Delivering as One (DaO) Papua New Guinea

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Delivering as One (DaO) Papua New Guinea
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Index

1. Background PNG
2. Development Impact DaO
3. DaO structure
4. DaO and the Paris Declaration
5. Lessons Learned DaO
6. Challenges and Opportunites DaO

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1. Background PNG
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Papua New Guinea at a glance

• 6 million people in a country almost twice the
  size of UK, 85 live on subsistence farming,
  average life expectancy is 54 years, adult
  literacy rate 56.4, maternal mortality ratio
  733/ 100.000 and the under five mortality rate
  88/1000
• Tribal society more than 800 languages (Wantok -
  and big men - system)
• Independence 1975 Government completed a full
  5-year term for the first time in 2007 since
  Independence
• Resource-rich country including oil, copper and
  gold, large areas are difficult to access (gt500
  airports)

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UN System in PNG
Resident Non-Resident with staff in-country Non-Resident
UNDP OHCHR FAO
UNICEF UNIFEM UNCDF
UNFPA UNV IFAD
WHO UN HABITAT UN ESCAP
UNAIDS OCHA
UNHCR ILO
UNESCO
UN staff in country 148 Value UN Country
Programme- 165M USD
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2. Development Impact of DaO

• 9 ways DaO reinforces development results

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Development impact DaO 1/3
WHAT?
HOW?

• Reduction duplication and fragmentation UN
  Programmes
• Enhanced human and financial resource utilisation
• Enhanced geographical spread
• Enhanced alignment between programmes

1. Enhanced efficiency- doing more with the same
2. Enhanced effectiveness - doing better with the
   same

• One strategy supported by One Fund
• Single Quarterly and Annual development reports
  for GoPNG and DPs

1. Enhanced Transparency when delivering results

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Development impact DaO 2/3
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Development Impact DaO 3/3
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3. Structure of DaO

• Integrated Programme and Operations Strategy

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Delivery as One in PNG
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UN Country Programme (One Programme)

• 95 of UN Programmes covered (except for
  humanitarian and emergency related interventions)
• Inter-agency mechanisms for
• Strategic planning (GoPNG/UN PSC, PCC/OMT, TT, 5
  yr strat. plans)
• Implementation planning (Joint AWP)
• Joint resource mobilization (supplementing agency
  RM)
• ME and Reporting (Single development report)
• Agencies mechanism for
• Technical expertise
• Implementation (Technical assistance, networking)
• Resource Mobilization (supplementing JRM)
• Advocacy/networking
• Agency reporting under Joint AWP

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One Programme in PNG UN Country Programme
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UN Budgetary Framework

• 3 elements
• UN Country Fund
• Joint Resource Mobilization Strategy
• Financial management information (gap,
  expenditures) at outcome, output and annual
  deliverable level
• One Fund in support of One Strategy towards a
  single UN financing for development mechanism
• Manages non core (non regular), bilateral
  resources
• Bilateral donors channel majority of resources
  through UNBF
• -gt Channels between 60-80 of in country UN
  development resources
• Performance based planning, budgeting and
  reporting

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UN Country Fund
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Joint Resource Mobilization
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Resource allocation criteria

• Allocation criteria based on three core
  principles
• Eligibility minimum requirements (links nat.
  priorities, links UN strategy, quality results
  ME framework, Task Team capacity
• Performance prioritizes activities that
  demonstrated good progress min. absorption
  rates, min. deliverables realized
• Priority prioritizes activities supporting core
  UN development priorities (HR, Gender, Capacity
  Development, MDGs, Environment,)

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Allocation

• 19 criteria grouped into 3 categories
• Allocations to Task teams, not agencies
• UNCT holds ability to withdraw and re-allocate
  funding based on performance of the Task Team
• Allocations and criteria used to enhance UN
  strategic planning (RBM), ME and reporting

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UN Operations
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UN Communication and advocacy

• UN Communication Committee pooling communication
  expertise in support of UN Country Programme
• UN branding policy reinforces UN positioning and
  complements agency communication
• Strategy based on three pillars
• Internal communication (programme delivery, DaO
  and communicating change)
• External communication UN branding, advocacy on
  pre selected areas
• Advisory support by UN Communication Team to Task
  Teams

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UN House

• Key enabler for UN Operations and Common Services
• Existing UN House
• Need to expand-No available space
• Agencies moving out
• Significant imbalances in real estate market and
  security situation raise challenges
• Government land to be allocated for development
  new UN House

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4. Delivery as One and the Paris Declaration
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National ownership of DaO

