1. October 2016, Regional PMT and OMT Chairs Meeting
Post-2015: The United Nations Partnership with Zambia for Sustainable Development
Experience sharing on Strategic Planning
October 2016, Regional PMT and OMT Chairs Meeting

2. Presentation Outline Development context in Zambia
HIV and AIDS
Development context in Zambia
From Development Assistance to Partnership
The experience
Key lessons learned
UN is not a donor but a partner
UN’s Policy advocacy and advice; Its ability to deliver multi-disciplinary cross-cutting support, and to contribute to innovation in development sector;
UN’s Convening Power: Its ability to convene, promote and facilitate inter-governmental cooperation at the regional and global level;
Capacity Development: UN’s core function to build institutional capacity in partner organisations at all levels, and to deliver and pilot innovations and initiatives

3. Emerging Development Context of Zambia
Zambia is Lower Middle Income Country and in the Medium Human Development Index Group;
Robust and resilient economic growth rates (6.4 % in 2013);
Reduced poverty rate (42.3 % of the population in extreme poverty) although at a slow pace;
Decreasing trend of development financing (ODA) – from 4.5 % in 2010 to 1 % in 2016
Increase in investment from non-traditional partners and new actors e.g Brazil, China and India
A growing private sector
But Zambia is also one of the most unequal countries;
Zambia's income inequality (at 0.60 as measured by the Gini coefficient) is among the highest in the world;
Zambia's gender inequality ranks Zambia at 133 out of 149 countries measured;
In Zambia 62.8% of the population are multi-dimensionally poor.
Rural poverty (67 %) is four times more that of urban areas.
* Human Development Report, 2014
** Annual Economic Report, Ministry of Finance, 2013
*** Millennium Development Goals (MDGs) Progress Report, 2013
The country analysis focuses on the inequalities
The decline in ODA – redefining the role of the UN

4. UN Comparative Advantage/Stakeholder Analysis
100 UN Staff and 71 stakeholders responded to the survey questions
What do you value the most about the work of the UN in Zambia? –
[The top 7 attributes of the UN]
Commonalities: Partners/UN staff value:
- UN’s ability to deliver multi-discipilinary assistance;
- UN ability to provide effective advocacy;
- UN’s contributes to building of institutional and technical capacity;
Interestingly, Partners value most:
The UN’s ability to build effective partnerships
UN’s ability to promote inter-governmental cooperation

5. UN Comparative Advantage/Stakeholder Analysis
Top 6 development challenges the UN should prioritize in the next 5-10 years.
Quality Basic Social Services
Economic Growth and Development
Governance and Democratic Process
Skill Development and Job Creation
Equality and Empowerment – meaning reducing inequalities, income, gender, geographic equality
Food security and nutrition

6. Why Partnership Framework ?
HIV and AIDS
Responding to new, universal, sustainable development agenda (2016) requiring a United Nations that is ‘fit for purpose’ in order to support Zambia in addressing the glaring inequalities
Agenda 2030 requires establishing effective partnerships to leverage external partners’ expertise, capacities and resources
Shift from Development Assistance to Partnership, and from sector to cross-sector solution for development effectiveness and impact
Government questioning the added value of UN as other partners (WB,ADB) have bigger budgets
Zambia UN Sustainable Development Partnership Framework (UNSDPF)
As we commenced development of the new UNDAF – the emerging national development context and the Agenda 2030 had to be reflected on in mapping the best strategy or framework for 2016 going forward
UN is not a donor but a partner
UN’s Policy advocacy and advice; Its ability to deliver multi-disciplinary cross-cutting support, and to contribute to innovation in development sector;
UN’s Convening Power: Its ability to convene, promote and facilitate inter-governmental cooperation at the regional and global level;
Capacity Development: UN’s core function to build institutional capacity in partner organisations at all levels, and to deliver and pilot innovations and initiatives

