Outcome VNM_O_3

Advancing business transformation: UN-Women strategically plans for and transforms its business model to deliver impact at scale, through agile and ethical leadership.

I n 2023, UN Women staff faced challenges with the introduction of the New Quantum system and the Online Procurement and Travel Module in UNall. Despite the complexities, we adapted well by developing workflows and checklists for HR, Procurement, Travel, and Finance processes based on HQ’s guidelines. The system has been widely recognized for its user-friendly interface, and in-house training was organized to ensure staff proficiency. Additionally, UN Women Vietnam navigated a tough year due to increased government control on Official Development Assistance (ODA). Stringent approval processes and complicated procedures for project approval compelled the VCO to shift towards direct implementation for 80% of the budget. This involved designing and implementing activities internally instead of relying on the partners. Despite the increased workload and challenges, the VCO successfully adapted to the changes. Open communication with the Regional Office and Headquarters allowed us to address challenges openly and seek hands-on support when needed. Throughout these changes, we maintained our reputation as a high-delivery office, demonstrating resilience and adaptability in the face of adversity. UN Women Vietnam office is locate d s in the Green One UN House since Jun 2015, in line with the UN reform for the effective delivery of the mandate of UN Women. The office enjoys all joint services and advantages of its Common Back Office.

Advancing business transformation: UN-Women strategically plans for and transforms its business model to deliver impact at scale, through agile and ethical leadership.

2022 offered an opportunity to draw valuable lessons for Vietnam Country Office (VCO) to enhance both internal procedures and ways of working as well as the results generated from implementing our triple mandate. In particular, the office focused on implementing the remaining four recommendations of the internal audit by IAS from the 2020’s Country Programme Evaluation and Audit (CPE+A) and the external UN Board of Auditors’ audit of VCO that happened from 14 November to 16 December 2022. We received a support mission from the regional Operation Team (Operations Manager and HR Business Partner) to review our internal procedures and offer solutions for enhancing efficiency while securing compliance with UN Women policies and procedures. The important lessons learned from these processes can serve to inform the “pivoting to the field” efforts: Country level recommendations of audits and evaluations should be connected with structural changes needed or frameworks/technical resources available at corporate level: as a result of the internal CPE+A, VCO was required to develop: a Coordination Strategy, a Capacity Building Strategy, and an Integrated Monitoring Framework even when these strategies or tools do not exit at HQ or regional levels. That gap transferred the burden and cost of developing these to the CO level, even if there is a clear value to have them at HQ or RO level first. This challenge placed the CO in the dilemma of either reallocating core funding normally used for normative and catalytic efforts towards internal tool development or overburdening the staff with additional workload to produce them in-house. In our case we did the latter, with the cost of adding an extra layer of work to already stretched programme officers. Building a relationship of trust and client orientation between HQ and ROs and CO/MCOs in order to improve efficiency and effectiveness of our field presence: Raising challenges openly with the RO allowed the CO to get the hands-on support needed. In this case, through a week-long mission to the country and open discussions between CO staff and RO colleagues, clear recommendations were made and implemented immediately after through a series of memos, on key issues related to office organization, HR, travel and contracts. For this effective team work to work across the organization, we need to build a relationship of trust between CO/MCOs and the ROs and promote for the ROs and HQ to follow a client orientation approach.

Advancing business transformation: UN-Women strategically plans for and transforms its business model to deliver impact at scale, through agile and ethical leadership.

In 2024, the office's operational capacity to manage 80% of the plan through direct execution by UN Women as the ODA approval process has not been changed. The business has been transformed to deliver the SN results effectively and efficiently: - Regularly monitor the delivery of the procurement plan, SSA plan, and partner disbursement plans through monthly meeting . Quarterly meeting between the Programme and Operations teams also address operational challenges, identify common errors, provide troubleshooting guidance, and share best practices. - Coordinating with Regional and HQ offices to address Viet Nam's unique context. With the increased use of direct implementation, the Viet Nam Country Office has faced several challenges, including contracting government officers as consultants and an increased number of LPRCs due to many procurement cases reaching $50,000. - Regularly update staff to enhance their awareness and understanding of frequently used policies and procedures, ensuring the correct application of workflow processes. - Reflect on the good practices in both programme and operations that we should continue. Identify the most important lessons learned over the year, and determine what needs improvement and how to achieve it. Throughout these changes, we maintained our reputation as a high-delivery office, demonstrating resilience and adaptability in the face of adversity. UN Women Viet Nam office locates in the Green One UN House since Jun 2015, in line with the UN reform for the effective delivery of the mandate of UN Women. The office enjoys all joint services and advantages of its Common Back Office. With signed MOU in 2024, we can use more services from CBO such as HR, Procurement etc.