SOPs for “Delivering as One”

SOPs for “Delivering as One”
Quick Guide for WFP Staff
This note is intended to be a handy guide for WFP field staff on Delivering as One (DaO) and the
Standard Operating Procedures (SOPs) for countries adopting DaO. It contains the following sections:
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What is Delivering as One?
What are Standard Operating Procedures (SOPs)?
What do the SOPs cover?
Each section outlines implications for WFP. In general, while encouraged, DaO is voluntarily
adopted and should be contextualized to local needs and conditions. As such the SOPs can
be applied with flexibility, there are no components which are ‘mandatory’.
What is Delivering as One?
DaO was developed as a modality to strengthen the
coordination and coherence of the UN system at the
country level. It is reflected in the Quadrennial
Comprehensive Policy Review (QCPR), which is a
resolution adopted by the General Assembly to guide
the work of the UN at the operational level, with a
focus on field implementation issues.
The decision to adopt the DaO modality rests with the
government. Its implementation should be contextspecific and adapted to local needs and capacities.
Should the government decide to pursue DaO, the RC
and the UNCT should support the government in
coordinating its implementation. A total of 50
countries have adopted the DaO approach as of July
2015.
Implications for WFP Country Offices
(COs)

At the corporate level WFP is an active supporter of
the DaO approach.

COs are encouraged to be proactively engaged in
its development and using DaO as an opportunity
to advance WFP’s specific concerns and priorities.

DaO is not strictly confined to development
operations. It can also be adopted by transition
countries and in pre- or post-crises situations,
where activities related to preparedness, resilience
and recovery are undertaken.
What are Standard Operating
Procedures (SOPs)?
To provide practical guidance, the UN Development
Group (UNDG) has developed Standard Operating
Procedures for countries adapting DaO. The
objectives of the SOPs are primarily to:
1. provide to UNCTs, Governments and partners in
countries that call on the UN to adopt the DaO
approach an integrated package of clear guidance
for country-level implementation; and
2. provide information for national counterparts in
countries that are considering to adopt the DaO
approach.
Implications for WFP COs

WFP was an active participant in the development
of the SOPs.

COs are strongly encouraged to review the SOPs
and contribute to their implementation at national
level, in coordination with the RC, the UNCT and
government counterparts.

While adopting the SOPs might entail additional
work in the short/medium term, it should be
viewed as an opportunity to advance WFP’s own
priorities within the UNCT and its interaction with
national counterparts and other local stakeholders.
It may also provide funding opportunities for WFP,
such as through joint funds and joint resource
mobilization efforts.
outcome areas through coordinated and
collaborative planning, implementation, monitoring
and evaluation. They should focus on strategic
policy and programme content and be aligned with
national coordination mechanisms (Generic Terms
of Reference - page 7). Each Result Group is
chaired by a Head of Agency on behalf of the
UNCT and may include other Heads of Agencies,
relevant programme staff and national
counterparts.
What do the SOPs cover?
The SOPs have overarching elements and five pillars:
1) one programme, 2) one common budgetary
framework, 3) one leader, 4) operating as one and 5)
communicating as one.
Overarching elements:
a. Joint oversight and ownership are agreed between
the Government and the UN as outlined in the
terms of reference for a Joint National/UN Steering
Committee.
b. Joint UN results are reported annually in the UN
Country Results Report.
Implications for WFP COs:

Heads of Agencies, including from WFP, may
participate in the Steering Committee as discussed
and agreed locally.

