UN Delivering as One: Uruguay RWA analysis

1. UN Delivering as One:Uruguay RWA analysis

2. KEY THEMES FROM READY-WILLING-ABLE SURVEY IN DECEMBER 2007 Positives Negatives • Strong recognition of value of ‘One UN’ reform • Can better ability to address national priorities • Has commitment of country counter-parts • Commitment to ‘One UN’ reform and basic concepts • ‘One Programme’, ‘One Leader’, ‘One Office’, ‘One Budgetary Framework’ • Belief it will make UN more effective and increase MDTF support • Lack of shared vision for ‘One UN’ • No consensus on form of change • Priorities of ‘One UN’ not clearly identified • Country leadership lacks clear strategy UNCT alignment around ‘Delivering as One’ vision Necessary factors for change • Positive change management capability within agencies • Good reform culture • Change management capacity / capability • Agreement on importance of RCO role, but perceived conflict of interest from dual RC/UNDP RR role • Misalignment of team interests with reform • Not full support from UNCT • Skepticism re: career benefits from participation • Reluctance to make sacrifices for ‘One UN’ • Insufficient / inadequate communications • View that coherent ‘One Voice’ is needed • No clear vision for the ‘One Voice’ • Not enough commun-ication to date to staff and stakeholders • Reservations about HQ/RDT role • Leadership and support • Ability to mobilize resources • Speed in dealing with obstacles • Insufficient / inefficient resources and toolkit for reform • Doubts about resources and worries about extra workload • Systems and processes • HR (training shortfalls)

3. Generally position attitude to changeResponses from 12 Agencies Output From RWA Survey “Strongly Agree” Average Survey Score Legend UNCT Uruguay “Strongly Disagree” Source: Uruguay UNCT RWA Survey (December 2007), Dalberg analysis

4. Oppose Neutral Support “Ready” High variance in “readiness” driven by strength of agreement on value of reform but lack of clarity on vision for ‘One UN' Questions: “Ready” Score Themes • Strong recognition of value of ‘One UN’ reform • Can better ability to address national priorities • Has commitment of country counter-parts • My agency recognizes the need to change the way the UN operates • The UN needs to change the way it operates in-country • The One UN reform process will allow the UN to better meet national priorities • My agency agrees with other agencies on the priorities of a reformed UN • Country counterparts are committed to implement a reformed UN • I feel ready to share premises and harmonized business processes • People from other agencies recognize the need to change the way the UN operates • Lack of shared vision for ‘One UN’ • No consensus on form of change • Priorities of ‘One UN’ not clearly identified • Country leadership lacks clear strategy • I feel ready to switch to joint programming modalities • I feel that I clearly understand the objective of the 'One UN' reform • I feel ready to switch to pooled funding modalities • Top country leadership is aligned behind a clear strategy and approach for a reformed UN • There is an appropriate level of involvement of team members in decision making • The key reform issues have been identified and are being appropriately addressed • The UNCT shares a clear and explicit vision as to the priorities of a reformed UN • There is a high degree of consensus on the form of the required change Source: Uruguay UNCT RWA Survey (December 2007), Dalberg analysis

5. Oppose Neutral Support “Willing” Clear support for ‘One UN’ concept but lack of perceived alignment between ‘One UN’ and personal interests Questions: “Willing” Score Themes • Commitment to ‘One UN’ reform and agreement with concepts • ‘One Programme’, ‘One Leader’, ‘One Office’, ‘One Budgetary Framework’ • Belief it will lead to greater effectiveness and increase in MDTF support • My agency HQ is committed to the 'One UN' reform • I am willing to accept changes to my role if it helps to improve the UN's relevance and impact • Joint programmes are an effective vehicle for enhancing the impact of the UN system • My agency agrees with the concept of the 'One Programme' • The 'One UN' will help lead the UN to greater effectiveness in-country • My agency agrees with the concept of 'One Office' (including both a UN House and harmonized business processes) • Most people in my agency in this country are committed to the 'One UN' reform • The 'One UN' reform will lead to additional funding for UN activities through pooled, multi-donor trust funds • My agency agrees on how to manage the One UN coherence fund • The UNCT is committed to the 'One UN' reform • My agency agrees with the concept of 'One Leader' • My agency agrees with the concept of 'One Budgetary Framework' • Team members work together collaboratively to realize cross-agency improvement opportunities • Misalignment of team interests with reform • Not full support from UNCT • Skepticism re: career benefits from participation • Reluctance to make sacrifices for ‘One UN’ goals • 'One UN' will be highly attractive to the talented individuals that we want to attract • The UNCT fully supports the RC leadership in advancing the One UN reform agenda • The UNCT´s willingness for embracing change is high • I will have more attractive career opportunities once 'One UN' is implemented • People within the organization are ready to make short term personal sacrifices to achieve long-term gains • Team members put the UN's collective interest ahead of agency and/or personal interests Source: Uruguay UNCT RWA Survey (December 2007), Dalberg analysis

