OUTLINE Why Vulnerable Groups? Four Food-for-Thought Questions

1. Human Rights in the Context of Vulnerable Groups:Critical Success Factors(CSFs) in Prioritization of the Focus Areas and Optimization of the Response of the UNCT Alan Skurbaty Ph.D.,Human Rights Advisor, United Nations in Ukraine

2. OUTLINE • Why Vulnerable Groups? • Four Food-for-Thought Questions • Vulnerable Groups as a Human Rights Concern and a Focus Area in CCA, UNDAF and UNCT AWP • Selected Quotes from the CCA, UNDAF and UNCT AWP • What are the focus Areas of UNCT Agencies?: (Samplings) • Response Optimization Kit: Critical Success Factors (Brief Introduction) • Demonstration of the Applicability of the CSF approach for the Agencies’ Response to Vulnerable Groups • Could the CSF be used for response optimization of the UNCT vis-à-vis Vulnerable Groups? • Possible Modalities of Use by the UNCT Agencies

3. Why should Vulnerable Groups/Populations (VGs) get a priority attention within UNCT programming, implementation and recovery work? Several Compelling Reasons: • UNCT: The UNCT has recognized “the need to identify the most vulnerable sectors of society and minority groups that may not have equal access to certain social services and may require special attention” during the preparation of the CCA, UNDAF and AWP (CCA, p. 7); the CCA puts explicitly “more emphasis on preventing exclusion, concentrating on the disadvantaged and more vulnerable sectors of society” in dealing with ALL developmental challenges CCA, p. 9. • UN / Action-2: human rights-based approach is the cornerstone of the Action-2 of Secretary-General’s 2002 second report on UN reform, where he identified the building of strong human rights institutions at the country level as a principal objective of the United Nations) • At the Heart of Human Rights: Protection of vulnerable people (individuals and groups) against arbitrary use of (state) power is the essence of human rights, and the provision on the protection of vulnerable groups – the religious minorities – can be traced as far back as the Peace of Westphalia (1648), which has secured toleration for Roman Catholics, Lutheran and Calvinists. • VGs can serve as s Prioritization Point according to 80/20 Paretto principle: 80% of your output results will always flow from 20% of your inputs. To get 80% of the output portfolio (according to AWP), it makes sense to concentrate, as a starting point, on 20% of projects featuring vulnerable or disadvantaged groups . The Statistics of Occurrence of the Vulnerable/Disadvantaged groups: they feature 49 times in CCA, 34 times in UNDAF and 14 times in AWP. Punchline: Vulnerable Groups are at the heart of CCA/UNDAF/AWP, and their protection make the essence of human rights: thus, VGs are important and could serve as a rallying point for prioritization of the UNCT project implementation activities.

4. Who Are Vulnerable/Disadvantaged Groups in CCA/UNDAF/Annual Work Plan (AWP)? • Women (especially, victims of Trafficking, Domestic Violence, and those affected by HIV/AIDS) • Single-Parent Families with young children • Rural women and pensioners • Children (HIV-infected, with Disabilities, victims of trafficking and domestic violence, ‘street children’) • Minority Groups, especially Roma and Crimean Tatars • TB infected/HIV/AIDs Victims • People with low income • People with disabilities • Migrants and their families

5. Food-for-Thought QUESTIONS (FTQs): • What are the focus areas of UNCT agencies in dealing with vulnerable groups? • What is the COMPETITIVE/Comparative ADVANTAGE of each respective UN Agency in dealing with this issue? • How to optimize the input portfolio of each Agency by capitalizing on its comparative advantage? • How can we clarify our global- and agency-specific positioning towards vulnerable groups in order to increase the effectiveness of our response, as well as ensure complementariness and avoidance of overlap? • What are the additional tools and approaches we can use to optimize our response to the – human rights – problems around vulnerable groups?

