un delivering as one: uruguay rwa analysis. 1 key themes from ready-willing-able survey in december...

UN Delivering as One:Uruguay RWA analysis

2

KEY THEMES FROM READY-WILLING-ABLE SURVEY IN DECEMBER 2007

• Strong recognition of value of ‘One UN’ reform- Can better ability to

address national priorities

- Has commitment of country counter-parts

• 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

• 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

• Misalignment of team interests with reform- Not full support from

UNCT- Skepticism re: career

benefits from participation

- Reluctance to make sacrifices for ‘One UN’

• Positive change management capability within agencies- Good reform culture- Change management

capacity / capability

• Insufficient / inefficient resources and toolkit for reform- Doubts about

resources and worries about extra workload

- Systems and processes

- HR (training shortfalls)

• Reservations about HQ/RDT role- Leadership and

support- Ability to mobilize

resources- Speed in dealing with

obstacles

• Agreement on importance of RCO role, but perceived conflict of interest from dual RC/UNDP RR role

• 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

Positives Negatives

UNCT alignment around ‘Delivering as One’ vision

Necessary factors for change

3

Generally position attitude to changeResponses from 12 Agencies

3.5 3.5 3.3 3.2

0

1

2

3

4

5

Ready Willing Able Comms

Average Survey Score

Output From RWA Survey

Source: Uruguay UNCT RWA Survey (December 2007), Dalberg analysis

“StronglyDisagree”

“StronglyAgree”

UNCT Uruguay

Legend

4

High variance in “readiness” driven by strength of agreement on value of reform but lack of clarity on vision for ‘One UN'

“Ready”“Ready”

ScoreQuestions: “Ready” Themes

• Strong recognition of value of ‘One UN’ reform- Can better ability to

address national priorities

- Has commitment of country counter-parts

1 2 3 4 5

• 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

• There is a high degree of consensus on the form of the required change

• The UNCT shares a clear and explicit vision as to the priorities of a reformed UN

• The key reform issues have been identified and are being appropriately addressed

• There is an appropriate level of involvement of team members in decision making

• Top country leadership is aligned behind a clear strategy and approach for a reformed UN

• I feel ready to switch to pooled funding modalities

• I feel that I clearly understand the objective of the 'One UN' reform

• I feel ready to switch to joint programming modalities

• People from other agencies recognize the need to change the way the UN operates

• I feel ready to share premises and harmonized business processes

• Country counterparts are committed to implement a reformed UN

• My agency agrees with other agencies on the priorities of a reformed UN

• The One UN reform process will allow the UN to better meet national priorities

• The UN needs to change the way it operates in-country

• My agency recognizes the need to change the way the UN operates


Oppose SupportNeutral

5

Clear support for ‘One UN’ concept but lack of perceived alignment between ‘One UN’ and personal interests

Questions: “Willing”

• Team members put the UN's collective interest ahead of agency and/or personal interests

• People within the organization are ready to make short term personal sacrifices to achieve long-term gains

1 2 3 4 5

• 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

Score Themes

• 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


“Willing”“Willing”

• I will have more attractive career opportunities once 'One UN' is implemented

• The UNCT´s willingness for embracing change is high

• The UNCT fully supports the RC leadership in advancing the One UN reform agenda

• 'One UN' will be highly attractive to the talented individuals that we want to attract

• Team members work together collaboratively to realize cross-agency improvement opportunities

• My agency agrees with the concept of 'One Budgetary Framework'

• My agency agrees with the concept of 'One Leader'

• The UNCT is committed to the 'One UN' reform

• My agency agrees on how to manage the One UN coherence fund

• The 'One UN' reform will lead to additional funding for UN activities through pooled, multi-donor trust funds

• Most people in my agency in this country are committed to the 'One UN' reform

• My agency agrees with the concept of 'One Office' (including both a UN House and harmonized business processes)

• The 'One UN' will help lead the UN to greater effectiveness in-country

• My agency agrees with the concept of the 'One Programme'

• Joint programmes are an effective vehicle for enhancing the impact of the UN system

• I am willing to accept changes to my role if it helps to improve the UN's relevance and impact

• My agency HQ is committed to the 'One UN' reform


6

• We have the necessary training programs to support changes resulting from the reform process

• We have the necessary systems and processes to make a success of the 'One UN'

ScoreQuestions: “Able” Themes

• Positive change management capability within agencies- Good reform culture- Change management

capacity / capability

1 2 3 4 5

• Insufficient / inefficient toolkit for reform- Systems and processes- HR (training shortfalls)

• Headquarters / RDT will deal quickly and effectively with any potential obstacles

• The necessary resources will be mobilized to make this reform process a success

• We have the necessary HQ and regional support 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 leadership to make a 'One UN' highly successful

• Most of us in the organization will be able to adapt roles and responsibilities if required

• My organization has a good track record with implementing reforms

• My agency is supportive of my efforts to join the 'One Programme'

“Able”“Able”Strong change management culture exists within agencies but HQ / RDT role and inefficient systems and training programs perceived as areas of concern

• Uncertain HQ/RDT role- Leadership and support- Ability to mobilize

resources- Speed in dealing with

obstacles



7

“Communication”“Communication”

Questions: “Communications”