• GoPNG drafted UN Reform and Aid Effectiveness
  paper guiding AE agenda in country
• Plan to adjust the DaO approach to focus the AE
  agenda in PNG
• GoPNG involved in each step of the process from
  UN strategic planning to resource allocation to
  monitoring, evaluation and reporting (PSC, AWP SC)

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Delivery as One, Aid Effectiveness and the Paris
Declaration

• National Ownership
• One Programme explicitly derives from national
  development priorities and identify UN role in
  support of national development results
• Alignment with national priorities
• One Programme Annual Work Plans are aligned with
  national planning cycle
• One Fund provides an organized, predictable and
  flexible source of support to national needs as
  defined in the national development strategy
• One Fund expenditures reflected in national
  budget
• Management for Results
• One Programme and UN Budgetary framework based on
  results based planning, monitoring, evaluation,
  reporting and resource allocation principles

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Delivery as One, Aid Effectiveness and the
Paris Declaration

• Mutual Accountability
• GoPNG co-chairs Steering Committee that decides
  on UN programme priorities (One Programme)and
  monitors implementation
• GoPNG co-chairs Steering Committee that decides
  on allocations of UN resources (One Fund)
• The joint Steering Committee mechanisms ensures
  GoPNG and the UN are jointly responsible for
  resources and results in the context of the UN
  support to national development priorities
• Harmonization
• One Programme and One Fund provide an integrated
  UN platform to engage with government and
  partners ensuring programme alignment and
  complementarily between UN System and the GoPNG
  and other partners
• Harmonization of programme methodology and
  Financial Management (Budgetary Framework, HACT)
• A single UN development report reflecting results
  of the One Programme and expenditures of the One
  Fund

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5. Lessons Learned and Challenges DaO
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Lessons learned UN Country Strategy

1. Effective tool to enhance planning, monitoring
   and mobilizing resources for UN activities
2. Significantly enhances programme and operational
   coherence of the UN
3. Consolidation of UN strategies- enhanced
   transparency, coordination reduced transaction
   cost strongly supported by government and DPs
4. Integrated strategy enhances the ability of
   agencies to claim leading roles in the Aid
   Effectiveness/ Aid Coordination field (critical
   mass UN)
5. Integrated strategy enhances UNs support role to
   government (critical mass UN) Paris Declaration
6. Communication is key to realize the
   change-without partners and staff, DaO fails

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Challenges UN Country Strategy

• Internal and external capacity (cadet
  programme, training / work sessions e.g. on RBM,
  capacity assessment etc)
• ERP systems (e.g. Atlas, PROMS) to support our
  work with common terminology and systems)
• Communication to external audience (what is the
  UN?) and internally (why the reform?)
• Resources in support of the activities and
  change management efforts

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Lessons learned UN Country Programme

• Integrated delivery mechanisms
• have reinforced UNs capacity to claim leadership
  in thematic development areas
• have reinforced development impact- enhanced
  geographical spread, better division of labour,
  coordinated resource utilization
• increased cross fertilization and knowledge
  sharing within a single thematic area
• Start DaO process with the One Programme
  component- Programme drives the rest
• Impact One Programme significantly reduced if not
  accompanied by integrated delivery mechanisms
  (joint teams, joint AWPs, joint ME etc)

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Challenges Opportunities UN Country Programme

1. Linking UN programme and operational planning
   activities remains challenging
2. Transition from agency based planning to UN
   System planning is challenging needs active
   (change) management and communication
3. Double reporting remains a large factor regarding
   increased workload
4. Opportunities to link UN structures to broader,
   national Aid Effectiveness initiatives
5. Opportunities for decentralizing DaO strategy to
   the provincial and local level

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Lessons learned UN Budgetary Framework

• UNBF realized significant reduction of
  transaction costs for DPs and Government
• Performance based allocation mechanism strong
  tool to enhance quality of planning and reporting
• Excellent platform to develop Single Development
  Report and quality management information
• Needs to follow the One Programme Programme
  drives the rest
• Expensive mechanism if only small amount
  channelled through UNBF
• Clear process and criteria essential to avoid
  friction down the line

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Challenges UN Budgetary Framework

1. Earmarked funds vs non earmarked funds
2. Use of criteria depends on strength of ME
   framework
3. Mobilising un-earmarked funds remains challenging
4. Mobilising resources for Strategic Support pillar
   (UN Operations, change management etc) remains
   challenging

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Lessons learned UN Operations

1. UN Haus is a key catalyst to driving UN
   Operations
2. Joint Procurement key driver for operational cost
   reductions
3. Many low cost- high impact interventions available

