“COMMUNICATION FOR CHANGE” UN RETREAT DAY 1

1. “COMMUNICATION FOR CHANGE”UN RETREATDAY 1 Kievits Kroon Country Estate 3 May 2007

2. DAY ONE AM SEATING PLAN Table #1 Table #3 Raabya Amijad (Pak) Sari Bjornholm (CV) Caroline Den Dulk (Viet) Eshila Maravanyika (Tanz) Frederik Matthys (RW) Luis Zaqueu (Moz) Corinne Perthuis (ILO) Cassandra Waldon (UNDP) Thierry Delvigne-Jean (Moz) Tahiro Gouro (CV) Eldisa Lloshi (Alb) Silvia da Rin Pagnetto (Uru) Theresa Smout (Tanz) Nguyen Thi Ngoc Van (Viet) Nick Parsons (FAO) Peter Smerdon (WFP) Table #2 Michael Coleman (Viet) Nora Kushti (Alb) Cyriaque Ngoboka (RW) Peter Reeh (Moz) Zarak Saleem Jan (Pak) Esteban Zunin (Uru) Nora Godwin (UNICEF) Manoel de A. e S. (DPI)

3. INTRODUCTION & OBJECTIVES • Introductory remarks • Three objectives: • To develop a shared understanding of communication challenges and opportunities associated with ‘One UN’ implementation • Including best practices sharing • To assist pilot countries in strategic communications planning • Identification of audiences, messages and channels for effective external and internal communication on the “One UN” pilots • To strengthen participants’ ability to use communication as an effective tool for implementing UN reform • Hands-on training component • Kick-off • Your name and role • “Two truths and a lie” • The one most important thing you want to get out of this retreat

4. MAP OF TODAY 18:00 Concrete steps and activities in 2007 (and beyond) 5 4 Sharing communication experiences Coffee Break ~4:15 3 Strategic communication tools Lunch ~13:15 2 Approaching change from communication perspective Coffee Break ~11:30 1 Opening discussion on opportunities and challenges Ensure agreement on objectives 0 8:45

5. PREVIEW: PLAN FOR TOMORROW & SATURDAY 5 Focal point networking session ~17:00 4 Wrap-up, support needs, next steps Role-plays, refinement of comm plans 3 Lunch ~13:15 2 Working groups: developing comm plans Coffee Break 1 Internal & external stakeholders and views Friday Saturday Introduction, review of objectives & format Hands-on communication training 0 8:30

6. SPIRIT OF THIS RETREAT: KEEP AN OPEN MIND, BE CREATIVE!Even After Knowing The Facts You Can Still See Things Differently Both horizontal lines are the same length “You don’t see the world as it is, you see it as you are” – Kant Source: "The forgotten half of change", L. de Brabandere, Pages 56-59

7. THINKING CREATIVELY CAN BE ABOUT SEEING WHAT LIES IN FRONT OF OUR EYES Task • This is a picture taken from a book published in Africa a long time ago • Can you tell in what environment the characters are? • Is the family inside or outside of the building? Again, we don’t see the picture as it is, we see it as we are Source: “Perception and Creativity", L. de Brabandere, May 2006

8. THE UN, THE REFORM AGENDA AND COMMUNICATIONS • Rubric: • Facilitator to present ideas as needed to spark discussion • Identify a spokesperson for each table • Each table to discuss current status (~15min) • Spokesperson raises three key questions/issues for table, followed by discussion (~10min each) • Question guide: • Why are we here? – What are the key communications opportunities and challenges relating to ‘One UN’? • Is it all clear – what needs clarification? • Our vision – how do we imagine the end result of the change process (relating to communication)?

9. BACKGROUND: RATIONALE FOR ‘ONE UN’ Problems Diagnosis Solution • Unrealized synergies • fragmented plans & programmes • Blurred accountability & responsibility • RC role, relationship to UNCT & RDT • Complex, un-adaptive interfaces • to customers (governments) • to donors • Unnecessary cost • duplicated activities & support • Opaque economics • UNCT funding and outputs Diluted and ill-defined UN value proposition • ‘One UN’ – retaining diversity while delivering as one • One Leader • One Programme • One Office • One Budgetary framework