Normally, the SOPs recommend that annual UN
Country Results Report replace agencies’ individual
reporting requirements. However, it is recognized
that this does not preclude agency-specific
reporting if this is required by the agencies’
governance structures. For WFP, this means
continuing to produce the yearly Standard Project
Reports (SPRs), as required by the Executive
Board.
1) One Programme unifies the UN system under
one national development strategy/plan, including
linkages to emergency response as relevant. It is
underpinned by integrated policy positions and
services and real-time monitoring through joint work
plans. The key components are summarized below:
a. UNDAF should be prepared and signed, including a
results matrix at the outcome level and a legal
annex. In general, it is preferred to keep the
UNDAF results at a high level so that it remains a
strategic and inclusive document. The legal annex
includes clauses that were previously part of the
UNDAF Action Plan (UNDAP) or the Country Action
Plans (CPAPs, used mainly by UNDP, UNFPA and
UNICEF).
b. Results Groups contribute to specific UNDAF
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c. Each Results Group creates a joint work plan,
which is rolling in nature and articulates shortterm outputs that will contribute to the
achievement of UNDAF outcomes, performance
benchmarks, division of labour and budgetary
requirements. (Tips and template – page 11)
d. The UNCT and partners must carry out at least
one evaluation during an UNDAF cycle, normally
during the penultimate year.
Implications for WFP COs:
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All country offices (not just DaO countries) are
encouraged to incorporate their activities into the
UNDAFs. Activities related to emergency response,
e.g. preparedness, mitigation, resilience and
recovery can be incorporated.

WFP Country Directors (CDs) are encouraged to
lead/co-lead Results Groups of interest to WFP.

While it may be desirable that the Results Groups’
joint work plans replace agency-specific plans, this
is not possible for WFP given the existing planning
and reporting requirements to the Executive Board.
Country Offices must still produce the Annual
Performance Plan for Country Offices, in addition to
participating in the Results Groups’ joint work
plans. More information can be found at the
recently updated section of the Programme
Guidance Manual related to the SOPs for Delivering
as One countries.
2) The Common Budgetary Framework (CBF),
with all planned and costed UN programme activities
presented transparently in one place, provides a
shared view of the UN’s contribution as a whole to
the country. The key components are summarized
below:
a. Medium-term CBF is a results-oriented resourcing
framework for UN resources, aligned to the UNDAF/
One Programme (Guide to the Common Budgetary
Framework).
b. Annual CBF is as a part of the Result Groups’ Joint
Work Plans. It is updated annually with transparent
data on financial resources required, available,
expected and to be mobilized (Guide to the
Common Budgetary Framework, page 12).
c. Joint Resource Mobilization strategy, approved
by the UNCT, is prepared as appropriate to the
country context. It is monitored and reported
against in the UN Country Results Report.
d. The option of a One Fund should be duly
considered. It is an optional but recommended
mechanism to complement agency core and noncore fund management modalities.
Implications for WFP COs:

The CBF can provide the basis for setting funding
priorities, mobilizing resources to cover funding
gaps and allocating resources (in the case of the
One Fund). The Joint National/UN Steering
Committee normally sets the funding priorities.

The RC, in coordination with the UNCT, leads the
Joint Resource Mobilization strategy. However, this
does not preclude any agency-specific resource
mobilization efforts.

So that the CBF can be realistically monitored and
updated, WFP CDs must share timely information
with the RC on new resources mobilized or any
changes in expected resources for the Results
Groups and associated appropriations in the CBF led
by WFP. The RC should inform the UNCT and its
members about funding opportunities.
3) Under the One Leader pillar, the RC and the
UNCT act as one leadership, with an enhanced coordination function led by the RC. All of the UNCT
members carry the responsibility for the role and
results of the UN in the country. Key components of
the One Leader pillar are the following:
a. The RC strengthens the strategic leadership of the
UNCT and plays a central role in coordinating the
operational activities on the ground, helping to
ensure alignment to national priorities. The RC also
leads the UNCT in the strategic development of the
One Programme.
b. The empowered UNCT makes joint decisions
relating to programming activities and financial
matters, within agency-specific delegated
authorities.
c. UNCT implements the Management and
Accountability (M&A) System and the UNCT
Conduct and Working Arrangements. Both
documents provide an overview of UNCT
coordination arrangements and accountability
structures.
d. If international humanitarian assistance is required
and a separate Humanitarian Coordinator function
not established, the RC coordinates the response
efforts of the UNCT and the relevant humanitarian
actors. If Special Representative of the SecretaryGeneral (SRSG) is appointed, the RC normally
functions as the Deputy Special Representative of
the Secretary General (DSRSG) and is responsible
for the coordination of humanitarian and
development assistance.
Implications for WFP COs:

One Leadership Team comprises both the RC and
CDs/Country Reps. It should not have a negative
impact on CD’s relations with line Ministers and
counterparts.

