1. Country-Led Evaluation Delivering as One UN Pilot Initiative in Viet Nam Key Lessons and Recommendations High-Level Tripartite Conference on Delivering as One 14-16 June 2010, Ha Noi, Viet Nam

2. Context of UN Reform in Viet Nam Rapid and dynamic development in Viet Nam since the 1990s, transition to middle-income country 2005 Ha Noi Core Statement on Aid Effectiveness Key leadership role of GoV in driving UN reform Unique Tripartite Partnership for reform including Government, Donors and UN UN reform in Viet Nam already started in 2006 before the official selection of DaO pilot countries

3. Objectives of the Evaluation 1.Assess the extent to which the Delivering as One UN pilot initiative contributed to the attainment of national development results. 2.Assess to what extent the Delivering as One UN pilot initiative is on track to achieve the expected results against the strategic intent. 3.Assess the extent to which the Delivering as One UN pilot initiative is contributing to the principles and recommendations of the Ha Noi Core Statement on Aid Effectiveness 4.Identify lessons learned from the implementation of the Delivering as One UN pilot initiative in Viet Nam. 5.Make recommendations on which actions would be required by key stakeholders in order to ensure effective and efficient implementation of the Delivering as One UN pilot initiative in Viet Nam.

4. Scope of the Evaluation: Six Pillars One Plan One Budget/One Fund One Leader One Set of Management Practices One Green UN House One Voice

5. Methodology and Limitations Evaluation criteria: Relevance, Effectiveness, Efficiency, Sustainability Assessment of progress towards the strategic intent of the UN reform in Viet Nam Triangulation of data: document review, interviews, focus group discussions, multi-stakeholder validation workshop. Several limitations and constraints: * No coherent set of indicators from the start of reform, so complicated to make a ‘before and after’ comparison; * Targets of UN reform shifted over the years; * UN reform started soon after new UNDAF cycle, so One Plan constrained by prior commitments between GoV and UN; * Period of reform relatively short, so very difficult to assess UN contribution to national development results.

6. General Conclusions “Impressive progress” “Performance of the reform in Viet Nam is remarkable and brings forward many lessons for other countries.” “UN reform has tried to tackle fundamental problems with management and accountability that beset the UN system.” “Progress towards the Ha Noi Core Statement” “Fundamental changes achieved in the way UN staff work together, especially through the Programme Coordination Groups (PCGs) and the One UN Communications Team.” “One Plan 2: a shift away from output delivery towards provision of high-quality policy advice and advocacy.”

7. Progress towards Strategic Intent 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. Substantial progress towards the strategic intent when viewed from the perspective of the DaO model. Challenge for the next One Plan: continue the reform and demonstrate a shift towards more influential projects that best use UN comparative advantages to support national objectives.

8. Assessment of Six Pillars RelevanceEffectivenessEfficiencySustainability One PlanHigh- Moderate Moderate- High HighLikely One Plan FundHighHigh- Moderate ModerateLikely with risks One LeaderHigh ModerateLikely One Set of Management Practices HighModerate Likely Green One UN House HighModerate Likely One VoiceHigh Likely

9. One Plan – Lessons Tripartite structure in Viet Nam: effective mechanism to ensure the UN reform process is driven by Government with strong support from donors. One Plan is highly relevant, aligned to national priorities and has the potential to improve strategic focus. Good progress made in terms of effectiveness and efficiency. New DaO countries: create clear objectives from the start. Time the start of reform to coincide with a new planning cycle or towards the end of a cycle. One Plan needs to be inclusive of all UN Agencies in order to enable the creation of a coordination mechanism around substantive Outcomes/Themes (PCGs). The different planning cycles of UN Agencies are an obstacle to greater coherence in planning.

10. One Plan – Lessons Programme Coordination Groups (PCGs) are the most important element of the One Plan pillar in Viet Nam. PCGs have reorganised the UN architecture around substantive Outcomes/Themes rather than Agencies. PCGs enabled new collaborative ways of working and a changed awareness of accountability. Important to conduct a robust human resources capacity assessment early in the reform process and then followed through with a change management strategy Evidence of clear benefits in promoting Gender Equality through the Gender PCG.

