The UNOPS Strategic Plan, 2014-2017

1. The UNOPS Strategic Plan, 2014-2017 Executive Board informal June 2013 1

2. The UNOPS strategic plan, 2014-2017Focus, Sustainability and Excellence 2

3. Roadmap to the UNOPS strategic plan, 2014-2017 3

4. Responding to evolving global priorities and policy framework • 4th High Level Forum - Busan Partnership for Effective Development Co-operation • Rio+20- The future we want (A/CONF.216/L.1), including the Secretary-General responsibility matrix assigning specific implementation responsibilities to UNOPS and other agencies • In the coming months we will follow closely the process of establishing the post-2015 Development Agenda: • The report to the Secretary-General “Realizing the Future We Want for All”(UN System Task Team on the Post-2015 UN Development Agenda) • The upcoming report of the Secretary-General’s High-level Panel on the post-2015 Development Agenda • That means focus on: • National ownership and capacity • Economic, social and environmental sustainability • Accountability, transparency and results-based management • Resource efficiency and development effectiveness • Partnerships, incl. south/south and public/private

5. Committed to United Nations coherence UNOPS is firmly committed to the call of the Quadrennial Comprehensive Policy Review (QCPR) (A/RES/67/226) for further UN coherence and efficiency . . . Adhering to the QCPR principle of aligning UN planning and programming documents with national priorities, UNOPSworks closely with UN partners at country, regional and headquarters levels The Policy Advisory Committee provides UN policy advice to the Executive Director(A/RES/65/176, reaffirming UNOPS governance arrangements) At the global and regional level, memoranda of understanding are key instruments for establishingcomplementary strategic partnerships with organizations in the UN and beyond As a member of relevant UN country teams, UNOPS engages in the UNDAF process to ensure that its contributions in project management, infrastructure and procurement arein line with national priorities The focus of the UNOPS strategic plan, 2014-2017 is geared towardscreating added value for partners at global, regional and country level, in the areas where the Executive Board recognises UNOPS comparative advantage: project management, infrastructure and procurement, including advancement of sustainable approaches and related capacity building activities (EB decisions 2012/16 and 24) 5

6. Executive Board decisions in 2012 providing clear direction and focus Executive Board decision 2012/16, 28 June 2012 (Annual Session) – Annual Report “EncouragesUNOPS to further mainstream the national capacity development agenda in the competency areas where UNOPS has a mandate and a recognized comparative advantage, namely, project management, infrastructure and procurement, including through the use of local resources;” Executive Board decision 2012/24, 10 September 2012 (2nd Regular Session) – Midterm review “Endorses the midterm review of the strategic plan, 2010-2013, that highlights the enhanced focus of UNOPS, which seeks to maximize its comparative advantageand reduce overlap and duplication with the mandates of partner organizations; Appreciates the increased emphasis on national capacity developmentand sustainable approaches to project management, procurement and infrastructure.”

7. 2013 Partner survey: initial feedback • To solicit partner reactions to the UNOPS Strategic Plan and feedback on performance since the extensive partner survey in 2012, an online partner survey was conducted in May 2013. The initial numbers are based on feedback from from 213 respondents. • In selecting implementing partners, partner survey respondents would attach importance to: • Their respect for national ownership and approach to capacity development: 89% • Their ability to incorporate and account for contributions to economic, social and environmental sustainability: 89% • The efficiency and quality of the products and services they offer: 94% • Their accountability for results and transparency: 93% • “UNOPs strengths lie in their three focus areas and their ability to leverage on the UN system network of human and technical/information resources” • - Local supplier, Africa region 7

8. Focus on products and services focus in three Delivery Practices Products and Services • Sustainable procurement • Construction Procurement • Health Procurement • Procurement of common user products and services for the UN and other partners • Sustainable project management • Programme and Project Management • Portfolio, Programme and Project Support • Sustainable infrastructure • Transport • Public Buildings • Community Infrastructure • Risk Reduction and Recovery 8

