Dialogue Management

Sector?

Women, Child Rights, Hiv Aids

What?

Dialogue Management, Strategic Communication, Strategic Partnerships

Where?

Malaysia

Why?

UNICEF has enjoyed a longstanding fruitful partnership with the Government of Malaysia. However with Malaysia graduating into a fast developing middle-income country it was felt that UNICEF could support the government better by becoming a policy partner. Countering HIV AIDS was one of the two MDGs that were eluding Malaysia. UNICEF felt that it could add value to the efforts of the government in that area.

When?

2005

What Exactly?

Identifying key areas of support required by the Ministry of Health of Malaysia to address HIV AIDS & children & Youth in Malaysia. Key components of this support involved

Identification of potential partners and analysis of their capacity & risk

High level negotiations and building of strategic partnership with government and civil society representatives.

Policy analysis and advise on partnerships, HIV AIDS.

Development of project portfolio on HIV/ AIDS.

With Whom?

UNICEF

What Happened?

UNICEF became a close partner of the Malaysian government in addressing HIV AIDS through policy interventions.

Sector?

Women, Child Rights, Hiv Aids

What?

Dialogue Management, Strategic Communication, Strategic Planning, Strategic Partnerships

Where?

Malaysia

Why?

It was clear that Malaysia could not address HIV AIDS effectively without a national strategy in place. In turn for the National Strategy to be effective it needed to not only be a consensus document but also collaborative arrangements of implementation would need to be foreseen in the concept and planning. The HIV AIDS landscape in Malaysia as in many other countries was deeply fragmented and finding ways to bridge the fissures required the support of a party like UNICEF, which had a stake in addressing the issue but not in the power play that happens in every country when it comes to HIV AIDS.

When?

2005, 2006

What Exactly?

The UNICEF Representative in Malaysia Gaye Phillips tasked me to come up with a strategy on bringing the movers and shakers in the HIV AIDS arena and find entry points to engage with them. I conducted a rapid nationwide mapping exercise meeting with key players and understanding their perspectives. This helped create common grounds to launch a consensus process for drafting the national strategic plan. I supervised the work of consultants brought in to support specific technical inputs and worked as one team with the HIV AIDS division of the Ministry of Health.

Adopting the first national strategic plan was a huge success for Malaysia because it paved the way for a fully budgeted HIV AIDS program to be launched by the government. The plan also provided a platform for collaboration between government, civil society and the private sector.

While UNICEF’s Representative ensured that there was strong political backing for UNICEF’s support to the process and to my services being made available, the intelligence and expertise of Indra Nadchatram were unmatched. With Gaye, Indra and our Malaysian counterparts we worked around the clock with a sense of urgency of the epidemic.

With Whom?

UNICEF, Institute Of Health Management, Malaysia

What Happened?

Malaysia’s first National Strategic Plan (2005-2010) was adopted, budgeted and implemented.

Sector?

Women, Child Rights, Harm Reduction

What?

Capacity Development, Dialogue Management, Strategic Partnerships

Where?

Malaysia

Why?

Implementing harm reduction at a national level was a giant step and a political risk that the Minister of Health of Malaysia took. Before launching a pilot it was felt that a study visit to a successful implementation of a similar program around the world would be important.

When?

2005

What Exactly?

I mapped the case studies of implementation of government funded harm reduction programs around the world to see what would be make a good study visit for a high level Malaysian delegation and also be acceptable in the political context of the country. I negotiated with the governments of Hong Kong and Malaysia the details of the study trip including protocol arrangements.

I made a reconnaissance visit to Hong Kong and with the support of the key actors there designed a study trip. I visited all the sites myself and met with the stakeholders briefing them on the objective of the visits and also making them aware of the challenges that Malaysia faces in addressing these issues. Meticulous planning of the visit was only possible because of my intimate knowledge of the gaps in the various programs on HIV AIDS in Malaysia. I ensured that the study visit is comprehensive and demonstrates the value of investing early in a holistic program. Prevention, Treatment, Care, Advocacy, Finance, were all covered in the visit. Along with UNICEF’s Representative Gaye Phillips, I accompanied the delegation for the study trip.