11. One Plan – Recommendations Programme Coordination Groups co-convened by GoV and UN to take the lead role in defining the scope of work and target outcomes for the next One Plan 2012-2016, to which UN Agencies will then be asked to deliver support. The Plan for 2011 to be structured as much as possible to round off activities under the One Plan 2 to enable a fresh start under the next One Plan. The job descriptions of all Heads of Agencies and relevant professional/technical staff should include their role in PCGs which should be part of annual performance assessments.

12. One Plan – Recommendations Stop the practice of double reporting through PCGs and by Agencies to their headquarters. All reporting should be based on a single common reporting format. Adopt a reporting approach that describes how UN-supported outputs contribute to outcomes. Address weaknesses in the UNDAF methodology which does not create a logical results chain. Many of the problems in M&E and Results-Based Management (RBM) in general are not linked to the Delivering as One UN pilot initiative as such. Consider creating a One M&E Team modelled on the experience with the One Communications Team, because of the central role of M&E to the success of UN reform.

13. One Plan – Recommendations The next One Plan needs to demonstrate an even more explicit approach to reform with the following key elements: –Harmonisation of planning cycles with clear commitments from UN Agency headquarters to work within a 5-year cycle –More explicit identification of UN comparative advantage and Agency roles in the implementation of obligations from UN conventions, resolutions and treaties. –A more systematic approach to policy support. –Planning to measure outcomes of support for policy advice –More explicit justification for service delivery work that demonstrates clear linkages to UN roles and comparative advantages or is used to gather data or pilot approaches in support of upstream policy support.

14. One Plan Fund – Lessons The One Plan Fund is an important incentive for changing Agency programmes in line with One Plan intentions. The Resident Coordinator, on behalf of the UNCT, has been very successful in mobilizing resources for the One Plan (US$ 81.8 million received/committed as at 31 Dec 2009). Donor support for the One Plan Fund has enabled a more flexible source of funding to be available for allocation at country level. The fund allocation mechanism has been revised in 2009 with more objective criteria, although little evidence yet of allocation decisions being used to prioritise for One Plan outcomes.

15. One Plan Fund – Recommendations The One Plan Fund has been an effective mechanism and donors should support continuation of the Fund for the next One Plan period, pending more general review of donor funding for the UN at country level. New allocation criteria are relatively comprehensive, but require further improvements for the next One Plan. The UNCT (working as the OPFMAC - One Plan Fund Mobilization and Allocation Committee) should develop a clear separation of functions between submitting financial proposals, and reviewing and approving proposals to ensure fund allocation is driven by One Plan priorities rather than agency entitlements.

16. One Leader – Lessons The UNCT in Viet Nam has been able to achieve progress towards One Leader by a combination of vision and ambition among UNCT members and the strong commitment shown by Government and donors. The creation of a ‘Code of Conduct’ and ‘Memorandum of Understanding’ for the One Leader by the UN Country Team in Viet Nam to implement the One UN Initiative were important innovations that enabled the UNCT to progress beyond system-wide arrangements through the UNDG.

17. One Leader – Recommendations The UNDG Management and Accountability Framework of 2008 needs to be revised and brought up to date to reflect the experience of the DaO UN Pilots. Experience from Viet Nam calls for simpler statements of authority over resources, budget allocation and programming for the RC and clearer lines of accountability between Agency members of the UNCT and the RC. The UNCT Viet Nam should revise the ‘Code of Conduct’ for the next One Plan period to progress further towards the concept of ‘unified management’. Specifically, greater financial and programmatic management authority should be vested in the UN Resident Coordinator.

18. One Set of Management Practices - Lessons The Harmonized Programme and Project Management Guidelines (HPPMG) and the Harmonized Approach to Cash Transfers (HACT) are steps towards promoting Government ownership in line with the Ha Noi Core Statement on Aid Effectiveness. It is expected that the HPPMG will contribute to simpler business processes and lower transaction costs. The GoV-UN-EU Cost Norms have created greater transparency and a basis for harmonization and alignment between donors and Government, in the spirit of the Ha Noi Core Statement on Aid Effectiveness. Harmonisation of Standard Basic Agreements is an important issue but not one that need delay other practical aspects of reform. UN Agencies are separate legal entities, so it would be difficult to achieve a single SBA.

19. Management Practices - Recommendations UNCT should press for all Agencies to make plans to work under the HPPMG during the next One Plan. Those UN agencies concerned with renegotiating their Standard Basic Agreements should commit to an agreed timetable that is aligned with the move to One Green UN House.