6. Oppose Neutral Support “Able” Strong change management culture exists within agencies but HQ / RDT role and inefficient systems and training programs perceived as areas of concern Questions: “Able” Score Themes • Positive change management capability within agencies • Good reform culture • Change management capacity / capability • My agency is supportive of my efforts to join the 'One Programme' • My organization has a good track record with implementing reforms • Most of us in the organization will be able to adapt roles and responsibilities if required • Uncertain HQ/RDT role • Leadership and support • Ability to mobilize resources • Speed in dealing with obstacles • We have the necessary HQ and regional leadership to make a 'One UN' highly successful • The required people will be reassigned to key projects of the UN reform • We have the necessary HQ and regional support to make a 'One UN' highly successful • The necessary resources will be mobilized to make this reform process a success • Headquarters / RDT will deal quickly and effectively with any potential obstacles • Insufficient / inefficient toolkit for reform • Systems and processes • HR (training shortfalls) • We have the necessary systems and processes to make a success of the 'One UN' • We have the necessary training programs to support changes resulting from the reform process Source: Uruguay UNCT RWA Survey (December 2007), Dalberg analysis

7. Questions: “Communications” Oppose Neutral Support “Communication” Biggest communication issue is lack of trust, confidence, and support among agencies and UNCT members Score Themes • My transformation-related questions have been answered honestly in this survey based on current information available • Information being communicated • Roles and expectations • Resources for information clear • Knowledge and information on current stages of pilot • I feel I have the knowledge necessary to support the reform process • I feel that I know what is expected of me in the design of the 'One UN' • I feel that I know what are the different roles and responsibilities of RC and UNCT in this process • My RD and HQ are helpful resources for information about the project • I feel that I know what is expected of me once the 'One UN' is implemented • I am receiving the information I need regarding the current stage of the pilot • I feel that I know what I should report at the end of 2007 on the progress achieved in this process • I feel that I know what are the different roles and responsibilities of HQ, RDT and UNCT in this process • There is a high degree of respect among UNCT members • Lack of transparency and reservations on inter-agency support and collaborations • Lack of transparency • Lack of information on future stages of pilot • No open communication and support among agencies • Team members challenge each other and debate issues constructively • We have a UNCT with a culture that can support the open communication necessary to the reform process • There is a high degree of respect among UN Agencies in Uruguay • The current communications teams are effectively programming the flow of information to facilitate its processing by UNCT members • The current communications teams are doing a good job of ensuring a clear and transparent flow of information • There is a high degree of support among UN Agencies in Uruguay • The UNCT plan for the Uruguayan pilot is highly transparent • There is a high degree of support among UNCT members • I am receiving the information I need regarding future stages of the pilot • The UN corporate plan for 'One UN' pilots is highly transparent • Trust and confidence lacking • There is a high degree of trust and confidence among UNCT members • There is a high degree of trust and confidence among UN Agencies in Uruguay Source: Uruguay UNCT RWA Survey (December 2007), Dalberg analysis Source: Uruguay UNCT RWA Survey (December 2007), Dalberg analysis

8. Eight major themes identified (I/IV) Selected quotations Description(1) Q: “What aspects of the reform are you most positive about?” Strong belief in the value of ‘One UN’ reform • Need for reform • Opportunity to enhance programme coordination and improve address of national priorities • Commitment from country counterparts to UN reform “It is about time that we take this seriously.” “Team integration with the essential expertise to cope with national priorities.” “Agencies [talking] to one another, people [getting] together.” “Trust building” Need for coherent voice but unclear vision for ‘One Voice’ • Need for one voice to maintain coherence • Strength of UN message to be enhanced • No consensus on the form of ‘One Voice’ “Essential to keep the coherence of the UN system” “it´s a voice that represents and integrates all Agency´s voices.” “One Voice: the voice that shouts louder, there a long long way yet to go.” “One voice different speakers according [to] the issue.” “need to show the system as one, but the "voice" isn´t necessary always the same”” (1) Based on both quantitative and qualitative RWA survey responses Source: Uruguay UNCT RWA Survey (December 2007), Dalberg analysis