With Whom?

UNICEF, Institute Of Health Management

What Happened?

The study trip was a huge success. The Minister of Health H.E. Datuk Chua Soi Lek led the Malaysia delegation. The delegation was handpicked to ensure that this would indeed be the team charged with implementing the country’s HIV AIDS program. The Honk Kong government was wonderful hosts who appreciated the far-reaching consequences of this study trip. One of the outcomes of this trip was that the Malaysia model for the harm reduction program was simplified further to ensures effective implementation.

Sector?

Minority Issues

What?

Dialogue Management, Strategic Partnerships

Where?

Republic of Macedonia

Why?

The Ohrid peace agreement signed in 2001 marked the end of the armed conflict in Macedonia. As part of confidence building measures it was important to highlight the position of minorities in democracies. South Eastern Europe had much experience to share and learn from each other.

When?

2002, 2003, 2005

What Exactly?

I negotiated a strategic partnership with the Konrad Adenauer Stiftung, Germany to advance this conference jointly. Andreas Klein who was the Director of this foundation and was posted in Macedonia was that rare breed of expatriates who knew what was happening and what was hurting in the country. Equally comfortable with the grassroots as with the political elite, Andreas ensured that there is a strong buy-in from the office of the President of Macedonia for this initiative. Marc Weller, the Director of the ECMI was quick to see value in the initiative and as a global authority on this subject galvanized a star studded line up of international experts for the conference. Florian Bieber, Eben Friedman and Tom Trier all with affiliations to ECMI and a deep commitment to the region provided cutting edge content and moderation. The South East European university had collaborated in the past with the ECMI and was an excellent partner for this initiative. Among other things I was also responsible for raising funds for hosting this conference. The ECMI team in Macedonia led by the Office Manager Gordana Cvetkoska managed the invisible backend of this huge logistic challenge as always without any show of fatigue or stress.

With Whom?

ECMI, Sida

What Happened?

An annual dialogue forum “Minorities in democracies” has been established which brings international and regional south-east European experts to debate on the position of minorities in democracies. The first two editions saw the late President of the Republic of Macedonia HE Boris Traijkovski deliver the opening speeches before his untimely death in an airplane crash.

Sector?

Global Health

What?

Dialogue Management, Strategic Communication, Strategic Planning, Strategic Partnerships

Where?

Switzerland

Why?

The Geneva Health Forum is not just another conference on health. By looking to the future, it brings vision and thrives on all participants’ unique experiences and in depth insights on topics and initiatives generated and implemented all over the world. At the GHF it is believed that pooling intelligence will bring value and challenge common ideas to explore new territories of frethinking and build on inter-sectorial approaches to solving the problems of our time.

The Geneva Health Forum is not just another conference on health. By looking to the future, it brings vision and thrives on all participants’ unique experiences and in depth insights on topics and initiatives generated and implemented all over the world. At the GHF it is believed that pooling intelligence will bring value and challenge common ideas to explore new territories of freethinking and build on inter-sectorial approaches to solving the problems of our time.

When?

2011, 2012, 2013, 2014, 2015

What Exactly?

I mapped, negotiated and implemented a three-tier partnerships strategy for the sustainability of the Geneva Health Forum (Content, Thematic and Geographic partnerships). This involves establishing Public-Private partnership arrangements without jeopardizing credibility. More about the GHF can be read on it’s website www.genevahealthforum.org

With Whom?

HUG, Swiss Ministry

What Happened?

Over the last four years the reach of the GHF has multiplied and it has established itself as an important event on the global health calendar. It attracts close to one thousand practitioners, academia and policy makers to Geneva to search for solutions in health.

Sector?

Civil Society, Peace Building, Inter Ethnic Relations

What?

Dialogue Management

Where?

