One UN Initiative in Viet Nam: Lessons from the Country-Led Evaluation

1. One UN Initiative in Viet Nam: Lessons from the Country-Led Evaluation UNDG AP & RC Strategic Dialogue 12 November 2010 John Hendra UN RC Viet Nam

2. Presentation Outline • Viet Nam Context and Objectives of UN Reform • Reflections from the Independent Country-Led Evaluation (CLE) • Key Challenges • Moving Forward to the Next One Plan • UNDG-AP support to DaO • Key Lessons Learned

3. The Viet Nam Context Overall development context: • Viet Nam is now a Middle Income Country (MIC) • Rapid economic growth and poverty reduction • Increasing global and regional integration (UN Security Council, ASEAN, WTO) • On track to meet most of the MDGs But… • Viet Nam at lower MIC range (US$ 1,000 per capita/year) • One of the most vulnerable countries to climate change and environmental problems • Emerging governance and socio-economic challenges - including persistent poverty (ethnic minorities) rising inequality and disparities • Still gaps in MDG attainment (especially MDG 6 and 7) • Some donors will phase out as Viet Nam is now a MIC, but country still in need of ODA to tackle these challenges.

4. Strategic Intent One UN Initiative “The strategic intent of the One UN Initiative in Viet Nam is to improve the effectiveness of the UN system to contribute to national development priorities and move towards providing high-quality policy advice and advocacy, focusing on the UN’s normative role. The move towards high quality policy advice and advocacy implies a combination of features concerning staff skills mix and capacity, programme design, programme execution and strategic communication.” Source: Independent Country-Led Evaluation Report

5. CLE: Objectives of Reform • Effectiveness and efficiency of UN Participating Organizations & quality of development interventions • Cohesive policy voice in Viet Nam’s socio-economic context • Highest quality policy, economic and technical advice using all available resources of the UN system • Harmonization of management, budgets, programmes and management practices • Via the Five Ones (One Plan, Budget, Leader, Set of Management Practices & House) + “One Voice”

6. Reflections from the Viet Nam CLE: One Plan – DaO to maximize policy impact • From Agency-based service delivery to coherent and coordinated policy advice and advocacy • Greater ability to help address cross-Govt, multi-sectoralissues which will predominate in Viet Nam as MIC (climate change, migration, anti-corruption, legal and judicial reform, MDG gaps) • Conducting UN-wide policy research to inform and influence policy views and create space for policy dialogue very effective (multi-dimensional approach to poverty; support to national socio-economic planning, anti-corruption) • Agencies changing staff profiles and skills mix to support policy and normative role critical (i.e. UNDP, UNICEF). • Examples “clearly show the potential for a reformed way of working…” Next OP must “build on these successes and demonstrate a more explicit approach to reform” (CLE Report).

7. Reflections from the Viet Nam CLE: One Plan - Changing Architecture UN-GoV Programme Coordination Groups (PCGs): • Changing the architecture has been key – from Agency based approaches to thematic clusters. • Staff of different UN and GoV agencies now working better together to jointly plan, monitor and review One Plan implementation. • PCGs have facilitated joint advocacy, policy advice and dialogue, and research. Will be the basis of UN thematic teams in a co-located One UN Green House. • Key role in substantive analysis of development challenges to inform the next One Plan 2012-2016 • Are “arguably the most radical of the initiatives under the One Plan”, enabling “an orientation towards outcomes, new collaborative ways of working, and a changed awareness of accountability” (CLE Report).

8. Reflections from the Viet Nam CLE: One Plan – Cross-cutting issues “Delivering as One” on gender equality: • DaO improves UN’s performance on gender equality: “Cross-cutting initiatives, especially gender, have benefitted from a higher profile under the reforms”. (CLE Report). • Committed UNCT has strengthened focus and priority given to gender, consistent high-level advocacy and speaking with one voice on gender issues. • DaO has enabled consistent and coherent policy focus and built a stronger evidence base for gender issues.

