Transcript Slide 1
“ONE UN”:
Delivering as One at the
Country Level
History of “Joint Office” and “One UN”
• 2004 TCPR: call for the UN to accelerate
efforts to increase coherence and
effectiveness of field operations through
the establishment of joint offices
• ECOSOC, June 2005: A target of “at
least 20 countries … using variations of
joint office model, implemented by end
of 2007”
Joint Offices and “One UN” (cont.)
• 29 countries (+ 4 later in 2006) identified
where the establishment of joint offices
could be explored
• November 2006, HLP Report recommends
(built on TCPR) testing the “One UN”
approach as a way to ensure more
coherent UN presence in the field
• Governments of 8 countries earlier
identified as candidates for potential joint
offices volunteered to become “One UN”
pilots
ONE UN: HLP Vision
• One Programme
• One Leader
• One Budgetary Framework
• One Office
HLP Vision: “One Programme”
• Country owned, responsive to the national development
framework, strategy and vision, including the
internationally agreed development goals
• Building on the CCA or national analysis, and reflecting
the UN’s added value in the specific country context
• Strategic, focused and results-based, with clear
outcomes and priorities, while leaving flexibility to
reallocate resources to changes in priorities
• Drawing on all UN services and expertise, incl. of nonresident agencies, to deliver a multi-sectoral approach
to development
HLP Vision: “One Leader”
• RC with authority to negotiate and shape the One
Programme with the government on behalf of the
entire UN System (including the authority to allocate
resources from pooled and central funding
mechanisms)
• Clear accountability framework for RC and an
effective oversight mechanism for the Resident
Coordinator system
• RC accountable to UNCT members and with
authority to hold UNCT members accountable for
agreed outcomes and to compliance with the
strategic plan
HLP Vision: “One Leader” , cont.
• Strengthened RC capacity with adequate
staff support to manage UNCT processes and
ensure effective dialogue and communication
with partners
• Competitive selection of RC candidates,
drawn from the best talent within and outside
the UN system
HLP Vision: “One Office”
• One integrated results-based
management system, with
integrated support services
• Common premises (where
appropriate)
• A common security infrastructure
and clear lines of accountability
HLP Vision: “One Budgetary Framework”
• One Budgetary Framework for One
Programme
• Funding linked to the performance of the
UN Country Team preparing and
implementing a strategic One Programme
• Complete transparency, showing clearly
the overheads and transaction costs of the
UN and all of its funds, programmes and
specialized agencies in the country
HLP Vision: Funding
• “One UN” increasingly to be funded
through a consolidated funding
mechanism
• Country-level MDG Strategy Support
Funds
• Increased core funding for agencies
that are pursuing reform
Implementation of “One UN”: Mandate
• Concepts of “One UN” and “Delivering as
One” are not new! Based on many years
of UNDG discussions and agreements,
and TCPR decisions.
• Evolved “JO” concept and “One UN” have
almost identical elements
• TCPR mandates implementation of JOs
NB! Act based on existing decisions of
governance bodies, not preempting intergovernmental discussions on HLP Report
Existing Agreements
• New CCA/UNDAF Guidelines
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Emphasis on normative
Strategic results- Results Matrix
Section for “other results’
Focused, strategic results matrix, basis for UN Program
• Joint Programming Guidelines
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‘Pass through’ mechanisms
Agency accountabilities/roles
One budget/budgetary framework
Shared resource mobilization
Support fund with pooled funds (Iraq, Sudan, Lebanon etc.)
Existing Agreements, cont.
• Strengthened RC System
• Increased role of the RC in shaping UNDAF Results
Matrix
• New RC and UNCT performance appraisal system
• RC Agency orientation
• UNDP Country Directors “free up” RCs
• More than 60 UN Houses
• Common Services, incl. MOSS
General principles of the One UN piloting
• Bottom-up country driven process
• “Not one size fits all”
• Inclusiveness – not limited to ExCom
• Space for experimentation
• Continuous interaction - country, regional, HQs
Emerging Thinking on “Ones”
One Programme:
• (new) UNDAF Results Matrix – a basis for One
Programme
• Clear Agency roles to be defined for each result
in a costed Results Matrix of One Programme
• Need for harmonized programme reporting
(SPR?)
Emerging Thinking on “Ones”, cont.
One Budget Framework:
• Costed UNDAF Results Matrix, showing
resources – indicative available resource and
funding gaps – against results is a basis for the
One Budgetary Framework for One Programme
• Need for common approach to results based
budgeting
• One Budgetary Framework will be used for
monitoring and reporting over time
Emerging Thinking on “Ones”, cont.
Country Level Fund:
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Not new, based on JP pass-through funding
management option used, e.g. in MDTFs
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Allocation of pooled One Programme Fund resources
to unfunded gaps in One Programme
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Decision making through a Government/UN Steering
Committee
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RC accountable for allocation and reporting
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Agencies accountable for use of funds received and
report to donors through the RC
Emerging Thinking on “Ones”, cont.
One empowered leader and empowered team:
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RC plays a key role in ‘positioning’ the UN, drawing on
UN assets and advocating for all UN organizations
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All members are leaders in results areas
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Need for ‘mutual’ accountability
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RC accountable for:
* One programme development
* Mobilization and allocation of pooled funds
* Reporting on progress by result in One Programme
* UN highest ethical standard
* UN relations with Head of State
Emerging Thinking on “Ones”, cont.
One empowered leader and empowered team:
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Dual reporting lines for Agencies:
* Agency head to RC (UNCT) on leadership of cluster,
progress on results; and use of pooled funds
* Agency to its RD/HQs
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RC accountable to UN System:
* Inter-agency appointment
* Regional Directors Teams’ assessment
* Formal Agency/RC accountabilities for limited
strategic responsibilities (to be clarified!)
* Training of RCs in Agencies’ mandates
* Dispute resolution system (to be established)
* UNDP Firewall
Emerging Thinking on “Ones”, cont.
One Office:
• Will vary greatly in pilots
• Based on common services framework
• Key constraint - different operational procedures,
but interim solutions possible
• May be a need to create interfacing between
ERPs
Current Challenges
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Ensuring the fully inclusive nature of the “One UN”
process, without slowing it down
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Making sure that pilots are free to experiment with
different approaches with regional and headquarters
feedback
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Ensuring the inclusive, yet strategic nature of the “one
programmes” to be developed
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Expeditious mobilization of capacities to support the
pilots, including further technical guidance
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Ensure an efficient and prompt decision-making at the
HQs and regional level in each of the respective areas and
effective interaction