The job descriptions of WFP CDs reflect the role of
the RC in strategically positioning the UN in a
country.

By the end of 2015, RCs are to provide formal input
to the performance appraisals of the WFP CDs
automatically through the WFP performance
management system. (This will be communicated
by HR).
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UNCT results should be reflected in WFP’s own stock
taking and national reporting systems.
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The RCs can 1) amend One Programmes if activities
are no longer aligned to national needs, priorities
and challenges and 2) propose UNCT members to
amend projects and programmes in order to bring
them in line with One Programmes. For WFP, the
overall value of such change cannot exceed the
authorities delegated by the Executive Board (see
the Accountability Guide for Managers).
4) Operating as One provides options for common
operational and service support to the implementation
of the One Programme. Core elements of the pillar are
the following:
a. Business Operations Strategy (BOS), which can be
endorsed and adapted to local needs and
capacities. The BOS can include a variety of areas
such as common procurement, transport and
logistics, ICT, human resources, audit, finance,
premises and harmonized approach to cash
transfers (please refer to the BOS guidance note
for full scope and further details).
b. Empowered Operations Management Team is
chaired by a Head of Agency and operational costs
and budgets are integrated in the overall mediumterm CBF.
Implications for WFP COs:
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From WFP’s perspective it is important that the
decision to Operate as One is made on consensual
basis within the UNCT and in consultation with the
government as appropriate. COs are encouraged to
participate in the UNCT discussions from the outset
and consult with technical focal points at HQ when
necessary.
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The BOS may require a significant staff commitment
during the initial phase of its development as well
as in subsequent monitoring and reporting.
Therefore, it would be advisable to determine a
realistic scope, considering available staff capacity.

WFP has the option not to participate in business
areas if it is demonstrated to impact negatively
WFP’s cost effectiveness, internal accountability or
programming.
a. A joint communication strategy, appropriate to the
country context, is approved by the UNCT and
monitored and reported against in the UN Country
Results Report.
b. Country Communications Group is chaired by a
Head of Agency and supported by regional and HQ
levels as necessary.
c. Communicating as One does not mean that only
one person (such as the RC) speaks or acts as the
spokesperson for the UNCT members. Ensuring
consistent and coherent messaging is a shared
responsibility of all UNCT members.
d. To support Communicating as One, agencies must
assume, whenever possible, sufficient human and
financial resources to support consistent
messaging.
e. UNCT members will continue to engage in agency
specific communication activities, such as
producing and executing agency-specific strategies,
policies, messages and products, using their own
brand identities. However, agency-specific
messages should be consistent with agreed
common positions and should complement the joint
UNCT/Mission efforts.
Implications for WFP COs:

WFP CDs are encouraged to help shape common UN
communication efforts on the ground.
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In humanitarian situations, careful attention needs
to be drawn to the humanitarian principles of
humanity, neutrality, impartiality and operational
independence.
5) Communicating as One facilitates coherent
messaging and advocacy on normative and
operational matters, and a consistent strategic
dialogue with host countries. Key components include
the following:
Key Resources:

Standard Operating Procedures (SOPs) for countries adapting the Delivering as One
Approach

Quadrennial Comprehensive Policy Review (QCPR) on wfp.go

Letter from ED to Country Directors and Regional Directors on SOPs, 13 October 2014
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Letter from UNDG Principals on SOPs, 11 September 2014
Photos: WFP/Agron Dragaj; WFP/Silke Buhr; WFP/Ranak Martin; WFP/Boris Heger
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November 2015