6. Samples from the Annual Work Plan (AWP) – 1 Vulnerable/Disadvantaged groups *Outcome 2: Civil Society Empowerment (focus: “women and other disadvantaged groups”) 1) Potential Joint Programme: Civil Society Empowerment for Access to Justice and Human Rights ProtectionAgencies UNDP, UNICEF, UNHCR, UNAIDS, IOM, ILO Performance Indicator (PI): e.g. Capacity of CSOs and NGOs enhanced to provide legal and social counselling to vulnerable groups; and geographical coverage of CSOs and NGOs working in the field of human rights increased.Baseline survey conducted for the level of human rights awareness among/of vulnerable groups 2) Potential Joint Programme: Treatment and care for people living with HIV/AIDS at national and sub-regional levels, with a special focus on HIV+ children UN Agencies: WHO, UNICEF PI: Vulnerable population have access to treatment and care, no. of advocacy meetings and communications for equitable access to HIV treatment and care Answers to the FTQs: 1… 2.., etc.

7. Samples from the Annual Work Plan (APW) – 2 Vulnerable Populations/Disadvantaged groups Outcome 3: Health care and Health Services (focus: HIV/AIDS, TB victims; Mother & Child ) Potential Joint Programme: Access to health care and services for vulnerable populations UN Agencies: IOM, UNHCR, WHO Action: Assessment of legal documents related to VP, advocating for inclusion of those groups under primary healthcare. e.g. Capacity of CSOs and NGOs enhanced to provide legal and social counselling to vulnerable groups; and geographical coverage of CSOs and NGOs working in the field of human rights increased.Baseline survey conducted for the level of human rights awareness among/of vulnerable groups Answers to FTQs: 1. 2. 3. 4. 5.

8. If we assume that an Agency decides to put VGs as a priority area, we could suggest an applied methodology – called Critical Success Factors – to make its response to a VGs challenge more effective. There are five steps to be followed in this methodology: • Step 1: Create a Clear-Cut OUTCOME/Vision (Build the ‘Roof’ or a Smoothly Running “Wheel” – see Visual Metaphors) Example from above (AWP): Outcome 2: Civil Society Empowerment (focus: “women and other disadvantaged groups”) 2) Potential Joint Programme: Treatment and care for people living with HIV/AIDS at national and sub-regional levels, with a special focus on HIV+ children UN Agencies: WHO, UNICEF PI: Vulnerable population have access to treatment and care, no. of advocacy meetings and communications for equitable access to HIV treatment and care Answers to the FTQs:

9. Visual Metaphor 1:“The (“SOLID”) PARTHENON” All UNDAF and AWP OUTCOMES Achieved VULNERABLE GROUPS IDEAL VISION: “THE ROOF” CSF CSF CSF CSF CSF CSF CRITICAL SUCCESS FACTORS/COLUMNS: if 100%. or UP-TO-the ROOF, THEY SUPPORT SOLIDLY the IDEAL VISION

10. VISUAL Metaphor 2:“The Wheel” WHEEL: 100% CSF CSF CSF 70% 40% CSF 80% 30% CSF 60% 50% CSF 85% 10% 30% 45% CSF CSF CSF

11. ASSUMPTION 1: • Any goal-oriented activity (e.g. a ‘project’) is a process and consists of variables/factors that can be captured and ‘measured’ in order to optimize the process and reach the project goals more speedily and effectively

12. CSF Challenge 1: My Agency’s Vulnerable- Groups Specific Outcomes are: 1. 2. 3. 4. 5. 6. 7.

13. Step 2: Identify the Critical Success Factors (Support the OUTCOME or ‘Ideal Vision’ with ‘Columns’ or Fill in the Wheelwith “Slices”/Segments) • In other words: Could you identify the Strategies/Activities of your Agency that are critically important for the achievement of the stated outcome (Vulnerable Group-Specific)? • E.g.: in order for the human body to be alive, such factors as blood pressure, brain wave activities, heart rate, minimum temperature level – are critically important Assumption 2: The factors/variables conducive to the Project completion are not of equal value: some of them are critically important for getting the results of an activity – we call them the CRITICAL SUCCESS FACTORS (CSFs).

