the subsequent year, including strategic,programmatic and operational adjustments asrequired and a revision of assumptions and riskswhere necessary.135. The UN Annual Report will be developedbased on the Component Coordination Groupannual reports and according to the UNDG andMulti-Partner Trust Fund reporting requirements.The Annual Report highlights progress towardsachieving the GoB-UN POP Outcomes, as wellas how the UN is working together to ‘deliver asone’ with other key stakeholders in Botswana.A GoB-UN POP Review will be conducted bythe UN, Government and Donors on a regularbasis. This review will assess overall progresstowards the GoB-UN POP Outcomes andidentify key results achieved, constraints andlessons learned. The purpose of this systematicreview process is to ensure the continuedrelevance of the GoB-UN POP 2010-2014.136. Particular attention will be given to measuringthe results of UN policy research, adviceand advocacy in selected thematic areas.Considering the multiple challenges in assessingthe actual results of UN support, a range ofdifferent monitoring and evaluation methods andtools will be applied, including in-depth analysis,qualitative studies, and partner/stakeholder and/or perception surveys where feasible and relevant.Given the strong focus of the UN on vulnerableand disadvantaged groups, measuring changesin the opportunities and access to specificservices of these groups will be addressed asmuch as possible and jointly with key nationaland international partners. National data andmonitoring and evaluation systems will be usedto the full extent possible. Overall, the GoB-UN POP2010-2014 monitoring and reporting system itself willalso be periodically reviewed and updated wherenecessary to ensure the needs of the intended usersand partners continue to be served.137. The Monitoring and Evaluation WorkingGroup, consisting of staff with monitoring andevaluation responsibility and expertise from allparticipating UN system agencies, will providetechnical advice, quality assurance andsupport to the UN Country Team, ComponentCoordination Groups and individual UN systemagencies regarding the various aspects ofresults-based management (RBM), includingplanning, monitoring, reporting and evaluation.Harmonization and simplification of monitoringand evaluation tools and processes will be oneof the focus areas. In addition, the team willsupport knowledge management and furthercapacity development in RBM, both for UNstaff and where possible for national partners incollaboration with specific UN system agencies.138. During the period 2013-2014, consideration willbe given to the conduct of select evaluationsat outcome level. Part of the focus will be onthe results of policy advice and advocacyprovided by the UN in selected areas.139. An evaluation of the GoB-UN POP 2010-2014 willbe conducted to assess the relevance, efficiency,effectiveness, impact and sustainability ofthe UN’s contribution to the GoB-UN POPdevelopment outcomes. The evaluation will beindependent and conducted according to theUN Evaluation Group’s norms and standards. Theevaluation findings will be available by the endof 2014 in order to inform the United Nations’analytical work and strategic planning for thesubsequent plan. The evaluation’s findings andrecommendations will be validated with keynational and international development partners.A joint evaluation management response willbe agreed by the UN Country Team and theGovernment.GoB - UN POP 2010 - 2014 35

GoB-UN POP 2010-20148.2 Delivering as One Results140. In addition to the GoB-UN POP 2010-2014development results, the key achievementsin the main areas of the UN Delivering as Oneprocess will also be monitored on a regularbasis through a Delivering as One Results andMonitoring and Evaluation Matrix 17 includingspecific indicators and targets. Progress on resultswill be monitored in areas such as aid effectiveness,GoB-UN POP implementation modalities andcoordination mechanisms, One Fund, One Leader,management practices, common services, OneUN House and One Voice.8.3 Audits141. The audits will be commissioned by the UNsystem agencies and undertaken by privateaudit services.142. Government Implementing Partners agreeto cooperate with the UN system agenciesfor monitoring all activities supported by cashtransfers, and will facilitate access to relevantfinancial records and personnel responsible forthe administration of cash provided by the UNsystem agencies. To that effect, GovernmentImplementing Partners agree to the following:a) Periodic on-site reviews and spot checksof their financial records by the UN systemagencies or their representative;b) Programmatic monitoring of activities followingthe UN system agencies’ standards andguidance for site visits and field monitoring;andc) Special or scheduled audits. Each UN systemagency, in collaboration with other UN systemagencies (where so desired and in consultationwith the respective coordinating Ministry) willestablish an annual audit plan, giving priorityto audits of Implementing Partners with largeamounts of cash assistance provided by theUN system agencies, and those whose financialmanagement capacity needs strengthening.9 Commitments by all Parties9.1 Commitments of the Governmentof Botswana143. The Government, in close collaboration withParticipating UN System Agencies, will doeverything in its power to ensure the effectiveimplementation of the GoB-UN POP 2010-2014.It will furnish and compile findings, data, statisticsand such other information as will enable theParticipating UN System Agencies to analyze andevaluate the results and achievements of theGoB-UN POP 2010-2014. Successful achievementof the GoB-UN POP 2010-2014 will also depend onthe relevant staff of the Implementing Partners.Government implementing agencies will makeavailable competent staff with the necessarytechnical skills and the required allocation oftime and resources to deliver results. ParticipatingUN System Agencies will endeavor to build awide range of Government staff capacities andfacilitate implementation of the GoB-UN POP2010-2014.144. The Government through ImplementingPartners will ensure that counterpart contributionsnecessary for the implementation of the GoB-UNPOP 2010-2014 will be made available in a timelyand adequate manner.145. The Government will support the UN SystemAgencies’ efforts to raise funds required tomeet the needs of this GoB-UN POP 2010-2014, and will cooperate with the UN SystemAgencies including: encouraging potentialdonor Governments to make available tothe UN System Agencies the funds neededto implement unfunded components of theprogramme; endorsing the UN System Agencies’efforts to raise funds for the programme fromthe private sector, both internationally and inBotswana; and by permitting contributions fromindividuals, corporations and foundations inBotswana to support this programme, which willbe tax exempt for the Donor, to the maximumextent permissible under applicable law.17To be developed by the RCO for UNCT approval.36 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-20149.2 Implementing Partners146. Cash assistance for travel, stipends, honoraria andother costs shall be set at rates commensuratewith those applied in the country, but not higherthan those applicable to the United Nations(as stated in the International Civil ServiceCommission circulars).147. A standard Fund Authorization and Certificateof Expenditures (FACE) report, reflectingthe activity lines of the work plan or projectdocuments, will be used by ImplementingPartners to request the release of funds, or tosecure the agreement that the relevant UNsystem agency will reimburse or directly payfor planned expenditure. The ImplementingPartners will use the FACE to report on theutilization of cash received. The ImplementingPartner shall identify the designated official(s)authorized to provide the account details,request and certify the use of cash. The FACEwill be certified by the designated official(s) ofthe Implementing Partner.148. Cash transferred to Implementing Partnersshould be spent for the purpose of activitiesand within the timeframe as agreed in thework plans or project documents only.149. Cash received by the Government andnational NGO Implementing Partners shall beused in accordance with established nationalregulations, policies and procedures consistentwith international standards, in particularensuring that cash is expended for activities asagreed in the work plans or project documents,and ensuring that reports on the utilizationof all received cash are submitted to therelevant UN System Agency within six monthsafter receipt of the funds. Where any of thenational regulations, policies and proceduresis not consistent with international standards,the UN System Agency’s financial and otherrelated rules and agency regulations, policiesand procedures will apply.150. In the case of International NGOs/CivilSociety Organizations and Inter GovernmentalOrganizations, Implementing Partners’ cashreceived shall be used in accordance withinternational standards, in particular ensuringthat cash is expended for activities as agreedin the work plans or project documents, andensuring that reports on the full utilization of allreceived cash are submitted to the relevantUN System Agency within six months afterreceipt of the funds.151. To facilitate scheduled and special audits,each Implementing Partner receiving cashfrom the relevant UN System Agency willprovide the UN agency or its representativewith timely access to:a) All financial records that establish thetransactional record of the cash transfersprovided by the relevant UN System Agencytogether with relevant documentation; andb) All relevant documentation and personnelassociated with the functioning of theImplementing Partner’s internal controlstructure through which the cash transfershave passed.152. The findings of each audit will be reported tothe Implementing Partner and the relevant UNSystem Agency. Each Implementing Partner willfurthermore:a) Receive and review the audit report issuedby the auditors;b) Provide a timely statement of the acceptanceor rejection of any audit recommendationto the relevant UN System Agency thatprovided cash so that the auditors includethese statements in their final audit reportbefore submitting it to the relevant UN systemagency;c) Undertake timely actions to address theaccepted audit recommendations; andd) Report on the actions taken to implementaccepted recommendations to the UNSystem Agencies on a quarterly basis (or aslocally agreed).GoB - UN POP 2010 - 2014 37