7. The experience…
Preliminary scanning by UNCT to identify the theme(s) for the detailed country analysis
2 signature issues where identified by the UNCT – supported by Policy Advisory Group
Addressing the Multiple Dimensions of Poverty and Inequality
The Conditions of Young People
2. Multi-sectoral Approach in strategic analysis and prioritisation
Addressing multiple dimensions of inequalities
Leave no one behind – United Nations in Zambia, in collaboration with the Office of the Vice President produced a documentary on the Batwa people, and the discrimination and vulnerabilities they face.
Preliminary environmental scanning by UNCT to identify the theme(s) for the detailed analysis
2 signature issues where identified by the UNCT – supported by Policy Advisory Group
Addressing the Multiple Dimensions of Poverty and Inequality in Zambia
The Conditions of Young People
Stakeholder engagement (government, civil society, donors, private sector) in validation of country analysis and in strategic prioritisation
Application of Theory of change
Facilitated clarity on shared results based on the desired goal
Identification of subject of change, dimensions of change and qualifiers of change
Infuses causality, role and capacity analysis
Results based approach
Multi-sectoral Approach
Inclusive Social Development
Environmentally Sustainable and Inclusive Economic Development
Governance and Participation
Identifying cross-cutting themes for detailed analysis vs sectoral analysis
Leave no one behind – United Nations in Zambia, in collaboration with the Office of the Vice President produced a documentary on the Batwa people, and the discrimination and vulnerabilities they face.
Human rights based - duty bearers and rights holders
Addressing multiple dimensions of inequalities

8. The Experience…
3. Application of Theory of change – results based approach
Facilitated clarity on shared results based on the desired goal
Identification of subject of change, dimensions of change and qualifiers of change
Infuses causality, role and capacity analysis
Human rights based approach - duty bearers and rights holders
ToC review annually – at outcome level
Preliminary environmental scanning by UNCT to identify the theme(s) for the detailed analysis
2 signature issues where identified by the UNCT – supported by Policy Advisory Group
Addressing the Multiple Dimensions of Poverty and Inequality in Zambia
The Conditions of Young People
Stakeholder engagement (government, civil society, donors, private sector) in validation of country analysis and in strategic prioritisation
Application of Theory of change
Facilitated clarity on shared results based on the desired goal
Identification of subject of change, dimensions of change and qualifiers of change
Infuses causality, role and capacity analysis
Results based approach
Multi-sectoral Approach
Inclusive Social Development
Environmentally Sustainable and Inclusive Economic Development
Governance and Participation
Identifying cross-cutting themes for detailed analysis vs sectoral analysis
Leave no one behind – United Nations in Zambia, in collaboration with the Office of the Vice President produced a documentary on the Batwa people, and the discrimination and vulnerabilities they face.
Human rights based - duty bearers and rights holders
Addressing multiple dimensions of inequalities

9. The Experience…
4. Data and Accountability - a strategic priority with its own Result Group (and outcomes) - funding??
5. Annual joint strategic results – at 2 levels
UN Annual strategic results
Strategic primer
Key results per result strategic pillar
communication sound bite of UN work – (Govt and partner)
ii. Joint annual workplan by Result Groups
outcomes/outputs/key activities
To be signed or not to be signed by Govt???
Flagship programmes ???
Preliminary environmental scanning by UNCT to identify the theme(s) for the detailed analysis
2 signature issues where identified by the UNCT – supported by Policy Advisory Group
Addressing the Multiple Dimensions of Poverty and Inequality in Zambia
The Conditions of Young People
Stakeholder engagement (government, civil society, donors, private sector) in validation of country analysis and in strategic prioritisation
Application of Theory of change
Facilitated clarity on shared results based on the desired goal
Identification of subject of change, dimensions of change and qualifiers of change
Infuses causality, role and capacity analysis
Results based approach
Multi-sectoral Approach
Inclusive Social Development
Environmentally Sustainable and Inclusive Economic Development
Governance and Participation
Identifying cross-cutting themes for detailed analysis vs sectoral analysis
Leave no one behind – United Nations in Zambia, in collaboration with the Office of the Vice President produced a documentary on the Batwa people, and the discrimination and vulnerabilities they face.
Human rights based - duty bearers and rights holders
Addressing multiple dimensions of inequalities