20. One Green UN House – Lessons The Green One UN House in Viet Nam has received unprecedented support among the DaO pilot countries: Government allocated a high-value site, a building and 10 years rent free; donors provided substantial financial support; and UN Agencies are funding the balance. As a demonstration example of the best possible eco- friendly and energy efficient office building in the region, the Green One UN House in Ha Noi will be a strong statement of the tripartite commitment to environmental sustainability and addressing climate change.

21. One Green UN House - Recommendations The Tripartite National Task Force (TNTF) needs to continue to support the One Green UN House process and help create a mechanism by which DIPSERCO (Department under the Ministry of Foreign Affairs) and the UN can best manage the complex legal and technical issues related to this project.

22. One Voice – Lessons The set-up of the One UN Communications Team, with an appropriate skills mix, effective reporting lines, and a common workspace and work plan, has enhanced the ability of the Team to respond to both advocacy and communication needs in an integrated manner. The One UN Communications Team experience shows that UN Agency staff can work in an environment with common job descriptions, managed by staff from other Agencies, and assessed using a common performance assessment tool. Barriers between Agencies can be overcome. The UN RC is acknowledged as the clear Voice of the UN, but there are still challenges to be overcome in Agency image and visibility.

23. One Voice – Recommendations An approach needs to be developed such that the One UN Communications Team service is available to all UN Agencies, not only those that contribute directly. Funding from the One Plan Fund might be the means to achieve this. In view of the successful experience with the One UN Communications Team consider expanding this arrangement to other core areas such as monitoring and evaluation of the One Plan.

24. Recommendations to Government Government leadership and support to the Delivering as One UN pilot initiative has been an essential factor in the progress that has been made. GoV support needs to continue with special emphasis on mechanisms to improve the planning and implementation of UN projects and programmes. Working through the TNTF, Government should support the PCG arrangements, seeing them not as an extra layer between Government Ministries and UN Agencies, but as a new and more effective way of obtaining better value from UN expertise and resources, and facilitating cross- Government and UN-wide engagement. Government should advocate for further reforms to improve the managerial authority of the Resident Coordinator through the UN Development Group and the Executive Boards of UN Agencies.

25. Recommendations to Donors Direct support and involvement by bilateral donors through the Tripartite National Task Force has been a special feature of the Delivering as One UN pilot initiative in Viet Nam. There has been sufficient progress under the Delivering as One UN pilot initiative for donors to continue their support by funding the One Plan Fund for the next One Plan period. The mechanism of pooled funding under the One Plan Fund has provided a strong incentive for reformed ways of working within the UN, but further work is needed to ensure that funds are allocated in line with national priorities and UN comparative advantage. Fund allocation and policy support are two areas where donors should continue to use their influence and technical expertise to help maintain the pace of reform and move further towards the strategic intent.

26. Recommendations to UN Agency HQs There needs to be stronger and more demonstrative support by UN Agency Headquarters in several areas: Working through UNDG to reform accountability arrangements and give the Resident Coordinator clear managerial authority in the UNCT. Revision of job descriptions to take account of working through PCGs and other forms of joint programmes. Rationalization of agency identity at country level so that heads of Agency work as a unified management team with less need for separate visibility. Harmonisation of planning cycles with clear commitments from UN Agency Headquarters to work within a 5-year cycle. Agreement over a common format for Agency reporting that can be used within PCGs and for reporting to HQs. Revision of legal agreements in several areas (e.g. to enable faster progress with the Green One UN House).

27. Recommendations to UNCT Viet Nam The next One Plan needs to build on current achievements and demonstrate a more explicit approach to reform, e.g. by clearly identifying the UN’s comparative advantage and a more systematic measurement of policy-oriented outcomes. The UNCT (working as the OPFMAC) should develop a clear separation of functions to ensure fund allocation is driven by One Plan priorities rather than Agency entitlements; also need to further refine the OPF allocation criteria. Revise the ‘Code of Conduct’ for the One Leader. Develop plans for all Agencies to work under the HPPMG. Make the One UN Communications Team service available to all Agencies (e.g. by through funding from the OPF). Consider creating a One M&E Team modelled on the experience with the One Communications Team.