GoB-UN POP 2010-2014153. In case of direct cash transfer or reimbursement,participating UN organizations shall notify theImplementing Partner of the amount approvedby participating UN System Agencies and shalldisburse funds to the Implementing Partnerwithin 30 days.154. In case of direct payment to vendors orthird parties for obligations incurred bythe Implementing Partners on the basis ofrequests signed by the designated officialof the Implementing Partner; or to vendorsor third parties for obligations incurred byparticipating UN System Agencies in support ofactivities agreed with Implementing Partners,participating UN System Agencies shall proceedwith the payment within 30 days.155. Participating UN System Agencies shall nothave any direct liability under the contractualarrangements concluded between theImplementing Partner and a third partyvendor.156. Where participating UN System Agenciesand other UN organizations provide cash tothe same Implementing Partner, programmemonitoring, financial monitoring and auditingwill be undertaken jointly or coordinated withthose participating UN System Agencies.9.3 Commitments by the UN157. The GoB-UN POP 2010-2014 represents thefull commitment of participating UN SystemAgencies to seek funding and support nationalpriorities as expressed by the set of developmentresults outlined in Section III in order to deliversupport in the most effective way in line withaid effectiveness principles as set out in the ParisDeclaration and the Hanoi Core Statement.10 Other Provisions158. The GoB-UN POP 2010-2014 covers programmeactivities to be implemented during the periodfrom 1 January 2010 through 31 December 2014and will become effective on the signature ofthe document by all relevant parties.159. The Government will honour its commitments toeach of the Participating UN System Agenciesin accordance with the provisions of respectiveBasic Agreements set forth in Annex I160. This GoB-UN POP 2010-2014 relates to andregulates any project document signedbetween the Government and a participatingUN System Agency after the date hereof, andshall have no effect on any programme orproject documents signed with the Governmentbefore such date.161. The contents of the footnotes, the Appendicesand the Annexes of this document are anintegral part of this document and have thesame legal validity as the main body of the textof the GoB-UN POP 2010-2014.10.1 GoB-UN POP 2010-2014Modifications162. In the event of any significant change in thesituation requiring a change in objectives or aneed to extend the duration and scope of theplanned programme components, the GoB-UN POP 2010-2014 may be modified by mutualconsent of all parties, in writing, as follows:a) Where the change is initiated by theGovernment, the Government will make aformal request to the Resident Coordinatorand the respective associated UNSystem Agencies and an appropriateamendment to this GoB-UN POP 2010-2014will be concluded following appropriateprocedures.38 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-2014b) Where the change is initiated by the UNSystem Agencies, the respective associatedUN agencies will make a formal requestthrough the Resident Coordinator tothe Government of Botswana and anappropriate amendment to this GoB-UNPOP 2010-2014 will be concluded followingappropriate procedures.10.2 GoB-UN POP 2010-2014 Termination163. In the event of a failure by one party to fulfillany of its obligations under this GoB-UN POP2010-2014:a) Where the defaulting party is one of the UNSystem Agencies, the Government mayeither (i) suspend the discharge of its ownobligations vis-à-vis the defaulting party bygiving written notice to that effect to thedefaulting party or (ii) terminate the GoB-UNPOP 2010-2014 vis-à-vis the defaulting partyby giving written notice of sixty (60) days tothe defaulting party; andb) Where the defaulting party is theGovernment, the UN agency as to which theGovernment has defaulted, either alone ortogether with all other UN System Agencies,may either (i) suspend the discharge of itsown obligations by giving written noticeto that effect to the defaulting party or (ii)terminate the GoB-UN POP 2010-2014 bygiving written notice of sixty (60) days to thedefaulting party.10.3 Dispute Resolution164. Any dispute between the Government anda UN agency shall be resolved in accordancewith the provisions of that Organization’s BasicAgreement with the Government as referred inthis GoB-UN POP 2010-2014. Any dispute amongthe UN System Agencies shall be resolvedexclusively among the UN System Agenciesthrough approaches identified in the UNDGendorseddispute resolution mechanism.10.4 UN Convention on Privileges andImmunities165. The Government shall apply the provisions ofthe Convention on the Privileges and Immunitiesof the United Nations and the Convention onthe Privileges and Immunities of the SpecializedAgencies, as the case may be, to the Agencies’property, funds, and assets and to its officialsand consultants. In addition the Governmentwill accord to the Agencies and their officials,advisors agents and other persons performingservices on their behalf, the privileges, immunitiesand facilities as set out in the cooperation andassistance agreements between the Agenciesand the Government. The Government will beresponsible for dealing with any claims, whichmay be brought by third parties against any ofthe Agencies and its officials, advisors, agentsand other persons performing services on theirbehalf. None of the Agencies nor any of theirrespective officials, advisors, agents or otherpersons performing services on their behalf willbe held responsible for any claims and liabilitiesresulting from operations under the cooperationand assistance agreements, except where it ismutually agreed by Government and a particularAgency that such claims and liabilities arise fromthe gross negligence or willful misconduct of thatAgency, or its officials, advisors agents or personsperforming services on its behalf.166. Without prejudice to the generality of theforegoing, the Government shall insure orindemnify the Agencies from civil liability underthe law of the country in respect of vehiclesprovided by the Agencies but under thecontrol of or use by the Government.a) Nothing in this Agreement shall imply awaiver by the UN or any of its Agenciesor Organizations of any privileges orimmunities enjoyed by them or theiracceptance of the jurisdiction of thecourts of any country over disputes arisingof this Agreement.GoB - UN POP 2010 - 2014 39

GoB-UN POP 2010-2014b) Nothing in or relating to this document willbe deemed a waiver, expressed or implied,of the privileges and immunities of theUnited Nations, its subsidiary organs and/or the Specialized Agencies of the UnitedNations, whether under the Conventionon the Privileges and Immunities of theUnited Nations of 13th February 1946,the Convention on the Privileges andImmunities of the Specialized Agencies of21st November 1947, as applicable, andno provisions of this GoB-UN POP 2010-2014 or any Institutional Contract or anyUndertaking will be interpreted or appliedin a manner, or to an extent, inconsistentwith such privileges and immunities.40 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-2014Annex I. Cooperation and AssistanceAgreementsWhereas the Government of the Republic of Botswana(hereinafter referred to as “the Government”) hasentered into the following:a) WHEREAS the Government and the UnitedNations Development Programme (hereinafterreferred to as UNDP) have entered into abasic agreement to govern UNDP’s assistanceto the country (Standard Basic AssistanceAgreement (SBAA) which was signed by bothparties on the 14th May, 1975. Based on ArticleI, paragraph 2 of the SBAA, UNDP’s assistanceto the Government shall be made availableto the Government and shall be furnished andreceived in accordance to with the relevantand applicable resolutions and decisions of thecompetent UNDP organs, and subject to theavailability of the necessary funds to the UNDP.In particular, decision 2005/1 of 28 January2005 of UNDP’s Executive Board approvedthe new Financial Regulations and Rulesand along with them the new definitions of“execution” and “implementation” enablingUNDP to fully implement the new CommonCountry Programme Procedures resulting fromthe UNDG simplification and harmonizationinitiative. In light of this decision this ProgrammeOperational plan together with an AWP (whichshall form part of this Programme OperationalPlan, and is incorporated herein by reference)concluded hereunder constitute together theproject document as referred to in the SBAA[or other appropriate governing agreement].b) With the United Nations Children’s Fund(UNICEF) a Basic Cooperation Agreement(BCA) concluded between the Governmentand UNICEF in 1968 and revised in September,1994.c) With the Office of the United Nations HighCommissioner for Refugees (UNHCR): operationsare undertaken through tripartite agreementsbetween the Implementing partners and Ministryof Defence, Justice and Security as a thirdsignatory.d) With the United Nations Population Fund(UNFPA) a letter from the Minister of ForeignAffairs and Development Cooperation dated29 April,1997 to the effect that the SBAA signedby UNDP and the Government on 14th May,1975 be applied, mutatis mutandis, to UNFPA.e) With the Food and Agriculture Organization ofthe United Nations (FAO), a letter from Ministerof Foreign Affairs dated 21 April, 1987 to theeffect that FAO Representation in Zimbabwe,will also be accredited to the Republic ofBotswana.f) With ILO the Government of Botswana signedthe 1947 Convention of the Privileges andimmunities of Specialized Agencies on 5 April1983 with the ILO.g) With the United Nations Educational, Scientificand Cultural Organization (UNESCO), aMemorandum of Understanding (MoU) betweenthe Government of Botswana and UNESCOwhich was signed in November 1988.h) IAEA, Revised Supplementary AgreementConcerning the Provision of Technical Assistanceby the IAEA (RSA) signed between theGovernment of Botswana and the InternationalAtomic Energy Agency on 12, September 2006be applied.i) With the World Health Organisation (WHO), aBasic Cooperation Agreement was signed on17 June 1975.j) UNEP signed a MoU on 15 October, 2008 withUNDP establishing UNEP in - country operations,through the UNDP basic agreement modalities.k) UN Women – UN Women’s assistance inBotswana is governed under the UNDP SBAA.l) IFAD – IFAD’s assistance in Botswana isgoverned under the UNDP SBAAm) UNOHCHR – UNOHCH’s assistance in Botswanais governed under the UNDP SBAAn) UNIDO – UNIDO’s assistance in Botswana isgoverned under the UNDP SBAAo) UNAIDS – UNAIDS’s operations governed underthe UNDP SBAA.GoB - UN POP 2010 - 2014 41

Annex II: GoB-UN POP Action Plan 2013-2014 Results18 19and Resources MatricesAnnex II-a: Governance and Human Rights Promotion Results and Resources MatrixRESULTS INDICATOR, BASELINE & TARGETS RISK & ASSUMPTIONS IMPLEMENTINGPARTNERSUN AGENCYUNDAF OUTCOME 1:Effective and efficient delivery of services for fulfillment ofhuman rights• % level of access to services in aggregate terms (22%2008/2008)• Customers’ satisfaction index (25%-2005)• 55% (2016)• 75% (2016)R: Irregular SurveysR: Resource constraintsA: Annual surveys undertaken A: level ofaccess and satisfaction computed.ALL GovernanceImplementing partnersALLCP Outcome 1.1: National institutions strengthened andare accountable, responsive and contribute to the deliveryof 2016 NDP 10 goals, MDGs, Millennium Declaration andother international agreements and obligations• 76 % of National Institutions deliver effectively• In 2008/2009 73.9% of national institutions weredelivering effectively• Raise delivery rate to 76% of National by (2016)R: Resource constraintsA: Public and private sector governancestructures remain accountable andtransparent in the management ofresources in both the public and privatesectors.DPSM; BOCCIMBOCONGO; NSO & PSRU;OMBUDSMAN; NATIONALASSEMBLY; DCEC; BIDPA;BALA; AGC; StatisticsBotswanaUNICEFUNDPUNFPACP Output 1.1.1: Policies, legislation, programmes andprojects formulation is evidence and accelerates theachievement of Vision 2016 goals, NDP 10 goals, MDGs andMillennium Declaration• No. of policies, programmes and projects that areevidence based (have empirical evidence of baselinestudies, feasibility studies and research studies).• No inventory of laws, policies of projects formulated thatare evidence based.• Inventory of responsive policies, legislation, programmesand projects formulated (2010)• Gaps identified where responsive instruments should beinstitutionalized (2016)A: Continued Political will DPSM; BOCCIM;BOCONGO; NSO & PSRU;MLG;UNDP, UNICEFCP Output 1.1.3:Effective coordination of ratification, domestication,monitoring and reporting of international treaties andconventions• Ratification and domestication of treaties andconventions meet international standards.• Monitoring and reporting is compliant with internationalrequirements.• No data base on ratified and domesticated treaties andconventions existed in 2008.• No. treaties and conventions ratified and domesticated• Monitoring & reporting not meeting internationalrequirements.• Database on ratification and domestication established(2011)• 100% achievement of international monitoring andreporting requirements by (2016).R: Not enough human resources aremobilized to fulfill reporting requirementsAGC,MOFAICOPMLHAUNDP UNICEFUNFPAILOCP Output 1.1.4: Effective coordination of collection,analysis and use of quality disaggregated data (statistics) indecision making• Proportion of public sector institutions using qualitydisaggregated data in decision-making by 2014• Proportion of public sector institutions sharing andcoordinating analyses• Number of public sector institutions using disaggregateddata ( 2008)• 30% (2016) /30% (2016)R: Strategic level coordination isinsufficientR: No culture of sharing informationMFDP; Statistics Botswana UNFPA;UNICEFUNDPIFADCP Outcome 1.2: Strengthened human rights institutionsthat respond to the rights of vulnerable groups, includingchildren, women, PWA, refugees and disabled people• # of Human Rights institutions advocating for the rightsof vulnerable groups including youth, children, women,PWA, refugees and disabled.• In 2008 no institutions were advocating to the vulnerablegroups• 6 institutions advocating for the vulnerable by (2011)• A database of the institutions with their capacities (2011)• Yearly updates of their achievements.R: Inability of the institutions to report theirachievementHuman rights institutions remaincommitted to the cause of the vulnerablegroupsMOPAPABOCONGOMISA;MDJSOffice of the OmbudsmanMoESD; MLG & RD; CSOsUNICEFUNESCOUNDPUNFPAUNHCRUNOHCHR42 GoB - UN POP 2010 - 2014