10. Three Pillars; Eight Outcomes
The UN Sustainable Development Partnership Framework
Three Pillars; Eight Outcomes
The Partnership Framework has three outcome pillars:
Inclusive Social development
2: Environmentally-sustainable economic
3: Governance and participation
Demand
and access
economic opportunities
Demand
and access
social services
Data
Political, Social and Economic
Governance
Rights holders
Duty bearers
Participation & Social Inclusion
Human
Rights, Security &
Justice
Expand sustainable economic opportunities
Deliver integrated
social services
The Partnership Framework has three outcome pillars:
Pillar 1: Inclusive Social development - social services, addressing both the demand and supply side
Pillar 2: Environmentally-sustainable economic development - addressing both the demand and supply side.
Pillar 3: Governance and participation - which underpins and cuts across Pillars 1 and 2. We recognise governance as addressing not only government institutions but also the political and economic environment in Zambia so it can touch also economic, corporate, fiscal governance as well as political governance. Like Pillars 1 and 2, it also looks at both stimulating demand and enhancing supply.
I'll also mention data here. The Partnership Framework recognises that real-time, disaggregated, quality data is essential across all 3 pillars and is likely to be a particular challenge as we move into the SDGs.
These outcomes speak to the UN’s comparative advantage in thought leadership, policy coherence, capacity building, innovation, and as an integrator, particularly on environmental and climate change issues.
. . .
11 Result Groups !!!

11. Forging Partnerships
UN Youth Partnership Platform - The Platform, is comprised of a group of young people, who will partner with the UN, the government and other relevant national partner organisation on addressing youth issues and to promote youth participation in decision making processes.
SDG Philanthropy Platform - The platform will aim to catalyze collaboration between the philanthropy organisations, the government, and other stakeholders, with a specific focus on SDG implementation
Private Sector – UN is articulating ways to systematically engage with various private sector institutions in Zambia. The aim is to support companies to develop inclusive business models that offer the potential for both commercial success and development impact.
UN Youth Partnership Platform - The Platform, is comprised of a group of young people, who will partner with the UN, the government and other relevant national partner organisation on addressing youth issues and to promote youth participation in decision making processes.
Philanthropy is an emerging key partner. Zambia is a pilot country to operationalise a Philanthropy Platform in a near future, and the UN has received $ 0.3 million for this. The platform will aim to catalyze collaboration between the philanthropy organisations, the government, and other stakeholders, with a specific focus on SDG implementation. Through this initiative, philanthropy will adopt a systemic and inclusive approach to funding and policy work, shifting from fragmented individual projects to long-term collaborative efforts in line with national priorities and the SDGs.
Second, the UN is articulating ways to systematically engage with various private sector institutions in Zambia. The aim is to support companies to develop inclusive business models that offer the potential for both commercial success and development impact. An inaugural meeting with key interlocutors was held in March 2016, and a partnership mechanism is expected to be concretised by end of the year. There are examples of successful engagement with the private sector in the past, in particular in raising funds for activities.

12. Key Lessons…
Defining and clarity on the role of UN in a country with MIC status
Delivering as One in the SDG era requires common understanding, commitment and mutual accountability by all UN Agencies
A healthy partnership will work towards achieving specific benefits for each partner over and above the common benefits to all partners
Joint planning is not an amalgamation of individual agency’ plans
The Common Budgetary Framework should be as realistic as possible for sustained impact
National capacity automatically does not match the LMIC impact. Implementation capacity is a key issue that partners have been raising. The UN was asked to support build capacity of the new National Development Planning Ministry and is waiting for a concrete proposal from the Government.
UN transformation requires strong commitment and communications at all levels. There has been numerous challenges in this regard as a result of lack of harmonization in policies of various agencies and conflicting communications exchange in the past, often from HQ to countries (eg: fundings for the RCO)
Expanding resource base through innovation is key. However, agencies’ competing nature is a challenge. Inter-agency colleagues faced challenges in coming together to access funds for a programme from Green Climate Fund. For example, three agencies were developing similar proposals initially.
A healthy partnership will work towards achieving specific benefits for each partner over and above the common benefits to all partners.
Hence need for clarity on roles, limitations and expected benefits for each partner
Transformation requires sustained investment over time focused on generating solid returns.
Those returns must be measurable, in this case not in terms of monetary profit, but as transformative impact. (Joint Investment and Partnerships Strategy and Plan)