1

RR Induction Workshop

Corporate Update & Overview of 2015July 2015

22

The Strategic Plan calls for UNDP to deliver results in a more integrated and effective way

• We need to be effective in delivering strong development results on the high expectations of the Strategic Plan 2014-17

• We need to be financially sustainable, recognizing that declining core resources require a leaner and more cost effective organization

Development issues are complex, multi-dimensional and often unique to each society —SO MUST BE OUR APPROACH AND ADVICE

33

Key Principles used in the Structural Review

• Support better Country Office delivery and implementation (program, policy, and operations support)

• Respond rapidly to crises when they occur while mainstreaming disaster risk reduction and resilience into all our program areas

• Deliver effectively on the priorities established in the Strategic Plan and onwards, within the resources available in our integrated Budget

• Be flexible, and adaptable to shifts in priorities

44

What were the key changes?

• Shift functions requiring a more regional / country-level context to the Regional Hubs

• Creation of new, unified policy bureau (BPPS)- consolidation of all policy & programme support across HQ and regional levels

• Separate Crisis Response Unit (CRU) - coordination of corporate response to crisis (L3)

• Improve management ratios to be less top heavy• Improve enabling functions – by consolidation and business

process re-engineering

55

Structures – UpdateHQ & Regional Levels

New structures are in place, transitions have commenced• Pre-Structural Changes: 1,709 Organograms Oct 2014: 1,525

HQ/Regional Ratio has improved• Pre-Structural Changes: 60 / 40 Organograms Oct 2014: 44 / 56

• 30% shift of staff out of HQ to the region

6

2015 - Focus on Delivery

6

DRAFT FOR DISCUSSION

• Programme alignmento Deliver high quality programmeso Better use of evidence of results

•Making the new accountability framework work

• Delivering a new BOM

77

Corporate Accountability Framework

• Clarification of where accountability rests Transparent decision making within the

organization

• Agreement between Bureaux on how joint activities are managed

• Agreement on rules/standards for matrix structures

Application/enforcement of accountability

8

Notes: 1. Ultimate accountability for all CO support lies with the RBx, who serve as the principal

interface with CO on service delivery support, including crisis support and engage other Bureaux as applicable for the completion of support.

2. In addition to responding to support requests from COs, the accountability for CO oversight resides with RBx to guide and support CO in maintaining or elevating CO performance. RBx also proactively identify country needs as part of the planning & monitoring process with CO.

3. CO Troubleshooting often includes operational areas, where BoM is also responsible for providing support

Country Office Support & Oversight

Sub-Functions ExO RBx BPPS CRU BERA BOMCO Planning Support   A, R R     CCO Monitoring & Reporting   A, R R     C

Other CO Support & Troubleshooting   A, R R R R R

9

Delivering a new BOM or Management Services Bureau

Inefficiencies; Duplication of

Functions

Insufficient Collaboration with

Bx

Siloed, Disjointed Solutions

Leadership Too Complex

Potential Solutions

• Functional alignment with Bx• BPR to streamline, standardize policies and

processes

• Formalised BoM/Bx collaboration mechanism

• Functionally integrated delivery model

• Customer-driven, solutions focused mindset• Act as a professional service provider• Understand customer needs, align service delivery

• Clear accountabilities• Streamlined decision-making

Rigid; Not Customer-Oriented

Changes are required to enable BoM to be an

effective management service partner

Key Challenges

9

As of Now:- New organograms on

the web- People realignment

underway- Timeline: effective on

1 September

10

THE END

11

Country Office Support & OversightPROPOSED DRAFTCountry Office Support & Coordination (8.0, 9.5)

RH –

RBx

CO

Sup

port

Coun

try

Offi

ceRH

– B

PPS

Out

post

ed

Polic

y Ad

viso

ry

RB H

Q &

RH

Ops

Te

am, B

OM

&

BERA

Out

post

ed

Provide feedback on corporate supportReceive requested support

Provide support to CO on operational / other

(e.g. partnership, communications) issues

Assess nature of CO support

Taxonomy:8.1 CO Planning Support8.2 CO Monitoring & Reporting Support8.3 Other CO Support & Troubleshooting9.5 Policy Advice & Technical Assistance

Taxonomy:8.1 CO Planning Support8.2 CO Monitoring & Reporting Support8.3 Other CO Support & Troubleshooting9.5 Policy Advice & Technical Assistance

Accountability Definition:A – AccountableR – Responsible

Accountability Definition:A – AccountableR – ResponsibleProcess step

Legend:

Accountability Framework

Request support

Prioritize request and determine type of support warranted, in collaboration with CO, relevant Bureaux

and HQ*

Separate Process

Flow

Operational/Other

Types of support warranted

Programme & ProjectPolicy Support

CO/Programme Management Monitor CO progress

against workplans and support CO reporting

Provide guidance & support to country

program planning cycle

Act as principal point of coordination with COs on service delivery, including support to countries on crisis

8.1A,R

8.2A,R

8.3R

8.3 A,R

Troubleshooting

Start Input

Clarify needs for CO support

Step Connector

Aggregate lessons learned and share

feedback with applicable Bureaux

Reference Knowledge

Management (11.0)

Proactively identify areas where CO may need

support*

Provide policy advice and technical assistance (seek input from HQ as

applicable)

Define policy support package in consultation

with RBx and CO9.5A,R

9.5A,R

Define support package in consultation with

applicable bureau (BoM, BERA, etc) and CO

* RBx proactive identify country needs as part of the planning & monitoring process with CO (e.g. regional team virtual engagement calls involving both policy and CO advisors, the annual engagement plan, and the service tracker which also logs CO satisfaction with services provided).

Contribute to lessons learned and feedback,

incorporate improvements into future support and policy development