CP Output 1.2.1: Human rights institutions strengthened andpromote equality (by gender, minority and socioeconomicstatus) and specific vulnerable groups• No. of Human Rights institutions advocating for the rightsof vulnerable groups including youth, children, women,PWA, refugees and disabled• Number of people benefiting from equality initiatives• No systematic records of the institutions providing/promoting equality• Poor skills level in 2008• A database of the institutions with their capacities (2011)• Yearly updates of their achievementsR: Lack of capacity by the institutions toreport their achievementMOPAPABOCONGOMISA; MDJSOffice of the OmbudsmanMoESDMLG & RDCSOsUNICEFUNESCOUNDPUNFPAUNHCRUNOHCHRCP Output 1.2.2: Strengthened justice and social systemshas the capacity to deliver services to all• No. of districts and social justice systems incorporatinge-governance structures• Average turnaround time of cases (reduced from 14months to 7months by 2014.• % of backlog of cases cleared /resolved by 2014. In2008/2009 Turnaround time for cases was 14 months• Backlog of cases in 2008/2009 was (TBD)• 6 districts incorporating governance structures by (2016)• Halve turnaround time of cases (2016)• 75% of backlog cleared (2016)R: Resource constraintsA: Resources are mobilized.OP, MDJS, AGCLaw Society of BotswanaBOCONGOMLG and RDUniversity of BotswanaOther StakeholdersMLHAMYSCUNICEFUNDPUNFPAUNOHCHRCP Outcome 1.3: Gender mainstreamed in national lawsand policies, and in national, district and community plansand programmes.• Number of laws and policies that mainstream genderinto national, district and community plans• GDI Index (GDI Index- baseline)• GDI – TBDR: Resources constraintR: Lack of skilled personnelMLHA (WAD); MFDP;MoESD;UB; CSOsUNFPA; UNDP; UNESCOIFADCP Output 1.3.1: Government and civil society organizationshave the capacity and undertake gender analysis andgender responsive programming• Proportion of government and civil societyorganizations who implemented sector specificgender sensitive research, planning, monitoring andevaluations (TBD).• No. of programmes that incorporate criteria andindicators related to gender (0-2008)• % integration of gender issues into national, districtand community development plans (TBD – 2008)• 50% increment by (2016)• All programmes by (2016) have 100% integrationof gender issues into the national, district, andcommunity development plansTo be determined MLHA (WAD); MFDP;MoESD; UB; CSOsIFADCP Outcome 1.4:National institutions have the capacity to manage disasters,risk reduction and preparedness at all levels.• Annual % increase in expenditures for the disasterpreparedness policy development (2010 expenditures)• Expenditures for the development andimplementation of structures and policies foremergency management (2010 expenditures).• Number of institutions with disaster management plansin place• 0% (2016)• TBDTo be determinedOP (NDMO) in thecoordination with all theMinistries and Departments;Red Cross; BOCCIM;BOCONGOUNDP; UNISDR’ UNICEF,WHO, UNHCR, UNFPA,UNAIDS, UN-OCHA,UNESCO UNIDOIFADCP Output 1.4.1: Disaster preparedness and responsestrategies, structures, systems and mechanisms developedat all levels• No. of timely Policy briefs on risk management (0-2008).• Proportion of national, district and community levelsvolunteers trained (0-2008)• No. of incidents that result in a significant recoveryeffort (0-2008).• Proportion of planned and implemented public• In 2008 there were no policy briefs• In 2008 there were recovery efforts• 1 per season (2010)• 100% of volunteers at national, district, and communitylevels trained; (2014)• 50% (2014)R: Resource Constraints OP (NDMO) in thecoordination with all theMinistries and Departments;Red Cross, BOCCIM,BOCONGO, DFRR & MLG& RDUNDP, UNOCHA, UNISDR,UNDP, UNICEF, WHO,UNHCR, UNFPA, UNAIDS,UN-OCHA, UNESCO UNIDOIFADProgramme Component Resource Requirement Estimate: US$ 6,320,000Estimated Contribution by United Nations Agencies: US$ 1,200,000Funding Gap (Resources to be raised): US$ 5,120,00018The matrices are ‘work in progress’ to be refined with the support of the PCMEG paying particular attention to the indicators and targets.19Please note that the budgets reflected in the matrices represents planned spending over the 2013-2014 period.GoB - UN POP 2010 - 2014 43

Annex II-b: Economic Diversification and Poverty ReductionRESULTS INDICATOR, BASELINE & TARGETS RISK & ASSUMPTIONS IMPLEMENTINGPARTNERSUNDAF OUTCOME 2:A diversified economy whose growth is rapid, inclusive,sustainable and generates decent employmentopportunities by 2016• Non-mining private sector share of GDP (43.8%-2006/2007)• Real GDP growth rate – Total, Non-miningprivate sector (NMPS), per capita (6.2 NMPS 6.8per capita 5.3)• Rate of unemployment – Total, Male andFemale(Total 17.4 Male 15.3 Female 19.7-2008)• Gini Coefficient (0.63 in 2002/2003)• Poverty Head Count Ratio (30.3%-2002/2003)• 50% by 2016• 7.3 per annum• 9.0 per annum• 7.5 Per annum• 5 by 2016• 0.6 by 2016• 15.7 by 2016R: NDP 10 Base case scenarioassumptions about the economicenvironment do not hold.R: Government is unable tofollow through on key NDP 10commitmentsA: Government continuesto provide resources for theimplementation of NDP 10A: Positive economic environmentholdsMLGRDATMS/AMSCOOPMLHAMTICompetitionCommissionCP Outcome 2.1: Key national institutions developand implement evidence-based gender sensitivepro-poor policies and strategies that contribute to thediversification of the economy• Human Poverty Index 31.4 % (2005)• Reduction in Human Poverty Index 13 % (2016)A: Political Will CONTIUNESA: Key institutions have strongwillingness to implementevidence-based gendersensitive pro-poor policies andstrategies that contribute to thediversification of the economyMLGRDOPCP Output 2.1.1: Local Economic Development (LED) isadopted and implemented• Poverty Eradication Policy adopted andimplemented• Number of sector programmes implementedto eradicate poverty• Level of funding and other resourcescommitted to poverty eradication• Increase in the number of sector and districtsplans mainstreaming poverty• Increase in budget allocation to povertyeradication programmesResource ConstraintsBudget resources availableMLGRDATMS/AMSCOCP Output 2. 1.3: Social protection systemstrengthened and support poverty eradication andreduce vulnerability• 92% Coverage rate of vulnerable personssupported• 92% Enrolment rate on social safety nets• 2% annual graduation rate from social welfareprogrammes• Data base for social protection beneficiariesestablished and running• 100% (2016)• 100% (2016)• 50% (2014)R: Stakeholder coordination is weakR: Data base for social protectionbeneficiaries is not in place:OP, MLHAMFDPUNAGENCYUNDP, ILO,UNICEF,UNIFEM,UNFPAUNESCOIFADUNEPUNDPIFADUNDP,ILO, UNDPUNICEFUNDPUNICEFILOINDICATIVE RESOURCES(USD’million)FundingtargetActual FundingGap2.005 1.584 0. 4211.768 1.528 0.2400.880 0.850 0.03000.215 0.010 0.20544 GoB - UN POP 2010 - 2014

CP Output 2. 1.4: National institutions have thecapacity for evidence- based integration of populationconcerns into national development plansCountry Programme Outcome 2.2: National policiesand institutions promote and support entrepreneurshipand employment among the poor and vulnerableCP Output 2.2.1: Policy environment that promotesentrepreneurship establishedCP Output 2..2.2: Decent employment created,especially including for young men and womenCP Output 2.2.1: Policy environment that promotesentrepreneurship established• National institutions have the capacityand integrate population concerns intoNational Development plans• Number of National Development Plansthat integrate population concerns• Extent to which population needs aremet by sector actions• % Increase in number of sectors plans/programmes integrating populationconcerns• Botswana’s World Competitive Rankingimproved ???• Botswana Cost of Doing Business meetsinternational standards• Number of enterprises Issued withEconomic Diversification Drive Certificates437 (June 2012)• Improvement in Botswana’s WorldCompetitive Rankings and Cost of DoingBusiness• Increase in the number of enterprisesIssued with Economic Diversification DriveCertificates• Youth employment/unemploymentfigures disaggregated by gender• Number of available internshipplacements for the youth• Number of youth gainfully employed• Increase in youth employment• Increase in internship placements• Botswana’s World Competitive Rankingimproved ???• Botswana Cost of Doing Business meetsinternational standards• Number of enterprises Issued withEconomic Diversification Drive Certificates437 (June 2012)• Improvement in Botswana’s WorldCompetitive Rankings and Cost of DoingBusiness• Increase in the number of enterprisesIssued with Economic Diversification DriveCertificatesR: Population issues are not part ofthe development agendaMFDP UNFPA 0.153 0.153 0.00To be determined MFDP, MLHAHRDCCompetitionCommissionMTIUNDPILOUNESCO0.237 0.056 0.181R: National suppliers directory notdeveloped and updated annuallyA: Effective demand forentrepreneurship developmentcontinues to existCompetitionCommissionMTIUNDPILO0.105 0.00 0.105R: Skills do not match labourmarket requirementsA The market continues toproduce qualified humanresourceMFDP, MLHAHRDCILOUNESCO0.132 0.056 0.076R: National suppliers directory notdeveloped and updated annuallyA: Effective demand forentrepreneurship developmentcontinues to existCompetitionCommissionMTIUNDPILO0.105 0.00 0.105GoB - UN POP 2010 - 2014 45