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Challenges UN Operations

1. Difficult to move forward- specialized knowledge
   required
2. Capacity at country level limits progress
3. Ability for country innovation limited due to
   high dependence on corporate rules and regulation
4. Limited resources for Operational Reform

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Lessons Learned UN Communication and advocacy

1. Pooling communication resources opens option for
   more strategic role for UN communications
   (programme support)
2. Reinforces quality and reach of common UN
   advocacy (MDGs, HR, Gender)
3. Powerful tool for UN branding and positioning
4. Relatively limited dedicated communication
   capacity in UN

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Challenges Opportunities UN Communication and
Advocacy

1. Lack of UN identity of staff remains a challenge
   for strategic planning and implementation
2. Lack of resources (staff and financial) for joint
   communication remains a problem
3. Opportunity for significant economies of scale in
   UN advocacy

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Lessons learned UN Haus

• High profile tool for UN Coherence
• Key driver for further operations and transaction
  cost reduction (UN Operations, Common Services)
• Good potential for innovation through physical
  clustering/ functional clustering supporting the
  One Programme task teasms

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Challenges UN Haus

• Lack of guidance if construction is required
  (limited real estate market, security issues)
• Obtaining land deeds from government is a (very)
  lengthy process
• Limited sources to finance one off investment
  costs, proposal development, refurbishing
• Issues if landlord requires lease term gt2 years
  due to budgeting cycles agencies

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7. Role of the RC Office in DaO
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Role RC Office

• RC Office positioned as advisory coordination
  body to UNCT
• Each RCO Officers support tied to one or more
  DaO pillars
• ToRs tied in with DaO pillar deliverables
• Change Management role in each of the pillars
• Quality Assurance and Knowledge Transfer
• Neutrality and firewall are key to RCO work

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Appendix

• More detail on each of the Ones

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Results Based Management

• UN developed a common approach to results based
  management (concepts and methodologies agreed
  upon, using UNDGs approved harmonized
  terminology)
• The approach is used for
• (a) development results (16 in the UNCP)
• (b) the delivering as one results ( 5 as per the
  Ones)
• As requested by GoPNG, an inter-agency RBM
  Committee supports GoPNG in coming up with a
  comprehensive approach to GoPNGs own strategic
  planning and results based management (as part of
  the larger Aid Effectiveness agenda)
• Each year, the UN reports jointly on the
  development results as well as the delivering as
  one results

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Lessons Learned RBM

• The UN coming together behind a clear focus
  ensures knowledge sharing, learning and greater
  leverage at the policy level
• A common RBM approach has strengthened and
  simplified partnership with GoPNG (one strategic
  programme, joint AWPs, UN rather than
  agency-specific focal points and AWP steering
  committees)
• The structure of the management arrangements
  (e.g. task teams, steering committees) reinforces
  results focus
• DaO facilitated greater transparency on UNs
  financial management
• Joint results based reporting helps publicize and
  make visible UNs work in PNG and abroad

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Change Management

• External stakeholder analysis how do GoPNG and
  donors see the UN? What do they expect from the
  UN?
• Internal stakeholder analysis how does staff see
  the UN? What does staff expect from the UN? ?
• Capacity Assessment What capacity does the UN
  need to deliver against its results frameworks
  To meet the expectations of stakeholders?
• HR Transition Strategy How will the UN
  reposition its skill mix in support of the
  capacity assessment results?

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DaO is Change

• Change management has three pillars
• Institutional change
• Change of institutional set-up (platforms,
  entities and teams) for planning, implementing,
  suppoprting, financing, ME and reporting
  structures and roles
• Process change
• Change of processes supporting programme delivery
  (programmes and operational processes) UN
  Operations strategic planning processes,
  financing, ME, HR, Procurement etc.
• Human Capacity/Skills change
• Capacity assessment against DaO strategy-all 5
  pillars
• To what degree does the UN posses the capacity
  to deliver against the result frameworks (both
  development results and DaO results) of the Joint
  UN Country strategy

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Examples of allocation criteria

• Eligibility
• Linkages to Nat. Dev. Strat. MDGs
• Existence of 5 yr start. plan at outcome level
• Extent of gov/nat ownership
• Max. growth percentage of budget and agency
• Performance
• Min absorption rates Task Teams last cycle (75)
• annual deliverables realized last cycle (70)
• Ratio agency core resources allocated vs UN
  Country Fund resources requested (max 49 UNCF)
• Programme priority
• Annual UN programme priority areas (MDGs, Gender,
  Human Rights, CD, Environment,...)