United Nations in Tanzania: Delivering as One

A 60-Second Guide

The United Nations in Tanzania is one of eight UN country offices in the world to pilot the Delivering as One (DaO) reform. Since January 2007, UN Tanzania has been developing new ways of working together with Government to achieve a greater impact on the ground by being more results oriented, efficient and harmonising business practices across agencies.


What is Delivering as One?
The Delivering as One reform involves streamlining programs, focusing on areas where the UN can have an impact, reducing duplication of effort, and making more effective use of human and financial resources. As other pilot countries, UN Tanzania is continuously testing new working methods and tools.

Delivering as One involves a bottom-up approach to reform: evidence from change in the field is influencing the agenda and the political process at UN Headquarters. The support of UN Member States is crucial to ensure that best practices from the pilots are effectively applied as an operational standard across the world.


What prompted the reform?
The Delivering as One reform comes in response to the changing aid environment - an attempt to translate the Paris and Accra principles of aid effectiveness into practice. It also aims to reaffirm the UN’s position as a relevant actor in the field of development.


How is the reform structured?
The Delivering as One reform has five pillars: One Programme; One Leader; One Fund; One Office; and One Voice.

The One UN Programme approach involves collaboration between UN agencies and partners, requiring joint work plans, joint budgets and defining common results. From July 2011-June 2015, the UN in Tanzania is operating under a single business plan: the UN Development Assistance Plan (UNDAP). Theplan captures the entire range of activities supported by the UN system in Tanzania (see the 10 UNDAP Information Package fact sheets on the programme areas).

Since 2007, donors have invested over 90 million USD in UN Tanzania’s programmes through the One Fund, rather than channelling funds to individual UN agencies. Through a performance based allocation system, the One Fund has enabled effective application of results-based management principles. In addition, the One Fund mechanism has improved the UN’s long-term planning capacity and funding predictability, reducing transaction costs for donors and Government.

The One Office agenda focuses on harmonizing business processes and developing common services for all UN agencies with a view to increasing operational efficiency and financial savings. The Government and the UN are also looking to realise a common UN House (co-location) in Dar es Salaam, which is already in place in Zanzibar. The UN interagency Operations Team is also working on joint procurement, joint information communication technology and joint human resource tools to further enable delivery on the Programme of Cooperation. 

One Leader refers to the empowerment of the UN Resident Coordinator and the UN agency Heads. An effective and committed UN Country Team under the leadership of the Resident Coordinator has allowed for the adoption of an ambitious agenda to facilitate the smooth implementation of the reform process.

The One Voice component of the reform enhances UN coordination, capacity and impact in the area of communication. With a Delivering as One communication strategy, the UN interagency Communication Group supports programme delivery and the ability of the country team to ‘Communicate as One’. Internal communication about the reform has also been key to the change management process. Joint external communication has improved and increased the visibility of UN and fostered support among external stakeholders.


What are some of the major achievements of the DaO reform to date?

Firstly, the UN’s four-year business plan, the 2011-2015 UNDAP, articulates, in greater detail than ever before, the precise contribution of the UN  to Tanzania’s national development priorities and international commitments, thereby enhancing transparency and accountability to Government and Development Partners. It pushes the reform further by deepening the harmonization of business practices and improving cost effectiveness.

Second, UNDAP incorporates a Programme Results Matrix and a complementary Monitoring and Evaluation Matrix which includes indicators, baselines, targets and means of verification. UNDAP also incorporates a Delivering as One Matrix which defines the strategic results and actions of the reform process.

Finally, Tanzania made history by becoming the first country globally to produce a Common Country Programme Document (CCPD), a subset of the UNDAP. It incorporates a common narrative with agency-specific components, results frameworks and resource requirements for UNDP, UNFPA, UNICEF and WFP.


What is the Tanzanian Government’s role in the reform?

The Tanzanian Government has shown leadership and ownership in the Delivering as One reform reaching as far back as 2006 when they volunteered to become one of the eight pilot countries. Today, through the Joint Steering Committee, co-chaired by the Permanent Secretary of the Ministry of Finance and Economic Affairs and the UN Resident Coordinator, the Government is directly involved in providing policy guidance to ensure alignment with national priorities and responsible for resource allocation from the One Fund.  To facilitate cooperation under UNDAP, the UN’s planning cycle has been aligned with Government’s, enabling compliance with requirements for the national budgeting process. This is in line with UN Tanzania’s commitment to using national systems such as the Government Exchequer, wherever possible.