Annex II-c: Health and HIV/AIDS Results and Resources MatrixRESULTS INDICATOR, BASELINE & TARGETS RISK & ASSUMPTIONS IMPLEMENTINGPARTNERSUNAGENCYINDICATIVE RESOURCES(USD’million)FundingtargetActual FundingGapUNDAF OUTCOME 3:Reduce Child Mortality (4), Reducematernal mortality (5) and Combat HIV/AIDS, Malaria and other diseases (6).• HIV incidence (2.5% (2008)• HIV Prevalence (17.6% (2008)• Maternal Mortality Ratio (189/100,000 (2011)• CPR (52.8 ( 2007)• Unmet need for FP (TBD)TARGETS• (NACA/NOP? 2014)• (NACA/NOP? 2014)• 82/100,000 (2015)R: Un-anticipated BAIS IV report delaysR: Resource capacity limitationsA: BAIS analyses completed on timeA: BAIS IV Report availedA: Family Health survey timelyconductedALL ALL 2.788 1.909 0.879CP Outcome 3.1: By 2014 institutions at alllevels have the capacity to effectivelyrespond to HIV/Aids and deliverpreventative and curative health services• Number of health facilities/clinics providingquality Health and HIV/AIDS services (246(ARV-Clinics , Oct 2012)• % of partners aligned to national prioritiesand strategies according to NOP andnational Health Strategic Plan (TBD)• % of NOP estimated financing need met(TBD)• Domestic and International spendingby categories and financing sources(2,765,476,707)TARGETS• (265 ARV Clinics)• (TBD)• (TBD)• (2,428,400,701)R: Global financial crisis affectingfunding for Health and HIVR: Weak national coordinationA: Availability of fundsA: willingness of partners to alignnational priorities and strategies.A: Required funding mobilizedA: Health and HIV/AIDS resourcemobilization strategies finalized.MoH,NACA,BBCABONEPWA,BONASO,MLHA,BOCAIP, BNYC,MYSC,BOFWA,DEA,MFDP,MoA,UB,SCMS,PSI,CEHOYO,BOMME, ISAGOWHO,UNAIDS,UNESCO,UNFPA,UNICEF,UNDP,UNHCR1.342 0.766 0.576CP Output 3.1.1: Strengthened structures,systems, staff, policies and plans forcoordinated health, nutrition and HIV/AIDSservices delivery• Index of functional partnership mechanism forHealth and HIV response (TBD)• Availability of plans and frameworks (N/a)• Availability of revised sectorial policies andlegislation (N/a)• Updated Gender scorecard available (N/a)• Number of programme interventions that havebeen assessed for efficiency and effectiveness (0)TARGETS• TBD• 5• 3• 1• 3R: Dialogue, information sharing andtransparency among partners onprogramming and resourcesR: Competing resources.A: Willingness by partners to participatein partnership mechanismsA: Availability of resources/fundsA: Political will to prioritise A:Health andHIV policies and legislationA: Gender scorecard prioritizedMoH, NACA,MLHA,BONASO,BONEPWA+,BOFWA,BNYC, MYSC,DEA,BOCAIP,BBCA,WHO,UNAIDS,UNDP,UNFPA,UNESCO,UNICEF,UNHCR0832 0.595 0.237CP Outcome 3.1.2: Strengthened Capacityfor the implementation of InternationalHealth Regulations (IHR) includingEpidemic preparedness and response• Core capacity report available (0,2012)TARGETS• 1R: Competing prioritiesA: Availability of fundsMoH, Immigration,MoA, DWAWHO 0.040 0.040 046 GoB - UN POP 2010 - 2014

CP Outcome 3.1.3: Strengthened capacityfor MOH, NACA and MLG &RD andcivil society to undertake routine datacollection, research, studies and surveys.CP Output 3.1.4: A responsive to demandsupply chain for health, nutrition and HIV/AIDS commodities in placeCP OUTCOME 3.2: Increased availabilityand demand for quality services forcommunicable and non-communicablediseases by 2016CP Output 3.2.1: Government institutionsincluding formal and non-formaleducations institutions , civil society, privatesector media and community basedorganisations have capacity to undertakepublic awareness, health promotion,management and monitoring andEvaluation of communicable and noncommunicablediseasesCP Output 3.2.2: Strengthened capacityfor Health sector to plan, implementand monitor Maternal and Child Healthprograms.CP Output 3.2.3: Access to both curativeand palliative care at cancer treatmentcenter by Cancer patients• Integrated District Health Information Systemfunctional (0)• Market research on condom access andutilization (0)TARGETS• 1• 1• Average No. of stock out days per yearfor RHCS, HIV test kits, ARVs at central anddistrict level (TBD)TARGETS• TBD• % population in malaria endemic districtsusing LLINS (49%, 2012)• % children under five sleeping under LLINS(12%, 2007).• % population protected by Indoor ResidualSpraying (IRS) (46%,2012).• STEPS III survey report available (0)• Mental Health programme review reportavailable (0)TARGETS• 90%• 90%• 90%• 1• 1• Proportion of confirmed malaria casesinvestigated (51%)• % of districts reporting cases to national levelwithin 24hrs (0)• MTR report of the Malaria strategic (MSP)plan undertaken (0)• Availability of a signed national joint planof action to implement the Librevilledeclaration (0)• Number of health facilities providingintegrated SRH and HIV information andservices (0, 2012).• GBV and HIV/AIDS linkages study(0,2008).TARGETS• 100%• 1• 1• 9• 1• Non-polio AFP rate (0/100,000)• Number of health personnel trained in EmOCper hospitals (1 health care worker per healthfacility,2012).• IMCI coverage (40% of trained personnel inhealth facilities)TARGETS• 2/100,000 yearly• 2 health providers per health facility• 60%• Number of new cases treatedTARGETS• About 1000 patients of the annual 1400 newcancer cases treated withthe potential of curing a significant proportion,especially cervical cancersR: Capacity for management ofStrategic Information at district level.A: Availability of TA /fundsA: Database developed in time.A: All partners willing to use singlereporting system.A: Approval by HR Developmentcommittee.R: Budget constraintsR: Declining external fundingA: Reliable supply chain managementsystemR: Non-acceptance by community ofIndoor Residual Spraying (IRS).R:A: Availability of fundsA: Adequate LLINS procured anddistributed to target population.R: Political will to implement theLibreville declaration.R: Uncertaininty of sectorialinvestments.R: Resource constraints.A: SRH/HIV integration strategydisseminated and implemented.A: Districts have capacity to implementnational malaria elimination plan.A: Development of joint plan of actionprioritized.A: Availability of funds and TAA: Availability of testing kits.R: District capacity to implement theIMCI training.R: Inappropriate deployment ofpersonnel release of health workers fortraining.A: Availability of funds.A: Capacity availabilityA: Availability of funds to completeconstruction and governmentcommitmentA: Availability of expert and equipmentin the marketBONEPWANACAMOHBONELABOFWACEYOHOBOMME ISAGO,MFDP-CSOUBWHO,UNAIDS,UNICEF,UNDP,UNFPA0. 247 0. 107 0. 140MOH, PSISCMSUNFPA,WHO,UNAIDS0. 223 0. 024 0. 199MoH,NACA,BONELA,BOCAIP,BONEPWA,MoESD,MoLG & RD,MEWT,BRCS,Skills Share.WHO,UNDP,UNESCO,UNAIDS,UNHCR,UNICEF,UNFPA4765 0. 249 2275MoH,MoESD,MoLG&RD,MEWTWHO,UNESCO,UNDP,UNHCR0. 070 0. 040 0. 030MoH,MoESD,BRCS & Skills share.WHO,UNFPA,UNICEF,0. 4065 0. 209 0.1975MoH - Public Health IAEA 0.4690 0.4690 0GoB - UN POP 2010 - 2014 47