10. 1997 2001 2004 2005 2006 HLP RECOMMENDATIONS REFLECT CHANGING WORLD AND ACCELERATE ONGOING REFORM AGENDA Paris Declaration on Aid Effectiveness 2005 World Summit – assessment of MDG progress 2000 Millennium Summit – creation of MDGs Major Events / UN Reform Reports HLP on systems coherence report Creation of UNDG ECOSOC recommendations TCPR(JO request initially made) Implementationof CCA and UNDAF processes Common services pilot, leading to strategy (2001-03) Common country programming process launched First JO launched: Cape Verde Reform initiatives Eight ‘One UN’ Pilots

11. HQ INTERVIEWS GAVE INSIGHTS ON PROBLEM DIAGNOSIS, SUCCESS STORIES AND IMPLEMENTATION BARRIERSHighlights of What We Heard From UN Stakeholders • Key problems of status quo in programming, operations, branding and interfacing • Limited joint programming (“Reality is integrated...we disaggregate it”) • Inefficient back office (“We look foolish to recipients and donors by duplicating operational activities”) • Distinct brands but lack of unity (“UN spends a lot of money on flags, not on product”) • High interfacing transaction costs (“Small countries just can’t cope with so many agencies”) • Success stories driven by joint programming, common services and attention to government needs • Cross-cutting issues like HIV / AIDS drive programming coordination (“Issues, not agencies, drive cooperation”) • Significant cost savings found in back office (e.g., common mailroom services) • Governments drive JO forward when they feel their needs are addressed and views considered • Implementation barriers include issues of fiscal authority, agency visibility, RC role and legal status • “Common budget framework” vs. unified budget • Fears for visibility drive some opposition (“UNDP is now the only brand seen”) • RC role must be neutral, and capable of providing technical leadership • Legal issues resulted in the “support agency model”, with significant HR concerns At stake could be the relevance of the UN: “If the UN is not attractive enough, we [the donors] can give our money to other players” Source: Interviews

12. KEY CONSIDERATIONS FOR ALL PILOTS • Need to move forward swiftly but carefully – “rush slowly” • Shared appetite for pilots to move as swiftly as possible (and all are at different starting points) • Enabled by agency permission to experiment beyond existing practices (systems, processes, etc) • At the same time, careful planning (implementation, communications) will help avoid missteps • Need to ensure clear and frequent communication • Resolve as much uncertainty as possible about plans going forward – ensure UN country staff, agency HQ, RDTs and others are aligned • Provide transparency and formal consultative discussions to involve government in implementation • Desire for as much inclusivity as possible (while “rushing slowly”) • Need to build appropriate governance • Process remains as locally-driven as possible, now with defined channel for receiving support and guidance from HQ (and clear role for RDTs) • Need appropriate “freedoms” and authority • e.g. Freedom to define communications messaging locally within country teams, or among the communications focal points

13. SOME KEY QUESTIONS FOR ALL PILOTS • How to decide what priorities go into “strategic core” section of “One Programme”? • How to synthesize key elements of existing country planning documents? “UNDAF-down” approach vs “joint programmes-up” approach? • How to meaningfully institutionalize elements of “One Leader”? • How to scope and build out the required RCO functions? • How to engage the entire staff at country level? • How to establish the right “freedoms” for country teams? • How to develop effective partnerships with each other, with government & donors? • How to CHANGE?! What does it mean for pilot communications?

14. SESSION I: COMMUNICATIONS AS KEY TO SUCCESSFUL CHANGE MANAGEMENT “Mobilize the organization” 2 • Engage senior leaders • Align stakeholder beliefs & behavior • Recognize & manage the emotional journey • Gauge readiness. willingness, ability “Create changeagenda” “Sustain change” 5 • Monitor and refine change management capabilities • Start to close identified capability gaps • Identify and propagate best practices • Create burning platform • Build compelling vision • Translate vision into manageable change initiatives 1 “Hardwire change” 3 • Align organization design • Align HR processes and performance management, IT & finance systems “Manage for results” • Provide governance, project management • Design roadmaps to deliver results • Rigorous monitoring, progress tracking • Conduct capacity assessments 4 • “Communicate continuously and intensively” 6 • Create and execute internal & external communications plans, aligning stakeholders • Define and communicate minimum acceptable standards and principles • Establish knowledge-sharing mechanisms Source: BCG case experience, Sirkin, Keenan & Jackson, “The Hard Side of Change Management” (HBR 2005) and Ostroff, “change Management in Government” (HBR 2006)