14. CSF Challenge 2: Critical Success Factors in Achieving my Agency’s VGs-Specific Outcomes are: 1. 2. 3. 4. 5. 6. 7.

15. Step 3: Measure Every CSF from 0 (worst) to 100% (best) • At this stage, please give yourself a score: from 0 – no competence/minimum-level performance, to 100% absolute competence, peak performance within a given CSF. • This exercise is for your own evaluation, so self-honesty and the use of some objective criteria would complement each other to give you the necessary feedback and an incentive for improvement. • Assumption 3: It is possible to: a) identify those factors (CSFs); b) measure them; c) identify the benchmarks/leverage points within CSFs and d) devise activities that will optimize the CSFs and result in dramatic improvement in the quality of the process and quality of results.

16. Visual Metaphor 1: The (‘SHAKY’) PARTHENON” VULNERABLE GROUPS All UNDAF and AWP OUTCOMES Achieved “THE ROOF” “Peak Performance” “THE ROOF” 90% 30% 80% 65% 70% 60% 30% 30% HERE: THE COLUMNS – CSFs – that SUPPORT the VISION are LESS than 100% and thus - Cannot Support the Roof/ Ideal Vision: OUR TASK IS TO BUILD THEM UP DURING Project Implementation Phase

17. CSF Challenge 3: I Evaluate the Level of My Agency’s Commitment/Performance Concerning Each Critical Success Factor Involved, as: 1. CSF 1:… e.g. 30% 2. CSF 2: …e.g. 45% 3. etc… 4. 5. 6. 7.

18. Step 4:Define Benchmarks or Key Result Areas (KRAs) Within CSFs in order to Leverage You Efforts and Bring up your Commitment/Performance up to 100% • Benchmarks/KRAs are component parts, key leverage points of CSFs, showing where we should focus our attention in order to bring our level of Performance/Commitment up to 100%FACTORS (CSFs).

19. CSF Challenge 4: What are the Benchmarks – the Key Leverage Points - within my Agency’s CSFs: 1. Benchmarks Within CSF 1: a); b); c), etc. 2. Benchmarks Within CSF 2: a); b); c), etc. 3. Benchmarks Within CSF 3: a); b); c), etc. 4. 5. 6. 7.

20. Step 5: Devise Actions that Improve Incrementally (e.g. 0,1% each week or day) your CSFs’ score. This process is called CANI- Constant and Never-Ending Improvement, or KAIZEN – the Japanese version of a commitment to never ending improvement

21. CSF Challenge 5: What Actions can I Devise that will allow My Agency to Make small (1% maximum each time), but steady improvements in all the CSFs? 1. Actions to Incrementally Improve our Performance in CSF 1: a); b); c), etc. 2. Actions to Incrementally Improve our Performance in CSF 2: a); b); c), etc 3. Actions to Incrementally Improve our Performance in CSF 3: a); b); c), etc. 4. 5. 6. 7.

22. Visual Metaphor 1:“The PARTHENON”- Final Version All Outcomes Achieved/Peak Performance Vulnerable Groups IDEAL VISION: “THE ROOF” IDEAL VISION: “THE ROOF” CSF 1 CSF 2 CSF 3 CSF 4 CSF 5 Identification of the Root Causes Awareness-raising Campaigns Technical Know-How Handover Capacity Building Sense of Ownership and sustainability

23. Prioritization of UNCT Focus Areas IN the CONTEXT of Human rights of the Vulnerable Groups :“WE WORK ON BUILDING CSF/COLUMN No…” All UNDAF and AWP OUTCOMES Achieved Vulnerable Groups IDEAL VISION: “THE ROOF” IDEAL VISION: “THE ROOF” OUR MESSAGE TO YOU: “LET US BUILD OUR CSFs/HUMAN RIGHTS COLUMNS – e.g.“Local Capacity Building” – by piling up the Bricks/Benchmarks - in order to support SOLIDLY our OUTCOMES/Ideal Visions • Takeaway from this Presentation : • Vulnerable Groups Merit Our Priority Attention • We can Optimize Our Response to Their Needs Community Outreach Work with CSOs CSF 4 Capacity Building Local Ownership