Annex II-c: Health and HIV/AIDS Results and Resources Matrix Continued...RESULTS INDICATOR, BASELINE & TARGETS RISK & ASSUMPTIONS IMPLEMENTINGPARTNERSUNAGENCYINDICATIVE RESOURCES(USD’million)FundingtargetActual FundingGapCP OUTCOME.3.3: By 2016 access to andutilization of quality services for SRH, HIV/AIDS andTB enhanced• % tested for HIV in general population(61.7 % in 2011).• % Pregnant women tested for HIV (~ 98%)• EMTCT Rate (2.7%,2012)• % of TB patients tested for HIV (78.9%,2011)• % of HIV clients screened for TB(82%)• % of confirmed MDR/TB patients on RX(90% (2008)• % of young people aged 15 – 24yearswith multiple partners(24%,2008).TARGETS• TBD • 100% •TBD •100% •100%• 100% •TBDR: Reduced donor funding for HIVand SRH programmes.A: All pregnant mothers will cometo facilities for ANC.A: Increased allocation of fundingto prevention programmesA: Availability of skilledmanpower.A: Enhanced TB/HIV collaborationbetween HIV and TBMLG &RD,MoESD,MOH,BNYC,BOFWA,MYSC,BCC,BONEPWA,NACA,BONASO,BAYLOR CLINIC,CEYOHO,BOCAIP,BRCS,BONELA, BRC.UNAIDS,WH,UNICEF,UNSCO,UNFPA,UNHCR,0. 969 0. 894 0. 075CP Output 3.3.1: CBOs, FBO and other partnershave the skills to provide psycho-social supportservices to people infected and affected by HIV/AIDS, in particular adolescents and orphans andvulnerable children• % of Registered OVC receiving basicservices (48.7%,2012)TARGETS• 90%To be determined MLG,MoESD,MoH,BNYC,BOFWA,MYSC,BCC, BONEPWA+, NACA,BONASOUNAIDS,UNICEF,WHO,UNESCO0. 018 0. 018 0.00CP Output 3.3.2: Strengthened evidenceinformedprevention and treatment services forHIV/AIDS, TB and related opportunistic infections• % of national indicators for HIV/AIDS, TBreported on by partners (TBD)TARGETS• TBDA: Harmonised reportingframework with standardised onHIV/AIDS, TB indicators functionalMoH,BAYLOR CLINIC,BONEPWA,CEYOHO,NACAUNAIDS,WHO,UNICEF,0. 027 0. 002 0. 025CP Output 3.3.3: Strengthened evidenceinformedbehavioural and social changeinterventions, including reduction of multipleconcurrent partners, Safe male circumcision• No. of 13-49 years HIV negative malescircumcised in health facilities (37, 000)• % of people aged 10-49 reached withMCP messages (TBD)TARGETS• 100,000• TBDR: Misconceptions and negativeattitudes towards SMCA: Community support for SMCresulting in increase of SMCuptakeMoH,MLG,NACA,BOFWA,PSI,BCC,BONASO,BONEPWA+,BOCAIPUNAIDS 0. 006 0. 006 0. 006CP Output 3.3.4: Adolescents and young peoplehave comprehensive knowledge and skills forSRH and HIV prevention• No of young people 12-24 yearsaccessing HIV/AIDS messages throughWise Up campaign (TBD)• % of young people aged 15 -24 years withcorrect knowledge on preventing sexualtransmission of HIV (43%,2008)TARGETS• TBD• TBDTo be determined NACA,MoESD,BRCS,MoHUNICEF,UNESCO,UNFPA,UNHCR0. 260 0. 220 0. 040CP Output 3.3.5: Service providers effectivelyplan, implement, monitor and evaluateharmonized and integrated, male and youthfriendly SRH and HIV services• No. of health facilities providing youthfriendly information and services (16,2012)• No of SPs trained on MFS (350,2012).• No of DMAGs (15,2012)• Availability of male friendly ??? inhospitals (TBD)TARGETS• 20• 50% increase on the baseline• 29• TBDR: Deployment of trained staffR: Availability of facility baseddata collection tools.A: Availability of fundingA: Timely roll-out of SRH/HIVlinkages programme at anational levelMoH UNAIDS,UNFPA,UNESCO0. 231 0. 231 0.00CP Output 3.3.6 : Civil Society capacity to addressstigma and discrimination, gender and otherbarriers to use of SRH and HIV related services• No of CSOs capacitated in addressingstigma and discrimination (0)• No of HIV infected clients reached bytrained CSOs (TBD).• % of clients reporting stigma anddiscrimination in accessing SRHR/HIVservices (TBD)TARGETS:• TBD• TBDA: Availability of funding forcapacitating CSOsNACA,BONEPWA,MoH,BONELA& BRCUNFPA,UNHCR0. 427 0. 417 0. 0148 GoB - UN POP 2010 - 2014

Annex II-d: Environment and Climate Change Results and Resources MatrixRESULTS INDICATOR, BASELINE & TARGETS RISK & ASSUMPTIONS IMPLEMENTINGPARTNERSUN AGENCY INDICATIVE RESOURCES(USD’million)FundingtargetActual FundingGapUNDAF OUTCOME 4: By 2016, the poor, especiallywomen, youth and disadvantaged communitieswill derive greater benefit from the environmentand natural ecosystems• Usage of environmental information systemsand standards used by entities in impactassessment and mitigation• Environmental indicators for land andbiodiversity used in decision-making• Solid waste management guidelines usedby two entities as a planning tool• National Capacity Self-Assessmentrecommendations implemented within twogovernment departments• Sustainable development issues andenvironmental featured indepth twice inprivate and public media• Sustainable development principlesincorporated in two district developmentplans• Average monthly in-kind income of ruralhouseholds) (P422 – 2008)• Integrated environmental informationsystem not in existence• National Capacity Self Assessment Reportand Recommendations in placeTARGETS:(2014):• 20% increase in the average monthly inkindincome of households in communitiesdirectly depended on natural resources(2014)• Four (4) entities use environmentalinformation systems and standards inimpact assessment and mitigation• Two (2) local authorities utilise environmentalindicators for land and biodiversity indecision-making• Solid waste management guidelines usedby two entities as a planning tool• Sustainable development principles draftedfor endorsementR: Limited funding forimplementation of activitiesA: Adequate funds available forall activitiesA: Core team of the programmewill be availableA: Political will existsALL ALL 9.180 3.70 5.480GoB - UN POP 2010 - 2014 49

Annex II-d: Environment and Climate Change Results and Resources Matrix Continued...RESULTS INDICATOR, BASELINE & TARGETS RISK & ASSUMPTIONS IMPLEMENTINGPARTNERSUNAGENCYCP Outcome 4.1: Key national institutions,civil society, private sector, individuals anddiverse actors have access to environmentalinformation and the capacity for effectivedecision-making in ensuring sustainabledevelopment, environmental integrity andnatural resources management• Environmental standards, tools andindicators officially endorsed and used indecision-making and management• Environemntal information integrated andaccessible• 8 Environmental Information System nodesestablished5 Stakeholders adhering to EIS datastandards & protocols• 1 Mass-Media house deliveringEnvironmental Awareness messages• 2 departments of government and 4 CSOstrained in natural resource management0.5 % of stakeholders implementing MultilateralEnvironmental Agreements (MEAs)• Environmental information managementdata is scattered and not integratedTARGETS:(2014):• 2 local authorities have full access toenvironmental information system3 local authorities produce and inputenvironmental information into the EIS4 entities implementing MEA tools,guidelines or plansR: Limited funding forimplementation of activitiesR: Limited technical capacityof the primary and secondaryimplementing partnersA: Adequate funds available forall activitiesA: Core team of the programmewill be availableA: Political will existsMEWT-DEA, CSODSM, DWMPCBOBSEIA sector / clientministries, NGOs and privatesector, DMM, DoT, DFRR,MIST, MISA, ParliamentaryCommittee on Agricultureand NRBirdlife, DWNP, AttorneyGeneral’s Chambers,Ministry of Foreign AffairsMFDP, NSOUNDPUNEPUNIDOIFADIAEACP Output 4.1.1:National environmental systems developedand utilized.• Functional EIS web portal with improvedfunctionality, the map section in thelanding page upgraded and interactivetools added to the system• Currently the system is running but dataproviders are unable to log and uploadinformation into the system. The landingpage does not link well with maps and notarranged properly.TARGETS• To have the system running efficiently• data providers/nodes being able toupload and update information remotely,the landing page and map section linkedproperlyR: Inability to find qualifiedconsultantsR: Delays due to thebureaucratic procurementprocedureA: Adequate funds available forall activitiesA: Core team of the programmewill be availableA: Political will existsMEWT-DEA, DSM, CSO,DWMPCUNDP, UNEPCP Output 4.1.2: Increased capacity ofgovernment, civil society & private sector incoordinating/reporting and implementationof environment and natural resourcesinstruments, strategies and tools• Increase number of recyclers (by 5%)• Reduced waste going to the landfills• Increased percentage (to 25%) of wastebeing recycled• Currently most of the waste is beingdeposited at landfills• recycling is estimated at 20%TARGETS:• By 2014 25% of waste should be recycledR: Slowness in influencingattitude changes for the peopleto regards waste as a resourceR: Limited fundingA: Political will availableA: Guidelines for recyclingavailableA: A number of recyclersrecycling selected waste streamsat landfillsMEWT-DWMPC, MLG,Attorney General’sChambers, MEWR,MLH,BOCCIM, NGOs,Private SectorUNDP, UNEPINDICATIVE RESOURCES(USD’million)FundingtargetActual FundingGap2.506 1.320 1.28050 GoB - UN POP 2010 - 2014

CP Output 4.1.3: Strengthened institutionalcapacity for implementation of MultilateralEnvironmental Agreements (MEAs)CP Output 4.1.4: Institutional framework forcoordination of environmental educationinitiatives supported to effectively undertakeenvironmental education awarenessCP Output 4.1.5: Sustainable developmentprinciples mainstreamed in the nationalplanning processesOutput 4.1.6: Provision of environmentalradiological measurements servicesCP OUTCOME 4.2: National policiesand institutions promote and supportthe participation and beneficiationof communities in natural resourcesmanagement• 3 MEAs having an endorsedimplementation and monitoring plan/guidelines for implementation• 0 MEA with implementation plan/guidelinesor tools (2008)TARGETS:• 3 MEAs have implementation planguidelines of tools• Increase in media coverage in regard toenvironmental issues• National Environmental Education Strategyand Action Plan implemented in two keysectors• Two (2) strategic forums on capacitystrengthening of reporters documented• Minimal coverage of environmental issues• National Environmental EducationCommittee non-functionalTARGETS:• Media houses trained and delivering onkey environmental issues• Increase number of recyclers (by 5%)• Reduced waste going to the landfills• Increased percentage (to 25%) of wastebeing recycled• Currently most of the waste is beingdeposited at landfills• recycling is estimated at 20%TARGETS:• By 2014 25% of waste should be recycled• Established environmental laboratory forradiological environmental monitoring(radio-analytical laboratory)• laboratory manuals and laboratoryprocedures developed• TARGETS• Installation of gamma-spectrometrysystem• Training of two officers at experiencedlaboratories• Implementation of the environmentalmonitoring programme in the country• more CBOs with capacity to develop andimplements plans in natural resources andecosystem management and benefitdistribution (88-2008)• 88 CBOs (2008)• TARGETS:• 20% increase in the number of CBOsand communities exposed to multipletraining interventions in naturalresource management and ecosystemmanagementR: Limited fundingA: NCSA Report andRecommendations in placeA: Internal capacity for MEAcoordination at DEA is atreasonable levels for enhancedcapacityA: Adequate staffing available inGoB, Civil Society Organisations(CSO), and Private SectorA: Political willA: MEA implementation strategyin placeR: Low level interest bystakeholders in reporting on andengaging on environmentalissuesA: Political willA: Adequate capacityR: Slow off-take of sustainabledevelopment principles anddelays in completing theNational Strategy for SustainableDevelopmentA: Political willA: Adequacy of fundsA: Adequacy of technicalexpertiseR: Lack of trained techniciansA:Availability of FundsA: Counterpart institution is ableto sustain the equipment thathas been procuredA: Qualified staff retainedR: Limited fundingA: Increased capacity is linkedto an increase in the numberof CBOs working in naturalresources and ecosystemmanagement and benefitdistributionMEWT-DEA, All relevantministries and sectors, CSOsUNDPMEWT-DEA, relevant sectors UNDPUNEPMEWT-DEA, All sectors, CSOsand private sectorUNDP, UNEP,UNIDO,UNEP/PEIMIST -RPI IAEA 0.0912 0.0912 0MEWT, Birdlife, KCS, DWNP,Local communitiesUNDP, UNEP 2.060 0.890 1.120GoB - UN POP 2010 - 2014 51