15. WHAT IS CHANGE MANAGEMENT? • Change Management (CM) is providing structuredsupport as an organization implements an initiative or a program of well planned initiatives along a set pathway, to realize its vision and thereby fundamentally improve its performance • As the UN looks to implement the One UN reform initiative: • It will require structured support through coordination along the various One UN dimensions, as well as liaising with HQ and monitoring and evaluating the changes and results • It will progress along a pathway of capturing key lessons learned from a set of pilot countries, driven through country-specific actions and changes, which can then be shared with all other member countries • It will move towards the vision of operating as one cohesive unit, both programmatically and operationally, at the country level and transcending all agency mandates and boundaries • It will fundamentally improve the ability of the UN to effectively serve the needs of its beneficiaries through the optimal use of its resources and capabilities

16. Changing Reality Change Time ANOTHER WAY OF THINKING ABOUT CHANGE: THERE ARE TWO TYPES, STARTING WITH ‘REALITY’ Changing REALITY Is called INNOVATION Requires action The process is continuous Its impact should be measured Takes a long time Delivers something new to the system Is a challenge for a team Project management is required The fuel is practical ideas and useful suggestions But retroactive feedback protects the system and helps it keep its balance, “the more something changes, the more it becomes the same” Please compare this slide with following one Source: "The forgotten half of change", L. de Brabandere, Pages 9,14

17. Changing Perception Change Time SECOND TYPE OF CHANGE: CHANGE IN PERCEPTION (A JOB FOR COMMUNICATIONS TEAMS!) Changing PERCEPTION Is called CREATIVITY Requires thinking The process is discontinuous Its impact cannot be measured Takes an instant Envisions a new system Is a challenge for an individual Brainstorming is required The fuel is questions, surprises, strange and incomplete ideas For this change in perception to happen at least one of the system’s rules – a hypothesis, a judgment or a stereotype – has to be broken Source: "The forgotten half of change", L. de Brabandere, Pages 9,14

18. BOTH TYPES OF CHANGE ARE NEEDED TO CREATE IMPACT Changing Reality Changing Perception • Examples Creating ‘One UN’ • Making people see themselves as part of a new and different entity • Harrmonizing business processes, common M&E, developing strong TWGs and joint programmes Company going global • Opening new branches and stores around the world • People seeing other country offices as being part of the same company Even in a personal level in order to create real impact you need to change both... Learning to be punctual • Using an appointment book, waking up earlier, scheduling time between meetings • Seeing punctuality as more efficient Learning French • Taking private lessons • Falling in love with a French girlfriend!!! If you want to change, you need to change twice: not only the reality of the situation but also the perception of this reality Source: "The forgotten half of change", L. de Brabandere, Pages 7-8

19. Change New Strategic Vision Old Strategic Vision Time TO CHANGE IS TO CHANGE TWICE: PERCEPTION AND REALITY AChange in Perception is Required for a New Strategic Vision to Emerge Two Types Of Change Tools For Change Change in Perception 1 New Strategic Vision Change Creativity Old Strategic Vision Time Change in Reality 2 Change Innovation Time Two processes with different characteristics Source: "The forgotten half of change“, L. de Brabandere

20. Change 7 World that changes 12 10 11 New good idea Reality 9 Judgment 5 3 New ideas 2 Imagination 8 1 4 6 7 Perception World that changes Time THE NEW STRATEGIC VISION REPRESENTS THE CHANGE IN PERCEPTION AND ALLOWS FURTHER CHANGES IN REALITY New Strategic Vision Source: "The forgotten half of change”, L. de Brabandere

21. Influence Example PARADIGM SHIFT EXAMPLE: BIC Consumer Needs Change Ideas New Vision: “We Can Produce Disposable” Megatrends Lighters Razors Reality Old Vision: “Our Business Is Writing” Perception Consumer Needs Pens Time

22. Influence Example PARADIGM SHIFT EXAMPLE: GOOGLE IT Trends Change Ideas New Vision: “We Should Know Everything” Megatrends Google Earth Reality Old Vision: “Let’s Make The Best Search Engine” Perception IT Trends Google Google Desktop Time

23. CHANGE IN REALITY NEEDS TO BE PROTECTED FROM RISKS BY RIGOROUS PROJECT MANAGEMENT ...addressed by project management • Coordinate senior-level engagement to create buy-in • Identify and engage opinion leaders within the UNCT • Ensure clarity on governance of project management (scope, deliverables) Risks to changing reality... Lack of Buy-in 1 Change • Steer towards key milestones using tracking systems • Manage issue resolution process • Clarify what is needed, from who, and when Unclear deliverables 3 2 No up-front planning • Allocate sufficient time to set up tracking systems • Identify and lock down key metrics, milestones, interdependencies, etc. • Dedicate personnel to tracking Time

