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THE UN IN A CHANGING WORLD: Update on UN reform

THE UN IN A CHANGING WORLD: Update on UN reform. RR/DRR Cluster Meeting 16-23 March 2007, Bangkok. Presentation. Context for UN reform: Rationale and Drivers Key global challenges Progress to date 4. “One UN” pilots: Emerging thinking and challenges. The Case for Reform – Why now?.

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THE UN IN A CHANGING WORLD: Update on UN reform

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  1. THE UN IN A CHANGING WORLD:Update on UN reform RR/DRR Cluster Meeting 16-23 March 2007, Bangkok

  2. Presentation • Context for UN reform: Rationale and Drivers • Key global challenges • Progress to date 4. “One UN” pilots: Emerging thinking and challenges

  3. The Case for Reform – Why now? • To remain relevant and adapt to a changing environment Significant challenges ahead … • Unprecedented global change (speed, scope & scale) • MDG deadline close • More players, new aid modalities, and “grantization” of IDA • Growing expectations and demands placed on the UN … but

  4. The Case for Reform – Why now? … also windows of opportunity • Reform momentum of the 2005 Summit • Millennium Declaration, Monterrey, Paris Declaration • Increases in ODA – to be spent wisely (is UN positioned to take a larger share?)

  5. Drivers of UN reform in 2007 • Triennial Comprehensive Policy Review (TCPR) • SG’s High-Level Panel on UN system-wide coherence (November 2006) • New Secretary-General • Varying views of member states (e.g. Donors, G77, governing boards)

  6. Key challenges for reform • Striking a balance between Inclusiveness (within the UN family) vs. Effectiveness (cost & programmatic) • Fragmented UN agency governance • Operational issues: proprietary policies, systems & tools • Complexity of reform with parallel structures on security, humanitarian, and development agendas • Allaying agency fears of losing mandates and identity. • Unpredictable funding

  7. Progress to date • CCA/UNDAFs more strategic and better aligned with national priorities • Harmonized and simplified programming cycles, tools and procedures • Increasing number of joint programmes (with better guidance on modalities) • Strengthened RC system

  8. Progress to date …continued • Rationalized UN presence & reduction in transaction costs • Improved quality assurance/oversight through regional structures • Launch of the High Level Panel report “Delivering as One”, proposing the “One UN” pilots

  9. Implementation of the “One UN”: Mandate Many aspects of the HLP are waiting for inter-governmental discussion, and we cannot assume approval. However, we can move ahead with the “One UN” pilots, as the changes proposed originate in the TCPR, and are based on work of past five years. Governments of 8 countries volunteered to become “One UN” pilots Albania, Cape Verde, Mozambique, Pakistan, Rwanda, Tanzania, Uruguay and Viet Nam

  10. The Four “Ones” • One Programme • One Empowered Leader and Empowered Team • One Budgetary Framework • One Office

  11. Emerging Thinking on the “Ones” One Programme: • (new) UNDAF Results Matrix as 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, results based, programme format for monitoring and reporting

  12. Emerging Thinking on the “Ones” One empowered leader and empowered team: • RC plays a key role in ‘positioning’ the UN, drawing on UN assets and advocating for all UN organizations • Empowered team: All members are leaders in results areas • Need for ‘mutual’ accountability • Dual reporting lines for Agencies • RC accountable to UN System

  13. Emerging Thinking on the “Ones” One Budgetary 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

  14. Emerging Thinking on the “Ones” Country Level Fund: • Not new, based on JP pass-through funding management option used, e.g. in MDTFs • Allocation of pooled One Programme Fund resources to unfunded gaps in One Programme • Decision making through a Government/UN Steering Committee • RC accountable for allocation and reporting • Agencies accountable for use of funds received and report to donors through the RC

  15. Emerging Thinking on the “Ones” One Office: • Will vary greatly in pilots • Based on common services framework • Key constraint - different operational procedures, but interim solutions possible • There may be a need to create interfacing between ERPs

  16. Current Challenges • Ensuring the fully inclusive nature of the “One UN” process, without slowing it down • Making sure that pilots are free to experiment with different approaches with regional and headquarters feedback • Ensuring the inclusive, yet strategic nature of the “one programmes” to be developed • Expeditious mobilization of capacities to support the pilots, including further technical guidance • Ensuring efficient and prompt decision-making at the HQs and regional level in each of the respective areas and effective interaction

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