Republic of Macedonia

Why?

The armed conflict of 2001 in Macedonia left a society divided along ethnic lines. The fragile Ohrid peace agreement required quick measures for building confidence in the communities.

When?

2001, 2002, 2003, 2004

What Exactly?

I travelled around the country meeting with communities, citizens and villagers to find those NGOs that were truly committed to improving inter-ethnic relations in the country. The ECMI NGO Network for Improvement of Inter-ethnic Relations in Macedonia was launched with a core group of 17 NGOs from across the country and ethnic groups. Gradually the network grew to a 70 member strong group that engaged in joint design and implementation of grassroots projects. Sunoor headed an umbrella grants program, administering and monitoring 50–70 community projects each year. The project carried a strong capacity enhancement component with emphasis on ethics for the participating NGO Managers.

This project benefitted very much from the guidance and commitment of Farimah Daftary of the ECMI. When no international expert was willing to travel to Macedonia due to the armed conflict, Farimah headed to Macedonia to meet with stakeholders and do a direct assessment of the ground realities. Her research and reporting were instrumental in the project receiving its seed grant. Dr. Eben Friedman succeeded Farimah Daftary at the ECMI as the focal point for Macedonia and maintained the high standards set by Farimah.

With Whom?

ECMI, Sida, DFID, Swiss Ministry

What Happened?

Established the first truly multi-ethnic network of NGOs in Macedonia consisting of 70 NGOs committed to improving inter-ethnic relations.

50–70 community projects generated and implemented each year jointly by NGOs members of the Network.

Network becomes reference point for good practices and NGO ethics in Macedonia.

Sector?

Women, Humanitarian Emergencies, Child Rights

What?

Negotiations, Capacity Development, Dialogue Management, Strategic Communication

Where?

Malaysia

Why?

The Avian Influenza epidemic in South East Asia prompted UNICEF and the Ministry of Health to look at areas where health communication with the citizens could be improved? Risk communication expertise was non-existent in the country.

When?

2006

What Exactly?

Having worked closely helped withthe Ministry of Health and knowing UNICEF’s strength in communications identified the gap in risk communication expertise. I formulated a capacity building- quick implementation proposal and secured funding for it. I selected international consultants for conducting a series of workshops on risk communication. Along with Ministry of Health counterpart I supervised the implementation and evaluated the outcome.

With Whom?

Institute Of Health Management, Malaysia

What Happened?

Following this workshop the Ministry of Health integrated Risk Communication in its strategic communications tool-box and used it in other emergency situations. Participation from all states of Malaysia in the workshop ensured that there is a nationwide utilization of the tool-box.

Sector?

Minority Issues, Inter Ethnic Relations

What?

Assessments And Evaluation, Dialogue Management

Where?

Sri Lanka

Why?

The Muslims in Sri Lanka are a minority spread out across the island state. They tended to be the balance of power in parliamentary equations. However the peace process in Sri Lanka did not include them as a party in negotiations. The inner divisions within the Muslim community further diminished the chances of their participation. It was felt that for the eventual peace agreement to be implemented the participation of a Muslim representation is a must.

When?

2005

What Exactly?

Sunoor Verma was retained to conduct Needs assessment; Stakeholder Consultations; Situation analysis and Institutional capacity assessment of the divided Muslim communities in Sri Lanka in relation to the peace process in that country. This involved, consulting with political, religious, community leaders and other members of the Muslim communities, the government, international missions and further relevant actors in Sri Lanka. The project was carried out in a climate of growing security concerns and travel restrictions.

With Whom?

Cambridge University

What Happened?

Visible and invisible opinion makers were consulted thus ensuring a report, which is highly reliable. This substantive report detailed the identity, interests and positions of Muslim political actors in Sri Lanka in relation to the peace process. This report was presented to the peace process facilitators.

Sector?

Minority Issues

What?

Project Development, Capacity Development, Dialogue Management

Where?

Republic of Macedonia

Why?