24. CHANGES IN PERCEPTION ARE PROMOTED AND DEFENDED BY INTENSIVE COMMUNICATION ...under threat... ...and addressed by communications • Lack of internal buy-in to new vision • “My agency remains my top priority” • Consistent messaging and support for ‘One UN’ sought from agency HQ • Regular and frequent communications Changing Perception... Change • Emotions cloud perceptions • “I can’t buy in: what’s happening with my job?” • Regular communication, even when nothing is certain • Build trust through consistent messaging • Lack of external recognition • “We don’t understand ‘One UN’ – you still seem the same” • Appropriate media channel for external sources • Regular and frequent communications • Consistent messaging Time Need for a communications plan, addressing threats with defined stakeholders, media, message and frequency

25. COFFEE BREAK

26. IDEA CHANGING PERCEPTION IS A DIFFICULT TASKOur Brain is Designed to Think in a Certain Way • Changing perception becomes difficult because: • Although the world has been changing, the human brain has remained the same • The human brain is “hard wired” to think in a certain way (“laws of perception”) • Perception is linked and influenced by culture • Brain creates patterns for us Although you see a rectangle, one doesn’t exist Your brain prefers to see a square, but there is no square And there is no white bar!!! Our brain looks for patterns under each condition and tries to “finish the history”, this behavior is ruled by the laws of perception Source: "The forgotten half of change", L. de Brabandere, Pages 7-8

27. OPTICAL ILLUSIONS TEACH US ALSO THAT OUR WAY OF SEEING THE WORLD IS GOVERNED BY STRANGE LAWS Can you see the grey dots at the intersections?... ...but if you try to focus on one grey dot it will disappear It is not so obvious... But the circles in the centers are of the same size Source: "The forgotten half of change", L. de Brabandere, Pages 50, 51

28. BEWARE THE WAY YOU SEE THE WORLD Seeing vs. Perceiving • Our perception deforms things, foreshortens and fogs our view, leads us into errors • Just need to buy a car model X to start seeing more and more of them on the roads Seeing vs. Believing • One’s convictions get caught up in the story too, we believe what we see, but sometimes we see what we believe • When you believe someone is good you “see” his/her goodness Seeing vs. Knowing • What we have experienced or learned in the past forms the “axes” of our system of seeing or analyzing things in the future Seeing vs. Hoping • We see and we believe much more easily what we want to be true • The sales of economic newspapers go up when the stock exchange does well “You don’t see the world as it is, you see it as you are” – the same is true of audiences for your communications! Source: "The forgotten half of change", L. de Brabandere, Pages 56-59

29. DRIVING TO A NEW IDEA IS ABOUT FINDING A NEW FORMCommunicating One Detail Can Change the Perception of the Whole What is this? The beginning of a map, a maze, the letter “H”? Once the “H” is seen, it is difficult to return to “simply 3 unconnected lines” By adding an additional line (change in form) the idea of the “H” is destroyed... ...but the idea of the maze moves forward As with the “H” image, once you see or have an idea, there is something irreversible about it Source: "The forgotten half of change", L. de Brabandere, Pages 49, 50

30. UNDER THE PRESENCE OF AMBIGUITY SOME SITUATIONS CAN BE PERCEIVED AND INTERPRETED IN MORE THAN ONE WAYWhat Do You See? There are obviously two ways of seeing this image: as a cup or as two faces!

31. AN EXERCISE: WHAT DO YOU SEE? A Collection Of Black Smudges? Stop for a while and give yourself a second opportunity... try to construct a coherent whole, but this process is complicated because you don’t know what you are looking for Source: "The forgotten half of change", L. de Brabandere, Pages 51, 52

32. A Cowboy on Horseback Facing to the Left? AGAIN, ALL OF A SUDDEN AN IMAGE APPEARS Six analogies between construction of images and ideas: • You will never see them if you don’t believe they exist • They are difficult to find • It’s easier in a group • They have an irreversible trait to them • They appear all of a sudden • Both, the new image and new idea are made up of elements that are not in themselves new 1 2 3 4 5 6 Finding patterns and coherency is a good way of thinking, BUT this brain’s persistence can inhibit our ability to find new ideas... Source: "The forgotten half of change", L. de Brabandere, Pages 51, 52