9. Eight major themes identified (II/IV) Selected quotations Description(1) Themes “it´s a person with strong leadership and with the ability to represent, and coordinate all Agency´s perspectives and worries.” “[RCO role is to be an] honest broker.”” Agreement on RCO role and importance thereof • Highly effective role • Meets need for leadership and coordination at the country level “The RCO is a key element, no action would take place otherwise” “[RCO role] seems to be highly effective.” “Is hard to be accepted as leader with "many hats one the same head” Perceived conflict of interest from dual role of UN RC and UNDP RR • Dual role seen as conflict of interest • UNDP firewall system not working effectively “One leader cannot sit on two chairs at the same time” “Regrettably [the firewall] is not working mainly because of how it was defined/established.” “[The firewall] can improve.”” (1) Based on both quantitative and qualitative RWA survey responses Source: Uruguay UNCT RWA Survey (December 2007), Dalberg analysis

10. Eight major themes identified (III/IV) Selected quotations Description(1) Themes Reservations about the role of HQ / RDT “Certain agencies continue to consult with their HQ on every decision. Where is the delegation? Where is the space given to pilot country agencies to push the envelope as far as possible without reverting to the old excuse "I must consult with my HQ" ?” • HQ / RDT not acting as conduits for communication with the UNCT • Little evidence of leadership • Lack of support from HQ / RDT • HQ / RDT slow in dealing with obstacles “My Regional Office is almost ignorant on this reform, and provides practically no support. “lack of a strong support of some agencies HQ.” Insufficient / inefficient resources and processes • Systems and processes • Training programs to support changes • High demand on time “Limited resources” “lack of required human resources” “High reporting demands which duplicate our work instead of producing economies of scale as originally intended.” “too many meetings, too much extra work, too many papers” (1) Based on both quantitative and qualitative RWA survey responses Source: Uruguay UNCT RWA Survey (December 2007), Dalberg analysis

11. Eight major themes identified (IV/IV) Selected quotations Description(1) Themes Misalignment of team interests with reform “[Lack of] agreement among Agencies and UNCT” “Mistrust among agencies” • Insufficient support among UN agencies and UNCT members • No belief that ‘One UN’ will benefit career prospects • Reluctance to make short term personal sacrifices to achieve long-term gains “Lack of trust among UNCT members.” “[Need for] More information from the UN as a whole” “Lack of transparency in the information about the reform” Insufficient / inadequate communications • Internal comms. do not give clarity on the next stages of the pilot • Lack of common understanding of vision and priorities of reformed UN • Lack of transparency in the ‘One UN’ reform process “Lack of clarity of added value of a Pilot Country as opposed to a non-Pilot Country” (1) Based on both quantitative and qualitative RWA survey responses Source: Uruguay UNCT RWA Survey (December 2007), Dalberg analysis

12. 67 Hope is the primary feeling associated with the reform 67% 38% 24% 24% 19% 14% 14% 14% 10% 5% 0% 0% Disappointment Indifference Bitterness Weariness Trust Satisfaction Frustration Exasperation Pride Worry Enthusiasm Hope “We must be more effective and convinced about [the] ‘One UN’ process, in order to achieve the government demands, objectives and goals.” “We hope that the Change Management work, will deepen the knowledge we have from each other and the process, allowing us to open minded for the success of the ONE-UN project.” (1) Based on both quantitative and qualitative RWA survey responses Source: Uruguay UNCT RWA Survey (December 2007), Dalberg analysis

13. Five themes are challenges to ‘One UN’ implementation, requiring immediate attention (I) Themes / challenges Potential resolutions Unclear vision for ‘One UN’ • Create UNCT common vision & aspiration for ‘One UN’ • Translate vision into road map, with timelines and milestones to make vision reality • Define principles of engagement with ‘One UN’ / ‘One Plan’, criteria for joining, and windows of opportunity • Conduct stakeholder beliefs audit • Define criteria by which to make strategic prioritizations for programmes • Define mechanism for articulation of UN normative role Reservations about the role of HQ / RDT • Define exceptions required of HQ • Make public and visible HQ / RDT displays of support, including • Displays of overcoming inertia on key systems decisions • Assignment of core funding to ‘One UN’ purposes • Development of frequent and transparent communications re: ‘One UN’ reform Insufficient / inefficient resources • Assign dedicated change management capacity as a matter of priority • Relieve key personnel of some operational responsibilities to focus on ‘One UN’, reducing incremental effort • Ensure access to training to deal with revised processes, systems etc. • Enhance capacity for strategic planning

14. Five themes are challenges to ‘One UN’ implementation, requiring immediate attention (II) Themes / challenges Potential resolutions Misalignment of team interests with reform • Change evaluation process to ensure that career incentives are linked to ‘One UN’ performance • Limit the incremental work required for UN reform by assigning additional capacity (as above) Insufficient / inadequate communications • Develop clear Uruguay UNCT internal communications plan • Develop clear communications plan within PMO at DGO