Annex II-d: Environment and Climate Change Results and Resources Matrix Continued...RESULTS INDICATOR, BASELINE & TARGETS RISK & ASSUMPTIONS IMPLEMENTINGPARTNERSUNAGENCYCP Output 4.1.1: National environmental systemsdeveloped and utilized.• Functional EIS web portal with improvedfunctionality, the map section in the landingpage upgraded and interactive tools addedto the system• Currently the system is running but dataproviders are unable to log and uploadinformation into the system. The landing pagedoes not link well with maps and not arrangedproperly.TARGETS• To have the system running efficiently• data providers/nodes being able to uploadand update information remotely, the landingpage and map section linked properlyR: Inability to find qualifiedconsultantsR: Delays due to thebureaucratic procurementprocedureA: Adequate funds available forall activitiesA: Core team of the programmewill be availableA: Political will existsMEWT-DEA, DSM,CSO, DWMPCUNDP, UNEPCP Output 4.1.2: Increased capacity of government, civilsociety & private sector in coordinating/reporting andimplementation of environment and natural resourcesinstruments, strategies and tools• Increase number of recyclers (by 5%)• Reduced waste going to the landfills• Increased percentage (to 25%) of waste beingrecycled• Currently most of the waste is being depositedat landfills• recycling is estimated at 20%TARGETS:• By 2014 25% of waste should be recycledR: Slowness in influencingattitude changes for the peopleto regards waste as a resourceR: Limited fundingA: Political will availableA: Guidelines for recyclingavailableA: A number of recyclersrecycling selected waste streamsat landfillsMEWT-DWMPC,MLG, Attorneygeneral’sChambers, MEWR,MLH,BOCCIM,NGOs, PrivateSectorUNDP. UNEPCP Output 4.1.3: Strengthened institutional capacity forimplementation of Multilateral Environmental Agreements(MEAs)• 3 MEAs having an endorsed implementationand monitoring plan/guidelines forimplementation• 0 MEA with implementation plan/guidelines ortools (2008)TARGETS:• 3 MEAs have implementation plan/guidelinesof toolsR: Limited fundingA: NCSA Report andRecommendations in placeA: Internal capacity for MEAcoordination at DEA is atreasonable levels for enhancedcapacityA: Adequate staffing available inGoB, Civil Society Organisations(CSO), and Private SectorA: Political willA: MEA implementation strategyin placeMEWT-DEA, Allrelevant ministriesand sectors, CSOsUNDPCP Output 4. 1.4: Institutional framework for coordinationof environmental education initiatives supportedto effectively undertake environmental educationawareness• Increase in media coverage in regard toenvironmental issues• National Environmental Education Strategyand Action Plan implemented in two keysectors• Two (2) strategic forums on capacitystrengthening of reporters documented• Minimal coverage of environmental issues• National Environmental Education Committeenon-functionalTARGETS:2 Media houses trained and delivering on keyenvironmental issuesR: Low level interest bystakeholders in reporting on andengaging on environmentalissuesA: Political willA: Adequate capacityMEWT-DEA, relevantsectorsUNDPUNEPCP Output 4.1.5: Sustainable development principlesmainstreamed in the national planning processes• Sustainable development principles reflected in 3district development plans• 0 Targeted sustainable development principles indistrict development plansTARGETS:• Sustainable development principlesincorporated in planning processesR: Slow off-take of sustainabledevelopment principles anddelays in completing theNational Strategy for SustainableDevelopmentA: Political willA: Adequacy of fundsA: Adequacy of technicalexpertiseMEWT-DEA, Allsectors, CSOs andprivate sectorUNDP, UNEP,UNIDO,UNEP/PEIIFADINDICATIVE RESOURCES(USD’million)FundingtargetActual FundingGap52 GoB - UN POP 2010 - 2014

Output 4.1.6: Provision of environmental radiologicalmeasurements servicesCP OUTCOME 4.2: National policies and institutionspromote and support the participation and beneficiationof communities in natural resources managementCP Output 4.2.1: Improved national capacity andcommunity participation (especially women and youth)in management of water resources, including transboundary,management, sanitation and hygiene.CP Output 4.2.2: The capacities of communities(especially women and youth) enhanced for ecosystemmanagement and benefit acquisitionCP Output 4.2.3: Improved health status and food securityof end users through improved mutant varieties withenhanced nutritional quality• Established environmental laboratory forradiological environmental monitoring (radioanalyticallaboratory)• laboratory manuals and laboratory proceduresdevelopedTARGETS• Installation of gamma-spectrometry system• Training of two officers at experiencedlaboratories• Implementation of the environmental monitoringprogramme in the country• more CBOs with capacity to develop andimplements plans in natural resources andecosystem management and benefit distribution(88-2008)• 88 CBOs (2008)TARGETS:• 20% increase in the number of CBOs andcommunities exposed to multiple traininginterventions in natural resource management andecosystem management• 2 CBOs having Local Capacity for WaterResources Management• 5 village development committees withappropriate awareness, communication &outreach on sanitation and hygiene• 2 of trans-boundary water resource initiativesundertaken• 5 No. of Water Education messages delivered fromMass-Media houses• 0 CBOs trained on IWRMTARGETS:• All targeted district level Water Partner-shipsdeveloped; Women/ Youth participation inecosystem management & benefit acquisitionincreases over time• 1 Community-level Protected Areas established• 2 organizations trained in National capacityBuilding programme on Sustainable TourismDevelopment in parks and protected areas• Sustainable financing level of community-levelprotected areas for one community• CBNRM Act• CBNRM implementation body – CSABo• CBNRM Policy Guidelines• CBNRM Status report 2011/2012• CBNRM Policy SWOT Analysis• CBNRM Status Report 2010• Draft CBNRM Guidelines report• National CBNRM Forum• Technical Advisory Committee• BOCOBONETTARGETS:• Re-launched CBNRM in Botswana operatingeffectively with incubation process periodicallyreleasing capable communities to operateindependently and CSABo giving an oversight.This shall strengthen co-management andsustainability of natural resources in Botswana. It isexpected that communities will generate incomehence livelihoods improvements and ultimatelypoverty eradication• Higher production from nutritionally enhancedmutant varieties of maize and cowpea.• Number of mutant lines produced and madeavailable to end-usersR: Lack of trained techniciansA:Availability of FundsA: Counterpart institution is ableto sustain the equipment thathas been procuredA: Qualified staff retainedR: Limited fundingA: Increased capacity is linkedto an increase in the numberof CBOs working in naturalresources and ecosystemmanagement and benefitdistributionR: Communities may not yetvalue the need to economizewater resources and to adhereto different sanitation andhygiene practicesA: Adequate number ofdistrict officials and communityindividuals available for trainingA: Political willR: Limited fundingA: Availability of funds for all ouractivitiesA: Existence of consultationbodies such as CommunityBased Organisations, NationalCBNRM Forum,Technical Advisory CommitteeA: Availability and access toCBRNM previous status reportsA: Government approvalcommissioning CSABoR: Lack of rainfallA:Facilities and fields availablefor drought tolerance trialsA: Trained staff, equipment andreagents availability.MIST -RPI IAEA 0.0912 0.0912 0.00MEWT, Birdlife,KCS, DWNP, LocalcommunitiesUNDP, UNEPIFADIAEAFAOUNIDO2.060 0.890 1.170MEWT, Birdlife, KCS,DWNP, DWA LocalcommunitiesUNDP. UNEPMEWT, Birdlife, KCS,DWNP, DWA LocalcommunitiesUNDP, UNEPUniversity ofBotswana, MoA(DAR)Botswana Collegeof AgricultureIAEA, FAO 0.0699 0.0699 0GoB - UN POP 2010 - 2014 53

Annex II-d: Environment and Climate Change Results and Resources Matrix Continued...RESULTS INDICATOR, BASELINE & TARGETS RISK & ASSUMPTIONS IMPLEMENTINGPARTNERSUNAGENCYINDICATIVE RESOURCES(USD’million)FundingtargetActual FundingGapCP Output 4.2.4: Improved Diagnosis of AnimalDiseases and Monitoring Residues of VeterinaryDrugs in Food of Animal Origin to Protect PublicHealth through nuclear molecular techniques• Rapid molecular techniques fortransboundary animal diseases in place atthe laboratory• Analytical Services complying with therequirements of the Botswana National Planfor control of chemical contaminants in foodof animal origin• Number of Analytical methods in routine use.A: Trade is not impeded byreasons other than chemicalresiduesA: Expert availableA: Government commitment toavail human and infrastructuralresourcesA:External laboratories accept totrain staffMoA – NationalVeterinaryLaboratoryIAEA, FAO 0.1911 0.1911 0.00CP OUTCOME 4.3: Enhanced National PolicyFrameworks and institutional capacities for effectiveclimate change adaptation and mitigation• National Climate change Policy in place withaction plans• No climate change policyTARGETS:• National climate change policy, strategy andaction plan• Adaptation tools an d indicatorsR: Limited fundingR: Technical capacity constraintsR: Bureaucratic delaysA: Political willMEWT-DMS, allsectorsUNDP, UNEPUNIDO, IFAD4.609 1.490 3.120CP Output 4.3.1: National and sub-nationalintegrated climate change adaptation andmitigation policy, strategy and action plandeveloped• No. of Guidance Tools for Climate ChangeVulnerability Assessments developed andtested• Climate Change impacts on childrenidentified and integrated into a number ofkey development policies or adaptationprogrammes• No. of Economic Valuation Tools and requisitecapacity for assessing Climate Changeimpacts developed and tested• No guidance tools and instruments in placeTARGETS:6 assessments conductedR: No. of district/sector officialsto take advantage of and usetraining may not be availableA: Information from assessments isused systematicallyMEWT-DMS, allsectorsUNDP, UNEP,COMESACP Output 4.3.2: Improved inter- and intra- sectoralclimate change coordination• sectors incorporating climate changeprinciples• incorporation of principlesTARGETS:R: Low uptakeR: Lack of fundingR: Limited technical expertiseR: Limited fundingR: Technical capacity constraintsR: Bureaucratic delaysPolitical willMEWT-DMS, allsectorsUNDP, UNEP,COMESACP Output 4.3.3: Increased sectoral capacity toassess vulnerability and monitor impacts of climatechangeINDICATORS:No. of Guidance Tools for Climate ChangeVulnerability Assessments developed and testedClimate Change impacts on childrenidentified and integrated into a number of keydevelopment policies or adaptation programmesNo. of Economic Valuation Tools and requisitecapacity for assessing Climate Change impactsdeveloped and tested0 assessmentTARGETS:6 assessments conductedR: No. of district/sector officialsto take advantage of and usetraining may not be availableA: Information from assessments isused systematically.MEWT-DMS, allsectorsUNDP, UNEP,COMESA54 GoB - UN POP 2010 - 2014