33. KEY TAKEAWAYS OF THIS SECTION • Perception is governed by laws • Some of them are “hardware” (optical illusions) but most of them “software” (how we have become programmed) • You don’t see the world as it is, you see it as you are • Ambiguity can make us perceive the same thing in different ways • We tend to think using forms: stereotypes, patterns and paradigms • Bad decisions are not necessarily due to lack of information, but often to the way our mind works

34. SESSION I CONTINUED: SUCCESSFULLY HANDLING COMMUNICATION IN CHANGE EFFORTS Feedback loops Start with the "Desired Outcome" Get to know your audience Develop communication strategy Ensure effective execution Measure and follow up

35. Today's situation "Desired outcome" START FROM THE "DESIRED OUTCOME"You always communicate for a purpose, not for the sake of communicating What new ways of working, thinking, behaving do we want to see implemented? When? By who? Where do we stand today? What can we build on? What needs to change? How to build communication to support reaching the desired outcome?

36. GET TO KNOW YOUR AUDIENCE Good preliminary audience analysis allows you to... • Use available resources in the most effective way • Don't attempt to do everything • Be proactive where it counts • Focus time and energy • Differentiate type and intensity of intervention over time, i.e. who’s first, needed later, etc. • Prioritize efforts • Design quick wins and long-term approach

37. STRATEGIC COMMUNICATIONS PLANNING Approach Impact on One UN Programme at Country Level • Develop communication plan • Ensure clear senior ownership of content and prepare for their role in communication • Define audiences • Assess communicational needs (media, frequency, message) for each audience • Make detailed communication plan • process sequence, timeline and accountabilities • Align with internal communications department and external agencies • Execute communication plan • Rigorous execution of communication plan • Align communication initiatives with the 'central’ HQ communication plan • Monitor results • Observe and measure employee perception • Safeguard correct information flows 1 Entire UN organization, across agencies, becomes committed and shares goals Employees and all relevant stakeholders (i.e. government, NGO’s) involved and appropriately targeted with key messages Clear agreement on tasks and responsibilities within UN communications team Well informed staff, leading to shared vision, and commitment to change UNCT leadership aware of 'change morale' amongst staff 2 3

38. FIRST STEP: IDENTIFICATION OF RELEVANT STAKEHOLDERS AND CONCERNS Stakeholders Potential concerns? • UNCT & UN staff in-country • Host governments • Donors • Wider UN system • ... • Job security, process complexity • Weakening the UN • Evidence of progress • Perceptions of UN reform • ... Other stakeholder groups as well, subsets of the ones above, etc

39. US UK UK Com toolkit APPROPRIATE MEDIA CHANNEL FOR EACH GROUP DETERMINED BY CONSIDERATION OF FORMALITY AND REACH Formal Presentations Letter to staff Benefits of One UN Every month ? By field office or HQ? For children For HQ For UNCT For gov. Media Discussions (one to one or group) Voice messages / Conference calls • Key messages • Objectives • Rationale • Key staff concerns to address Informal One to One One to Many Reach Existing media to be leveraged where appropriate

40. IDENTIFICATION OF AVAILABLE MEDIA Examples of top-down communications Examples of interactive communications • Formal memo updates / announcements • Bulletin board announcements • Emails • Newsletter articles (share success stories) • Management presentations • Department meetings • Staff meetings • Formal training sessions (large / small groups) • New processes, forms, schedules • Internet • FAQs • Small group / department discussions • Focus groups • One-on-ones with vocal resistors • Telephone briefings / surveys • Pilot group feedback sessions • What’s working / not working • Web surveys / pulse checks • Good for questions about attitudes and motivations, impact of change • Anonymous question / suggestion box • Team-building / trust-building activities Which ones are at your disposal? Goal should be to use wide range of media as appropriate, but with consistent message

41. DEFINE COMMUNICATION FREQUENCY AND MEDIA CHANNEL FOR EACH STAKEHOLDER GROUP Frequency Media • Agency HQ • ... • ... • Regional Leadership • ... • ... • HQ etc • DGO, CEB, SG • ... • ... • Senior Management • ... • ... • All pilot staff • ... • ... • Pilot • Country • Key Opinion Leaders • ... • ... • Staff At Risk • ... • ...

