Delivering as One ( DaO ) Papua New Guinea

1. Delivering as One (DaO) Papua New Guinea

2. Index • Background PNG • Development Impact DaO • DaO structure • DaO and the Paris Declaration • Lessons Learned DaO • Challenges and Opportunites DaO

3. 1. Background PNG

4. 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 (>500 airports)

5. UN System in PNG UN staff in country: 148 Value UN Country Programme- 165M USD

6. 2. Development Impact of DaO 9 ways DaO reinforces development results

7. 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 Enhanced efficiency- doing more with the same Enhanced effectiveness - doing better with the same • One strategy supported by One Fund • Single Quarterly and Annual development reports for GoPNG and DP’s Enhanced Transparency when delivering results

8. Development impact DaO 2/3 WHAT? HOW? Enhanced support to Aid Effectiveness and Paris Declaration process • Enhanced alignment and linkages UN strategy to national dev. priorities • More coherent engagement with DPs & GoPNG Enhanced Relevance UN System • Enhanced positioning UN leading /contributing to key thematic areas • Better leverage UN comparative advantage Reduced internal and external transaction costs • Coherent approach towards partners and GoPNG • One contribution to One Fund • One report rather than multiple agency based reports

9. Development Impact DaO 3/3 WHAT? HOW? Reduced UN Operating Cost • UN bargaining power- joint procurement • Shared effort: • - Joint Resource Mobilization • - Joint M&E and Reporting Strengthened UN leadership • Enhanced strategic leadership under single country strategy • Enhanced clarity role RC & UNCT • Enhanced thematic leadership under Task teams Strengthened Results Focus • Results based planning, budgeting and reporting

10. 3. Structure of DaO Integrated Programme and Operations Strategy

11. Delivery as One in PNG

12. 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) • M&E 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

13. One Programme in PNG: UN Country Programme UN Country Team Chair: RC Unified UN leadership Programme Coordination Committee (PCC) Chair: UNICEF Unified UN leadership 5 yr Strategic Plan per theme area Governance and Crisis Management Foundations for Human Development Sustainable livelihoods and population HiV/AIDS Gender 6 Task Teams Joint AWPs per task team 3 Task Teams Joint AWPs per task team 2 Task Teams Joint AWPs per task team 1 Task Teams Joint AWPs per task team 1 Task Teams Joint AWPs per task team Single teams delivering outcomes Single Annual Work Plans per outcome Joint M&E Joint M&E Joint M&E Joint M&E Joint M&E Integrated M&E mechanism Single development report Single report Individual agency parts of joint work plans Individual agency parts of joint work plans Individual agency parts of joint work plans Individual agency parts of joint work plans Individual agency parts of joint work plans Many agencies delivering

14. 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 -> Channels between 60-80% of in country UN development resources • Performance based planning, budgeting and reporting

15. UN Country Fund

16. Joint Resource Mobilization

17. Resource allocation criteria Allocation criteria based on three core principles: • Eligibility: minimum requirements (links nat. priorities, links UN strategy, quality results & M&E 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, MDG’s, Environment,…)

18. 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), M&E and reporting

19. UN Operations

20. 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

21. 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

22. 4. Delivery as One and the Paris Declaration

23. 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)

24. 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

25. 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

26. 5. Lessons Learned and Challenges DaO

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

28. 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

29. 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 M&E etc)

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

31. Lessons learned UN Budgetary Framework • UNBF realized significant reduction of transaction costs for DP’s 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

32. Challenges UN Budgetary Framework • Earmarked funds vs non earmarked funds • Use of criteria depends on strength of M&E framework • Mobilising un-earmarked funds remains challenging • Mobilising resources for Strategic Support pillar (UN Operations, change management etc) remains challenging

33. Lessons learned UN Operations • UN Haus is a key catalyst to driving UN Operations • Joint Procurement key driver for operational cost reductions • Many low cost- high impact interventions available

34. Challenges UN Operations • Difficult to move forward- specialized knowledge required • Capacity at country level limits progress • Ability for country innovation limited due to high dependence on corporate rules and regulation • Limited resources for Operational Reform

35. Lessons Learned UN Communication and advocacy • Pooling communication resources opens option for more strategic role for UN communications (programme support) • Reinforces quality and reach of common UN advocacy (MDG’s, HR, Gender) • Powerful tool for UN branding and positioning • Relatively limited dedicated communication capacity in UN

36. Challenges & Opportunities UN Communication and Advocacy • Lack of UN identity of staff remains a challenge for strategic planning and implementation • Lack of resources (staff and financial) for joint communication remains a problem • Opportunity for significant economies of scale in UN advocacy

37. 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

38. 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 >2 years due to budgeting cycles agencies

39. 7. Role of the RC Office in DaO

40. 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

41. Appendix More detail on each of the Ones

42. Results Based Management • UN developed a common approach to results based management (concepts and methodologies agreed upon, using UNDG’s 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 GoPNG’s 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

43. 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 UN’s financial management • Joint results based reporting helps publicize and make visible UN’s work in PNG and abroad

44. 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?

45. DaO is Change • Change management has three pillars: • Institutional change • Change of institutional set-up (platforms, entities and teams) for planning, implementing, suppoprting, financing, M&E and reporting structures and roles • Process change • Change of processes supporting programme delivery (programmes and operational processes) UN Operations: strategic planning processes, financing, M&E, 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

46. 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,...)