1 2 3 4 5

Score


• There is a high degree of trust and confidence among UN Agencies in Uruguay

• There is a high degree of trust and confidence among UNCT members


• The UN corporate plan for 'One UN' pilots is highly transparent

• I am receiving the information I need regarding future stages of the pilot

• There is a high degree of support among UNCT members

• The UNCT plan for the Uruguayan pilot is highly transparent

• There is a high degree of support among UN Agencies in Uruguay

• The current communications teams are doing a good job of ensuring a clear and transparent flow of information

• The current communications teams are effectively programming the flow of information to facilitate its processing by UNCT members

• There is a high degree of respect among UN Agencies in Uruguay

• We have a UNCT with a culture that can support the open communication necessary to the reform process

• Team members challenge each other and debate issues constructively

• There is a high degree of respect among UNCT members

• I feel that I know what are the different roles and responsibilities of HQ, RDT and UNCT in this process

• I feel that I know what I should report at the end of 2007 on the progress achieved in this process

• I am receiving the information I need regarding the current stage of the pilot

• I feel that I know what is expected of me once the 'One UN' is implemented

• My RD and HQ are helpful resources for information about the project

• I feel that I know what is expected of me in the design of the 'One UN'

• I feel I have the knowledge necessary to support the reform process

• My transformation-related questions have been answered honestly in this survey based on current information available

• I feel that I know what are the different roles and responsibilities of RC and UNCT in this process

Themes

• Information being communicated- Roles and

expectations- Resources for

information clear- Knowledge and

information on current stages of pilot

• Trust and confidence lacking

Biggest communication issue is lack of trust, confidence, and support among agencies and 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


8

Eight major themes identified (I/IV)

Description(1) Selected quotations

Q: “What aspects of the reform are you most positive about?”

• Need for reform• Opportunity to enhance programme

coordination and improve address of national priorities

• Commitment from country counterparts to UN reform

Strong belief in the value of ‘One UN’

reform

Strong belief in the value of ‘One UN’

reform

Need for coherent voice but unclear

vision for ‘One Voice’

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’

(1) Based on both quantitative and qualitative RWA survey responsesSource: Uruguay UNCT RWA Survey (December 2007), Dalberg analysis

“It is about time that we take this seriously.”

“Agencies [talking] to one another, people

[getting] together.”“Trust building”

“Team integration with the essential expertise to cope

with national priorities.”

“it´s a voice that represents and integrates

all Agency´s voices.”

“Essential to keep the coherence of the

UN system”

“One voice different speakers according [to] the

issue.”

“need to show the system as one, but the "voice" isn´t

necessary always the same””

“One Voice: the voice that shouts louder, there a long long way yet to go.”

9

Eight major themes identified (II/IV)

Selected quotationsThemes

• Highly effective role• Meets need for leadership and

coordination at the country level

Agreement on RCO role and importance

thereof

Agreement on RCO role and importance

thereof

Perceived conflict of interest from dual

role of UN RC and UNDP RR

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

“Is hard to be accepted as leader with "many hats

one the same head”

“One leader cannot sit on two chairs at

the same time”

“The RCO is a key element, no action would take place

otherwise”

“[RCO role] seems to be highly effective.”

“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.””

“Regrettably [the firewall] is not working mainly because

of how it was defined/established.”

“[The firewall] can improve.””


Description(1)

10

Eight major themes identified (III/IV)


• 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 obstaclesReservations about

the role of HQ / RDT

Reservations about the role of HQ / RDT

Insufficient / inefficient

resources and processes

Insufficient / inefficient

resources and processes

• Systems and processes• Training programs to support changes• High demand on time

“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" ?”

“lack of required human resources”

“Limited resources”

“My Regional Office is almost ignorant on this reform, and

provides practically no support.

“lack of a strong support of some agencies HQ.”


Description(1)

“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”

11

Eight major themes identified (IV/IV)


• 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

Misalignment of team interests with

reform


reform

Insufficient / inadequate

communications


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] agreement among Agencies and UNCT”

“Lack of transparency in the information about the

reform”

“[Need for] More information from the

UN as a whole”

“Mistrust among agencies”


Description(1)

“Lack of clarity of added value of a Pilot Country as opposed to a

non-Pilot Country”

“Lack of trust among UNCT members.”

12

Hope is the primary feeling associated with the reform


“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.”

“We must be more effective and convinced about [the] ‘One UN’ process, in order to achieve the government demands, objectives and goals.”

0%

Disappointment

0%

Indifference

5%

Bitterness

10%19%

67%

Frustration Enthusiasm

14%

38%

Satisfaction Worry

14%24%

Trust Pride

14%24%

Weariness Exasperation Hope

13

Five themes are challenges to ‘One UN’ implementation, requiring immediate attention (I)

Themes / challenges Potential resolutions

Unclear vision for ‘One UN’

Unclear vision for ‘One UN’



Insufficient / inefficient resources

Insufficient / inefficient resources

• 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

• 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

• 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

Themes / challenges Potential resolutions


reform


reform


communications


communications

• 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)

• Develop clear Uruguay UNCT internal communications plan• Develop clear communications plan within PMO at DGO

Five themes are challenges to ‘One UN’ implementation, requiring immediate attention (II)

un delivering as one: uruguay rwa analysis. 1 key themes from ready-willing-able survey in december...

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