© Chris Montgomery

APPROACH

This study covers a range of platforms and mechanisms through which MOs coordinated to respond

to the diverse impacts of COVID-19. It covers the period of January 30 2020, when the WHO declared COVID-19 a Public Health Event of International Concern (PHEIC), to July 2022.98 During this timeframe, we consider how MOs across the UNDS, IFIs and IMF came together to promote a more coherent multilateral response to COVID-19 across different sectors. A full list of co-ordination mechanisms covered in this study is provided in the next Annex. This study considers how co-ordination mechanisms and instruments helped contribute to coherence (rather than fragmentation) as well as country-level preparedness and response. In doing so, the study seeks to identify different factors that have either enabled or constrained co-ordination in the context of COVID-19 for the purposes of achieving these goals.

For the purposes of this study, co-ordination entails voluntary engagement across different organisations for the purposes of: i. sharing knowledge and evidence; ii. achieving policy and operational coherence; iii. mobilising resources for joint benefit; iv. joint planning and operations; and v. monitoring progress against collective outcomes. We assume that the overall objective of co-ordination is to reduce duplication and fragmentation. Additionally, we assume that more intense co-ordination involving multiple activities identified above is often more desirable, promoting coherent and coordinated responses to complex challenges and the achievement of common goals. Ideally, MO co-ordination should contribute to policy and operational coherence with joint planning and operations implemented where such an approach is found to potentially add value.

Multiple lines of evidence were triangulated to address key research questions. Lines of evidence include a document and literature review, interviews with key stakeholders implicated in different coordination mechanisms and a survey of Resident Coordinators (RCs), UN Country Team (UNCT), Country Managers and Country Representatives from seven organisations across 92 countries (see Annex 2). These lines of evidence were triangulated to address the following research questions:

K To what extent were MOs prepared to coordinate to respond to COVID-19? K How did MOs coordinate to respond to COVID-19? K What role did co-ordination play in delivering pandemic prevention, preparedness and response? K What were the main factors that facilitated or constrained co-ordination? K What are the key lessons learned for supporting enhanced co-ordination post-pandemic?

98 https://www.who.int/news/item/30-01-2020-statement-on-the-second-meeting-of-the-international-health-regulations(2005)-emergency-committee-regarding-the-outbreak-of-novel-coronavirus-(2019-ncov)

Each co-ordination mechanism is examined with respect to good practices for effective partner-

ships. This study considered the “Ten success factors for effective post-2015 partnerships” identified in the OECD’s 2015 Development Co-operation Report as a good practice standard for co-ordination.99 We considered reduced duplication and fragmentation as a key outcome of successful co-ordination. Five factors were retained for the analysis, described in Table 1, below.100

Table 1: Success factors for effective co-ordination101

Factor Description

Clear roles and responsibilities Clearly defined roles and responsibilities that maximise comparative advantage, supported by well-defined processes and accountability mechanisms.

High-level leadership Participation and ownership by senior-level decision-makers that mobilises critical political, financial, and operational support for co-ordination mechanisms.

Inclusive and transparent governance

Results Focus and Accountability There is a clear link between resources, activities and outcomes to support transparency and accountability through results frameworks and reporting. Data are collected and presented to support evidence-based decision-making and the creation of feedback loops.

Mobilise the required financial resources and use them effectively. Key stakeholders at different levels, including beneficiaries, are involved in decision-making. Implementation is country-led and reflects the local context, needs and priorities.

Predictable and adequate funding is available to develop and implement long-term strategies and bring solutions to scale. Funds are pooled where possible to reduce fragmentation and promote joint action.

99 Although few established good practices exist specifically for co-ordination beyond acknowledging its importance, the

OECD report frames partnerships as a range of diverse groupings of development stakeholders convened with the purpose of working together more effectively. Organisation for Economic Cooperation and Development (2015) “Development Co-operation Report 2015 Making Partnerships Effective Coalitions for Action” https://www.oecd.org/dac/ developmentco-operationreport2015makingpartnershipseffectivecoalitionsforaction.htm 100 Ibid. 101 The description of partnership factors have been modified to align to the context of this study.