9. Reflections from the Viet Nam CLE: One Plan – Cross-cutting issues “Delivering as One” on gender equality, cont: • UN has leveraged convening role via Gender PCG and support to Gender Action Partnership. “There is evidence of clear benefits in promoting gender equality through the Gender PCG.” (CLE Report). • DaO has helped drive a holistic, integrated approach focused on accountability (Gender Audit, UNCT Gender Mainstreaming Strategy). • Critical minimum resources are key to drive strategic focus. JP on GE is “a practical example of new programming which is explicitly designed to support policy.” (CLE Report)

10. Reflections from the Viet Nam CLE: One Budget Pooled funding via the One Plan Fund (OPF) • From individual agency fundraising to One Budget and One Fund. • OPF enables UNCT, led by RC, to mobilize and allocate resources in a strategic way. From 2007-2010 OPF received US$ 85 million in un-earmarked multi-year funding from 13 donors. • Proportion of One UN budget financed from the OPF has steadily increased, from 17% in 2008 to 25% in 2009. Approx 34% in 2010 and over 51% in 2011.

11. Reflections from the Viet Nam CLE: One Budget Pooled funding via the One Plan Fund (OPF) • With 25% of One Budget made up of regular resources, and up to 50% from the OPF (if it materialises) opportunity to have 75% of the UN’s work at country level coherently funded. • Critical to enable focus and joint planning: the OPF is “an important tool to help stimulate greater strategic focus and outcome orientation” (CLE Report). • Change in donor mind-set now needed– from funding a ‘pilot’ to a more effective and coherent way of funding the UN system at country level.

12. Reflections from the Viet Nam CLE: One Leader and One Voice One Leader + One Vision, with many actors all “singing from the same song-book” • One Leader is a core requirement for success of reform. • “Arrangements negotiated in Viet Nam have resulted in genuine progress towards a more empowered decisive role for the RC. Changes are visible to GoV and development partners.” (CLE Report) • Process of reform requires strong communications for change – both internally among staff and externally – “One Advocacy Voice”. • One Communications Team: - the “pilot within a pilot” 11+ staff from 5 agencies, co-managed, co-located and clustered, common JD format and performance review system.

13. Reflections from the Viet Nam CLE: One Leader and One Voice One Leader + One Vision, with many actors all “singing from the same song-book” • Much stronger advocacy and joint communications on key development challenges (HIV and children, poverty, gender-based violence, impact of the economic crisis, challenges of climate change, etc.) when UN moves from an institution-specific to an issue-specific strategy • Shows UN staff can work in a common environment, with common job descriptions and a single manager. Barriers between agencies can be overcome. • One Voice recognized as an “integral part of the One UN…a bold and imaginative way to test more far-reaching ideas of institutional reform.” (CLE Report)

14. Reflections from the Viet Nam CLE: One Set of Management Practices Reform and harmonization of business practices: • Key demand of GoV for UN to minimize administrative costs, duplication and inconsistencies. • Embodied in One Plan Management Plan (OPMP) and supported by One Management Team (OMT). • Harmonized Programme and Project Management Guidelines (HPPMG) for Excom Agencies, Harmonized Approach to Cash Transfers (HACT); Cost Norms for all UN/EU support to GoV. • Common services (ie travel, security, procurement, training, administration, IT support). • Progress made – but not yet possible to show significant cost savings: “Presents the most daunting procedural challenges, but the potential benefits in the form of lower transaction costs are very large” (CLE Report).

15. Reflections from the Viet Nam CLE: One Green UN House From 10 offices to all 17 UN Agencies sitting together, in thematic teams, in One Green UN House… • One Green UN House is a “pre-requisite for the full implementation of the One UN Initiative” (CLE Report). • Unprecedented support – US$ 10 million funded from donor and UN contributions; GoV commitment (land, rent-free status). • Model for viability of innovative sustainable buildings, integral part of UN’s climate change advocacy (CLE Report). • Upfront energy and water savings estimated at US$ 0.5 million annually with significant additional cost savings from common services. • Pre-design phase under finalization.

17. Reflections from the global CLEs Common lessons from CLEs in 7 of the 8 “DaO” pilots: • DaO driven by national ownership and leadership – and has reinforced this, transforming the Govt-donor-UN relationship. • Created a strong expectation that reform will be pursued with “equal vigour” at regional and global levels. • Benefitted from participation of MIC’s as cooperation priorities shift as countries move to higher human development. • One Plan/One Programme allows UN to be more relevant, coordinated and coherent, focus on upstream policy advice, and better address cross-cutting issues. • Facilitated by new architecture – common coordination mechanisms for programme implementation.