CP Output 4.3.4: Increased access to clean energyservices and energy efficiency• No. of Policies developed to supportsustainable financing for cleaner energy• % of stakeholders with basic knowledge andusing energy efficient systems across sectors(TBD)• No. of Private Sector organizations withadequate capacity on Energy Efficiency(TBD)Minimal update of alternative energy sourcesin placeTARGETS:Solar Energy use in households increased by 45%(2013)Min. of 3 Sector-specific Energy Efficiency PlansTo be determined MMEWER - EAD, allsectorsUNDP,UNEP,COMESAGoB - UN POP 2010 - 2014 55

Annex II-E: Children, Youth and Women Empowerment Results and Resources MatrixRESULTS INDICATOR, BASELINE & TARGETS RISK & ASSUMPTIONS IMPLEMENTINGPARTNERSUNAgencyINDICATIVE RESOURCES(USD’million)FundingtargetActual FundingGapUNDAF OUTCOME 5:Increased Child, Youth and Women empowermentand participation at all levels.Youth unemployment rate (9% - 2008)Female unemployment rate (Formal employment)% of women parliamentarians (41% - 2008)% of registered youth who vote (49.6% - 2008To be determined ALL ALL 1.120 0.800 0.320CP Outcome 5.1: Reduced Gender Based Violence(GBV).Prevalence rate of GBV (???- 2008)No. of reported cases of rape against women andchildren (1168 - 2008)To be determined Lead ministry: MLHA(MOH, MLG&RD,MYSC, MCST, NtloYa Dikgosi, OP, StatsBotswana, MOESD,LEGAL FRATERNITY,MediaUNFPAUNDP0.407 0.407 0CP Output 5.1.1: Institutional mechanisms topromote accelerated prevention and response togender based violence (GBV) developed.Indicators and tools for monitoring and evaluatinggender policies developed (0-2008)No. of victims reporting satisfactory service deliveryfrom service providersQuality of service (0-2008)Indicators and tools on M&E gender policies adoptedby 2015R: Uneven response strategy forGBV prevention from serviceprovidersR: Irresponsive to open discussionabout GBVA: Prevention leads to reducedviolenceA: Political willA: Police willing to document GBVLead ministry: MLHA(MOH, MLG&RD,MYSC, MCST, NtloYa Dikgosi, OP, StatsBotswana, MOESD,LEGAL FRATERNITY,MediaUNFPAUNDP0.407 0.407 0CP Outcome 5.2: Youth and women haveincreased equitable access and control ofresourcesNo. of youth accessing Young Farmers Fund (TBD).No. of youth accessing out of school youth GrantProgramme (TBD)No. of registered Youth registered NGOs (TBD).No. of registered Women NGOs (TBD)To be determined CEDA, LEA, MFDPMLG&RD, MLHA,MoA, MYSC, MoESD,Parliament, Youth &Women NGOs.UNDP, UNFPA,IFAD0.45 0.45 0CP Output 5.2.1:Strengthening of Youth and Women‘s NGOs‘capacities to implement coordinated andharmonized programmesA harmonized plan in placeRate of implementation of the plan (0-2008)100% implementedR: Financial resources constraintsR: NGO financial performancemay fall below expectationsundermining programme successA: Increased number of CBOs/NGOs focusing on youth andwomenA: Increased NGO financialmanagement capacity translatesinto equity and equalityA: Political willCEDA, LEA, MFDPMLG&RD, MLHA,MoA, MYSC, Youth &Women NGOs.UNDP,UNFPA 0.39 0.07 0.3256 GoB - UN POP 2010 - 2014

Annex II-E: Children, Youth and Women Empowerment Results and Resources Matrix Continued...RESULTS INDICATOR, BASELINE & TARGETS RISK & ASSUMPTIONS IMPLEMENTINGPARTNERSUNAgencyINDICATIVE RESOURCES(USD’million)FundingtargetActual FundingGapCP Output 5.2.2: Coordination, implementation andmonitoring of life skills programmes for youth andadolescentsNo. of youth and adolescents benefiting from theeffective coordination of life skills programmes (0-2008)Proportion of schools and community libraries withaccessible documentation on life skills Strategicinformation (0-2008)Functional Mechanisms for coordination,implementation and monitoring of life skills in place(0-2008)1500 per annum50%(2016)Functional coordination,Implementation and monitoring mechanisms inplace by 2014.R: Financial resources constraintsR: Human resources may not besufficient to participate effectivelyin a broad life skills educationprogramme in a coordinatedfashionA:CEDA, LEA, MFDP,MLG&RD, MLHA,MoA, MYSC, Youth &Women NGOs.UNFPA 0.02 0.02 0CP Output 5.2.3:Youth and women entrepreneurs have increasedaccess to information on government policies,programmes and sources of fundingNo. of Entrepreneur’s accessing information (0-2008)% of youth and women participation in the Labourforce (0-2008)% of youth and women with adequate knowledgeon Government policies programmes and sources offunding (0-2008)A: Having information aboutGovernment-sponsored activitiesand entrepreneurial skills leadyouth and women to gainfulemploymentCEDA, LEA, MFDPMLG&RD, MLHA,MoA, MYSC, MoESD,Parliament, Youth& Women NGOs.UNICEFUNFPAUNFPA,UNDP,IFAD0.04 0.04 0CP Outcome 5.3:Protective and supportive environment for childrenin place, with reduced child labour, abuse, neglect,discrimination.CP Output 5.3.1: Increased and enhanced publicawareness and response to protection of childrenChild labour rate (TBD)Reported cases of child abuse, neglect andexploitation (TBD)2% (2013)No. of media articles on child protection in a year(0-2008)% of referrals to Social and Community Developmentinitiated by the public (0-2008)Children’s Act passed60 articles published50%Children’s Act passed (2010).R: Inability of the institutions toreport their achievementA: A systematic record of theinstitutions.R:A: People respond to mediaoutlets discussing child protectionissuesA: Political willCSOs, MLG&RD, MCST,MoESD, MJDS, MoHNGOs. Ntlo ya dikgosiand ParliamentCSOs, MLG&RD, MCST,MoESD, MJDS, MoHNGOs.UNICEF,UNFPA 0.26 0.26 0CP Output 5.3.1: Increased and enhanced publicawareness and response to protection of childrenNo. of media articles on child protection in a year(0-2008)% of referrals to Social and Community Developmentinitiated by the public (0-2008)Children’s Act passed60 articles published50%Children’s Act passed (2010).R:A: People respond to mediaoutlets discussing child protectionissuesA: Political willCSOs, MLG&RD, MCST,MoESD, MJDS, MoHNGOs.UNICEF 0.052 0.052 0CP Output 5.3.2:Service providers have skills and resourcesto implement child protection measures(preventative, responsive and monitoring)Proportion of service providers with relevant skills andresources to implement child protection (TBD)> 80% by 2015R: Service providers may deliveruneven social servicesA: Political willCSOs, MLG&RD, MCST,MoESD, MJDS, MoH,NGOs. Ntlo ya dikgosiand ParliamentUNICEF 0.075 0.075 0CP Output 5.3.3:Child and adolescent participationin planning, implementation and monitoring ofprogramme that affect their rights improvedTo be dertemined To be dertemined CSOs, MCST, MLHA,MLG&RD, MoESD,NGOsUNICEF 0.025 0.025 0CP Output 5.3.4 : Strengthened civil registrationsystemBirth registration rate (59%-2008)100% by 2016R: Resources constraintsA: Birth registrations are accurateMLHA, MLG&RD, MoH,MoESDUNICEFUNFPA0.11 0.11 0GoB - UN POP 2010 - 2014 57