42. PROFILE CURRENT COMMUNICATIONS TO IDENTIFY GAPS Example: Internal UN Stakeholders What conclusions can we draw? Formal • Need increase in informal, one-to-one support being generated • Need additional sources for informal and widespread distribution of information (Intranet site) • Need more targeted one-to-one, formal communications to bolster buy-in across the system • ... UN retreats Mgmt Reports All staff bulletin News Letters Extranet site Media Intranet site Informal One to One One to Many Reach Audience Senior management All staff

43. DEVELOP RELEVANT MESSAGES PER TARGET GROUP • Key questions to ask: • What do I want my audience to know/feel/do/remember ? • What does my audience know about the topic ? • What do they need/want to know ? • What are my audience's concerns, fears, hopes related to the topic ? • What "trading" possibilities do I have ? • what does the audience need/want that we can offer ? • How do they like to get information? • How do we get feedback from them? • ... • Common ways to fail... • Communicate “management” values, not employee values • Use “management” language, not employee language • Ignore implications in day-to-day actions • Present in stiff, easy to ignore manner

44. TEMPLATE FOR PILOT COMMUNICATIONS STRATEGIES Comms plan Audience Perception Objective Key message Channel Owner / Spoke-people Action Timing / Location Supporting material Measure-ment Remarks Govern-ment Key opinion leaders (UNCT) All Pilot staff Donors

45. CHECKLIST: COMMUNICATIONS PLAN SHOULD ANSWER ALL THESE QUESTIONS • Do we know what the preferred communication approach and tools are? • Do we know what has already been communicated about the project (internally and externally) and how things were received? • Is top management aware of the necessity and impact of communication? Are they ready to invest time and effort in communication? *** • Do we have a clear idea of who the various target groups/stakeholders are, what they know, how they feel, what they expect? • Do we know what our goals are for each group? • Is there an overall communication plan for the duration of the change effort? Are the immediate short-term steps fully detailed, agreed upon and prepared (dates, sequence, for whom, what, by whom, end-products, follow-up, ...)? • Do we have the tools/processes in place to measure the effects of the communication (feed-back loop) and ensure corrective actions are taken? *** • Are the external and internal communication approach/messages coherent and coordinated?

46. COLLECT FEEDBACKAnd act on it ! Ways to collect feedback Formal • Surveys (written, web-based, telephone, ...) • Written evaluations/comments • Performance reviews; 360 feedback • Pulse checks • Feedback collected during meetings or gatherings • Field visits • One-to-one interviews • Focus groups • Eating in employee restaurants and understanding “word on the street” / rumours Informal

47. KEY SUCCESS FACTORS FOR INTENSIVE COMMUNICATIONS Process success factors Content success factors Make sure to involve top management in the communication process Acknowledge past projects, efforts, successes 1 6 Make sure to involve HR in the processto validate approach with them (staff associations, etc.) Put yourself in the shoes of the receiver: how would you react to the message? 2 7 Anticipate and measure: Communication is about 'action/reaction' Keep in mind that people's first question is: what's in it for me? 3 8 Make sure your communication is followed up by action: make it real to build trust Link project with other initiatives in the organization:How does it all fit and make sense? 4 9 Listen ! And allow for interaction andtwo-way communication Make messages as concrete as possible 5 10 Remember, you can never communicate enough...

48. SOME FINAL THOUGHTS:DON'T FALL PREY TO COMMUNICATION MYTHS • The following myths are very prevalent and they are absolutely wrong. If you find yourself thinking these things, an alarm bell needs to go off! • We want to wait until we are ready with all the answers before we communicate • We aren't communicating because we haven't said anything yet • The only people we need to be concerned about are the ones who are participating now • We don't need to communicate because there is nothing new • We've addressed this before so it's done • They know what we know; all they're interested in is the results • It's someone else's job to communicate • It may have taken us months to figure this out, but you can get it in one presentation/article/conversation

49. LUNCH

50. DAY ONE PM SEATING PLAN Table #1 Table #3 Sari Bjornholm (CV) Cyriaque Ngoboka (RW) Caroline Den Dulk (Viet) Eshila Maravanyika (Tanz) Silvia da Rin Pagnetto (Uru) Luis Zaqueu (Moz) Cassandra Waldon (UNDP) Nick Parsons (FAO) Thierry Delvigne-Jean (Moz) Tahiro Gouro (CV) Eldisa Lloshi (Alb) Zarak Saleem Jan (Pak) Theresa Smout (Tanz) Michael Coleman (Viet) Manoel de A. e S. (DPI) Peter Smerdon (WFP) Dawn Minott (RDT) Table #2 Raabya Amijad (Pak) Nora Kushti (Alb) Peter Reeh (Moz) Nguyen Thi Ngoc Van (Viet) Esteban Zunin (Uru) Frederik Matthys (RW) Nora Godwin (UNICEF) Corinne Perthuis (ILO)