18. Reflections from the global CLEs Common lessons from CLEs in 7 of the 8 “DaO” pilots, cont: • One Budget/One Fund isthebedrock for achieving greater relevance and coherence. One Funds have coordinated resource mobilization and reduced competition and fragmentation among UN agencies. • Harmonization of business practices provide opportunities for economies of scale – further attention from HQ and legislative bodies needed to accelerate progress. • Common premises being implemented in some countries – but in others facing financial and logistical constraints. • RC as a formally empowered One Leader is essential for success of the DaO approach. • DaO has enabled UN to speak with One Voice leading to more effective advocacy on policy issues.

19. Key Challenges – Viet Nam “Impressive Progress” – but more to be done: • Next One Plan is the litmus test – need for greater focus, shift to upstream policy support, clear articulation of UN comparative advantage in the Viet Nam context. • More explicit approach to policy work, measuring policy impact and using service delivery to pilot new approaches with policy implications. • “Greater financial and programme management authority should be vested in the RC” (CLE Report). • Sustainability of funding – requires donor “mind-shift” from piloting to long-term coherent support for UN system reform. • UNCT needs to move now to re-profile staff and meet growing demand for upstream policy and technical advice. • Continued movement at HQ – reform accountability arrangements, end double reporting, UN-wide results based management, revise legal agreements, etc.

20. Moving Forward “The challenge for the next One Plan is to continue …reform and demonstrate a substantial shift away from many service delivery projects to fewer more influential projects…” (CLE Report) • Building on the CLE and Hanoi Conference, UNCT is now developing the next One Plan 2012-2016. • Intensive process – Joint Country Analysis in March, PCG analysis April-May, Stakeholder Consultation 2 June, UN Synthesis Report July-August, Strategic Prioritization Retreat in September, CSO consultation October 2010. • Joint Task Force with GoV and donors meeting to finalise outcomes and indicators in three focus areas: Inclusive, Equitable and Sustainable Growth; Access to Quality Essential Services and Social Protection; Governance and Participation • Supported by new OPMP and change management strategy in advance of move to One Green UN House

21. UNDG-AP Support to DaO • UNDG-AP is best placed to support DaO via: • Robust analysis and evidence on regional trends requiring a national response (e.g. climate change, migration). • Cutting edge analytical work – how to avoid the MIC trap; good policy examples; etc. • Getting it right at the One Plan/UNDAF stage sharing Best Practices (ie UNDAF Preparation in Middle-Income Countries – good example) • Support to Knowledge Management and sharing of Best Practices on UN reform

22. UNDG-AP Support to DaO • UNDG-AP is best placed to support DaO via: • Brokering peer to peer learning and partnerships (between pilots and self-starters and ‘volunteers’) • Support to enhanced accountability as a Team - 180 degree UNCT assessment • Supporting “as One”: Supportive technical expertise – from team to team (UNDG-AP to UNCT) not agency to agency • Sharing best practice approaches to measuring policy impact. • Commitment to model and advocate for reform including upwards to HQ to make changes to support DaO on the ground

23. Key Lessons Learned “The performance of the reform is remarkable and brings forward many lessons for expanding the initiative to other countries” (CLE Report) • The evidence is in. The pilots are driving change, reinforcing Government ownership . Tripartite leadership is key. • Governments expect reform to continue and deepen – from pilots to a more coherent long-term approach. • UN needs to much more clearly identify its comparative advantages in specific country contexts, and use DaO to deliver maximum policy impact. • Fragility and sustainability of reform. More attention to succession arrangements needed, especially in UNCT. • Donor support is critical for sustainability – but depends on UN’s ability to deliver change - at country level and at HQ. • Future success depends on the willingness and capacity of the UN system to remove remaining constraints and institutionalize system-wide reform.

24. “We recognize the UN achievements, and we now see a more effective UN, engaging with us ‘as One’ on key policy priorities, we see a UN ready to take steps to simplify and harmonize their procedures, we see the One UN working better together to ensure they build programmatic linkages and synergies for enhanced development impact and taking concrete steps to avoid duplication. The UN now clearly is not the same as the UN three years ago.” MrNguyễnQuốcCường, Vice Minister of Foreign Affairs at the Roundtable on UN Reform, 19 January 2009 “We have been piloting proactively and actively the One UN Initiative in Viet Nam within the framework of the Delivering as One approach. ….the Government’s ownership has been increased through the implementation of the initiative, ensuring the Government’s decisive say in cooperation with UN organizations.”  H.E.Mr Nguyen Tan Dung, Prime Minister of Viet Nam, at the Hanoi Conference, 16 June 2010

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