Until the launch of this initiative most initiatives aimed at the Romani population of Macedonia were being implemented by non-Roms. This often led to poor participation of the Roms and virtually no transfer of skills or know-how. Through my work with Roms in Macedonia and many Roma NGOs I could see that there is availability of talent and experience in the Roma community. The lack of formal education was a barrier to the advancement of these potential experts. The Romani experts project was launched to prepare a pool of Roma experts who have the skills, knowledge and commitment to work on Roma issues.

When?

2003, 2004

What Exactly?

I think I played a key role in conceptualizing this initiative, developing the project proposal and getting donors on board. Dr. Eben Friedman, a leading authority on Roma issues, led this project. I was also responsible for monitoring the implementation of the project and fundraising.

With Whom?

ECMI, Sida

What Happened?

Four Expert Group organized around the core areas of education, health, civil rights, and employment were established.

The Expert Groups generated and compiled usable reports with the data necessary to provide a basis for the design of policy not only for Roms, but also by Roms.

Understanding through extensive fieldwork: for projects aimed at the Roma community to succeed, they need to be implemented by people who are part of the Roma community.

Sector?

Minority Issues

What?

Project Development, Capacity Development, Dialogue Management

Where?

Republic of Macedonia

Why?

Until the launch of this initiative most initiatives aimed at the Romani population of Macedonia were being implemented by non-Roms. This often led to poor participation of the Roms and virtually no transfer of skills or know-how. Through my work with Roms in Macedonia and many Roma NGOs I could see that there is availability of talent and experience in the Roma community. The lack of formal education was a barrier to the advancement of these potential experts. The Romani experts project was launched to prepare a pool of Roma experts who have the skills, knowledge and commitment to work on Roma issues.

When?

2003, 2004

What Exactly?

I think I played a key role in conceptualizing this initiative, developing the project proposal and getting donors on board. Dr. Eben Friedman, a leading authority on Roma issues, led this project. I was also responsible for monitoring the implementation of the project and fundraising.

With Whom?

ECMI, Sida

What Happened?

Four Expert Group organized around the core areas of education, health, civil rights, and employment were established.

The Expert Groups generated and compiled usable reports with the data necessary to provide a basis for the design of policy not only for Roms, but also by Roms.

Understanding through extensive fieldwork: for projects aimed at the Roma community to succeed, they need to be implemented by people who are part of the Roma community.

Sector?

Refugees, Global Health

What?

Negotiations, Project Development, Assessments And Evaluation, Dialogue Management

Where?

Republic of Macedonia

Why?

In 1999 during the Kosovo refugee crisis, following concerns of inter-ethnic instability, the Republic of Macedonia imposed a condition on the international community for admitting refugees from neighboring Kosovo. The number of refugees that are evacuated from Macedonia to NATO countries would be the number of newly admitted refugees into the country. In the race against time, while it was vital to evacuate as many refugees as possible, it was important to give priority to vulnerable cases. Prioritizing medical cases among an exhausted from difficult travels and traumatized population was one aspect of the challenge. The other- convincing reluctant host governments accept medical cases for evacuation and the associated costs to their health systems.

When?

2000

What Exactly?

Sunoor Verma’s services were retained by the UNHCR to formulate priority criteria for the evacuation of refugee patients to NATO countries. Sunoor prioritized the cases from 7 geographically dispersed refugee camps, and negotiated with NATO country delegations transfer and treatment of emergency medical cases from among the refugees. He coordinated and monitored the facilities for evacuation of severely ill refugees. He played a key role in the initiation, planning and implementation of extending the medical evacuation program to approximately 200,000+ host family refugee cases. Sunoor monitored the standard of medical escorts during evacuation. He worked in partnership with local medical authorities, government authorities, donor community and NGOs to facilitate the patient evacuation process.

With Whom?

UNCHR

What Happened?

Medical evacuation program extended to approximately 200,000+ refugees residing with host families.

Significant increase in evacuation of patient to NATO countries for treatment.