GoB-UN POP 2010-2014Annex III: Botswana UNCT Statement ofCommon Understanding on Deliveringas OneThe UN Country Team (UNCT) in Botswana isfully committed to the principles of Deliveringas One in support of the Botswana’s nationaldevelopment priorities as expressed in VISION2016 and the Tenth National DevelopmentPlan (NDP10).The UNCT agrees that the overall purpose ofthe UN reform is to simplify and align in order toachieve more results. If the UN is to demonstrateits relevance in support of national priorities,the system as a whole has to work moreeffectively at sector level and beyond, andin partnership with others (Government, civilsociety, donor community, IFIs, social partnersand private sector), whilst relying as far aspossible on national systems and processesalready in place. With a strong commitmentto move forward on the UN Reform agenda,the UNCT in Botswana views the Deliveringas One (DaO) initiative as an opportunity tomake further progress towards articulatingand demonstrating a strategic role in supportof development outcomes articulated in keynational frameworks and reflected in the latestUNDAF, 2010-2016.A. Principles of InteractionIn order to achieve its shared objectives,the UNCT members commit to the followingprinciples of interaction:1. The UNCT members will strictly adhere to theUN Standards of Conduct for the InternationalCivil Service of UN Staff members.2. The members of the UNCT will deliver as oneto harness synergies and maximize collectiveresults in support of national priorities asreflected in the UNDAF and GoB -UN POP.The UNCT will do this by mobilizing theircomparative and collective strengths, theirwide range of skills, mandates, and assets. Inso doing, individual UNCT members will strivefor greater harmonization with other agenciesin the spirit of Delivering as One.3. The UNCT members will work to enhancetransparency and accountability at alllevels of decision-making, both within andamong individual organizations and inrelation to commitments to the UNCT andthe cooperation agreements outlined withthe Government of Botswana using the M&Aframework and its associated tools as a basis.4. UNCT members must exercise those skills andattributes which lead to good team-work:clear communication, good listening skills,flexibility, negotiation and mutual respect. TheUNCT will continue to foster an environmentwhere members are encouraged to workcollaboratively to achieve results and learnfrom one another. The UNCT will provide anenvironment that is respectful and courteousof staff, and in which staff can express theiropinion without fear of repercussion. The UNCTwill place full confidence in its members andmanage its relationships – within and outsidethe UN system – in a deliberate, predictableand purposeful way.5. In the framework of the reform process, theUNCT members shall encourage new ideasand innovative approaches building onlessons and good practices from within andbeyond the country.Seeking improvements by taking calculatedrisks and thinking “outside the box” will beencouraged. In this sense, UNCT members willmutually support each other.6. The UNCT will continue to strengthen its existingparticipatory and transparent approachto management. Decisions will be madecollectively to enhance consensus-buildingand promote a participatory environment.Discussions or decisions should come openly,collegially and constructively within the team.58 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-20147. To the extent possible, any dispute amongUNCT members shall be resolved locally andexclusively among the UN Agencies throughgood faith dialogue, and only in last instanceescalating to the arbitration mechanism putin place by UNDG 18 .8. UNCT members will pro-actively seekopportunities for enhancing the UN systemcoherence and to ensuring that the expertiseand resources of their respective agenciescontribute to address the developmentchallenges which the UNCT have prioritized.9. Within the context of agency mandates, UNCTmembers will, when specifically representingthe UN, refer to the common positions agreedby the UNCT, maintaining as priority objectivethe common goals set in the UNDAF and GoB-UN Action Plan.10. The UNCT will ensure that it maintains andfosters open communication and regularinformation sharing with all staff members.The UNCT will also maintain open and regularcommunication with all external stakeholdersand partners. When representing the UNand in the framework of the proceeding ofthe Programme Steering Committee, UNCTmembers will consult prior to meetings inorder to achieve a common position, and willprovide immediate feedback.11. UNCT members are accountable for theirrole in the team. Thus, the RC and UNCTmembers will be appraised, inter alia, on theirperformance in their contribution to the teamand UNCT work plan. The RC is appraised in aninter-agency Regional Director’s Team (RDT)Meeting. UNCT members will be appraised onrole and results in the UNCT by their individualagency’s processes as well as in RDT AppraisalMeetings.The UNCT agrees that the same principlesof interaction will apply to all inter-agencygroups.B. Understanding on the One LeaderBackgroundThe report of the High Level Panel on SystemwideCoherence highlights the importanceof an enhanced authority and accountabilityframework for the Resident Coordinator asthe One Leader to strengthen the coherence,effectiveness and efficiency of the UN at thecountry level. The Participating Organisations inthe One UN initiative in Botswana (henceforthreferred to as “Participating Organisations”) intendto progressively combine their programmes,budget, management practices and officestowards greater coherence and coordinationin support of Botswana’s development agenda.This Memorandum of Understanding betweenthe Participating Organisations embodies thefirst statement of authorities, responsibilities andaccountabilities that will enable the presentsystems and structures to progress towardsDelivering as One. The Participating Organisationshave decided to strengthen the authority,responsibility and accountability of the ResidentCoordinator (RC) in Botswana as follows:Representation1. The UN Resident Coordinator is the designatedRepresentative of the Secretary General andthe leader of the UN Country Team. He/shewill lead the development and managementof the One UN Initiative in Botswana in afully participatory manner that includes allmembers of the UN Country Team (residentand non-resident agencies).2. The RC will ensure effective leadership of theUN Country Team, promote inclusiveness andbe the primary interlocutor for the UN withthe President and Government of Botswana,representing the UN in support of the OneUN Initiative. Such representation doesnot imply the mandate to make unilateralcommitments on behalf of individual UNOrganisations. The Government’s prerogative18. Note on Arbitration mechanism for RC System, Zero plus One draft, 25 October (UNDGO)GoB - UN POP 2010 - 2014 59

GoB-UN POP 2010-2014to relate directly with individual UN AgencyRepresentatives is not affected. However, insuch instances Agency Representatives willtake necessary actions to further the spiritof Delivering as One. The RC will co-chair,together with Government, the GoB-UNAction Plan Programme Steering Committee,and will address its participants on behalf ofthe UN Country Team.3. Heads of the Participating Organisationswill continue to lead Organisation-specificrepresentation in country and with line ministriesand agencies on matters within their Agencymandates. Under the RC leadership, theParticipating Organisations will strive to identifyopportunities where clustering of representationor a common voice provided by the ResidentCoordinator might increase efficiency andeffectiveness in the achievement of results.4. The RC will take the lead on issues that requirethe UN to speak with one voice, and presenta common position and views. He/she will beaccompanied by Heads of Agencies whenagency specific matters (or mandates) arediscussed. In the case of a humanitarian crisis,the Participating Organisations may also workdirectly with senior government leaders, asnecessary.5. As part of the institutional firewall, the RCwill continue to separate functions and/ordelegate UNDP operational responsibilities tothe UNDP DRR.Programmatic Coherence: High Level PolicyDialogue, UNDAF, GoB-UN POP6. The RC will lead the UNCT strategic planningprocess and high level policy dialogue and,jointly with the Government, also convene theprocess of developing the CCA and UNDAF.7. The RC will, in full consultation with membersof the UNCT, lead the operationalization ofthe UNDAF through the development of theGoB-UN POP (One Plan) for the ParticipatingOrganisations in line with the mandatesand the comparative advantages of theParticipating Organisations individually andas a collective; and the contributions ofother development partners such as bilateraldonors, other multilateral institutions and civilsociety.8. The RC will guide the planning process of theGoB-UN POP, focussing on achieving greatercoherence, programmatic synergies andeffectiveness, coordinating with agencies toensure that their annual plans are alignedwith and contribute to the GoB-UN POPOutcomes as reflected in the Results andResources Framework.9. The RC will provide strategic guidance to theParticipating Organisations (when required),facilitate consensus-building, and ultimatelydecide on the final content of the GoB-UNPOP with documented due process andrationale for these decisions.10. To enable the implementation of additionalactivities not foreseen in the GoB-UN POP, theRC as Co-Chair of the Programme SteeringCommittee shall endeavour to ensure timelyconsideration thereof by the Governmentof Botswana and decision-making by theProgramme Steering Committee.Budgetary Coherence: One Budget andResource Mobilization11. The RC will provide strategic guidance,facilitate consensus-building, and whenconsensus is unable to be reached has thedeciding vote on the One Budget, taking intoaccount historic disbursement levels of theGoB-UN POP signatories, their mandates andcapacity for programmatic delivery.12. The RC will with full support lead, at the countrylevel, the mobilization of other (non-core)resources for the GoB-UN POP. To this end,the RC will secure agreement on commonprinciples of resource mobilization. A OneFund will be established under the directionand management of the RC.60 GoB - UN POP 2010 - 2014

GoB-UN POP 2010-201413. The RC and other UNCT members shall beinformed by the Heads of the ParticipatingOrganisations of any resources mobilized outsideof the One Fund for the implementation of theGoB-UN Action Plan. All such resources shallbe managed by the respective UN Agency inaccordance with their Agency procedures.14. While the Programme Steering Committeeguides the overall priority setting, the UNCTwill allocate One Fund resources based onagreed allocation criteria. Consensus willbe sought in the allocation process, but inthe event this is not possible, the RC has theauthority to make ultimate decisions on fundallocations (with documented due processand rationale for these decisions).Monitoring and Evaluation15. The RC will lead the development andimplementation of a comprehensive M&EFramework of the GoB-UN POP, and will provideguidance to ensure timely submission ofcontributions from Participating Organizationsand the consolidation of such contributions intoa comprehensive quality progress report.16. The RC will report based on feedback fromthe Programme Coordination, Monitoringand Evaluation Group on the performance ofthe Participating Organizations in contributingto the GoB-UN POP Outcomes and deliveringon the Results; this will be linked to the annualand other periodic reviews of GoB-UN POPimplementation.17. The RC will ensure that open consultations takeplace with all relevant stakeholders duringthe implementation of the One UN Initiative.A comprehensive consultative process withinternal (UN staff) and external (Government,donors, civil society) stakeholders shouldprovide regular feedback to the RC and theParticipating Organisations on progress madeand remaining challenges.18. The RC will monitor and evaluate the progressin the implementation of the One UN Initiativethrough leading a regular joint review by theParticipating Organisations of the processbenchmarks for the One UN Initiative, andadvise on directions towards deepening andbroadening the UN reform agenda.One Voice19. The RC will lead the development andmanagement of a shared communicationstrategy and plan for the One UN Initiative.20. The RC will take the lead on common issuesthat require the UN family to speak withone voice, and will, based on inputs fromrelevant Participating Organisations, presenta common position and view.Support for the RC function21. The Participating UN System Agencies willprovide the RC with the technical expertiserequired to support his/her leadership rolein the execution of the GoB-UN POP andthe broader One UN initiative, based ontheir respective mandates and subject toavailability of relevant capacity.Management22. The RC will lead the development andmanagement of the One UN Initiative, includingbringing about agreement on the (pathtowards) harmonization of business practicesand common services at the country level inline with global guidance and the policies ofparticipating agencies.23. The RC will liaise on a regular basis with thenational staff associations, to keep a twowaytraffic of information and ideas openand active on matters related to UN reformand to ensure full staff participation andengagement with the One UN initiative.GoB - UN POP 2010 - 2014 61

GoB-UN POP 2010-2014Performance Appraisal24. The RC and the Participating Organisations willoperate in the spirit of mutual accountabilitywhich is reflected in the one80 assessment tool.The one80 assessment tool does not replacethe performance appraisal provisions in forcein Participating Organisations, but providesan informal yet structured feedback systemamong the RC, the Heads of the ParticipatingOrganisations and their supervisors on resultsachieved, and contribution to the One UNInitiative by its members and on issues ofcollegiality and personal and professionalintegrity.25. The appropriate functional authoritieswill continue to supervise the individualrepresentatives/country directors of theParticipating Organisations and preparetheir performance evaluations. Through theannual one80 assessment process, the RC willcontribute to the assessment of the UNCT.26. The performance of the RC will be assessedon an annual basis with inputs from the one80assessment of the RC by the UNCT.62 GoB - UN POP 2010 - 2014

Ministry of Finance andDevelopment PlanningGovernment Enclave, Private Bag 008,Gaborone, BotswanaTel: +267 3950100, Fax: +267 3956086United Nations BotswanaOffice of the Resident CoordinatorUN Building, Government EnclaveP O Box 54, Gaborone, BotswanaTel: +267 3633700, Fax: +267 3901459