9. The UNOPS identity • Mission: serve people in need • To serve people in need by expanding the ability of the UN, governments and other partners to manage projects, infrastructure and procurement in a sustainable and efficient manner • Vision: advance sustainable practices • To advance sustainable implementation practices in development, humanitarian and peacebuilding contexts, always satisfying or surpassing partner expectations • Values: service to others • National ownership and capacity • Accountability for results and transparency • Partnerships and coordination • Excellence 9

10. Contribution goals • Sustainable Project Management: To contribute to the ability of countries to design and implement projects while integrating and balancing social, environmental and economic considerations • Sustainable Infrastructure: To contribute to the ability of countries to design, construct and maintain infrastructure, integrating and balancing social, environmental and economic considerations • Sustainable Procurement:To contribute to the ability countries to manage public procurement and supply chains, integrating and balancing social, economic and environmental considerations 10

11. Management goals • Recognized value: To innovate and deliver products and services that contribute a level of value that is acknowledged by its partners, and in accordance with international standards and recognized best practice • Process excellence: To continually improve the quality, timeliness and efficiency of its operations by innovating and perfecting its processes • People excellence: To empower its people to perform at a consistently high standard; and be considered an employer of choice to attract the most talented workforce • Financial stewardship: To safeguard the continued financial stability of the organization so as to continue contributing to the UN and its partners though a self-financing model 11

12. Focus on national capacity and sustainability • Equitable economic growth: • Ensuring optimum economic value by pursuing effective management and investment strategies and practices • Supporting livelihoods through the creation of local employment and income opportunities, enhancement of market access, and use of local suppliers • Considering, where possible, the total cost of ownership (financing, operating, maintaining and replacing assets) • Upholding principles of transparency and accountability • Social justice and inclusion: • Facilitating a rights-based approach, and the exercise of due diligence and respect for international human rights principles • Engaging local communities and beneficiaries and ensuring equitable access to project benefits, with particular emphasis on protecting the most vulnerable individuals and groups • Facilitating access to food, water, sanitation, energy, health, education, justice and security related services • Mainstreaming of gender equality in all activities • Environmental impact: • Mitigating adverse impacts on the environment and improving biodiversity and ecological resilience • Using renewable resources, taking into account the interactions between human development and environmental sustainability • Increasing the resilience of nations and communities to natural disasters 12

13. UNOPS results framework National capacity Equitable economic growth Products and services Contribution goals Sustainable project management Sustainable infrastructure Sustainable procurement Management goals Social justice and inclusion Environmental impact Recognized value Process excellence People excellence Financial stewardship 13

14. Drive focus and sustainability Launch of a ‘sustainability programme’ to coordinate and drive a number of related initiatives on both ‘how’ and ‘what’ UNOPS delivers • Ensuring that all projects are screened and approved using minimum sustainability standards; with higher sustainability targets negotiated whenever possible • Implementing ‘gender markers’ for all projects • Strengthening the link between UNOPS projects and the an agreed exit strategy with governments • Improving community engagement and community design practices • Adopting sustainability standards throughout the UNOPS supply chain • Achieving carbon neutrality in our operations by reducing carbon emissions and purchasing carbon offsets • Reinvesting at least half of any financial surplus into innovation for sustainability • Raising awareness and providing training for UNOPS personnel 14

15. How UNOPS delivers: lifecycles- designing for sustainability • Recycled inputs • Waste management • Energy consumption • Impact on planet • Health and safety • Waste management MATERIAL REPROCESSING EXTRACTION MANUFACTURING PRODUCTION • Reuse - Refurbishment • De-construction • Recycling • Building evolution • Responsible disposal • Mode • Local sources • CO2 Emissions • Transparency DISPOSAL RECYCLING TRANSPORTATION • Quality Process: • Full lifecycle design • ISO 14001 and OHS • Transparency • Org. maturity and experience • Quality – Hard: • Technical specs • Test controls • Supervision • Quality – Soft: • Capacity building • Community Engagement • Gender considerations • Maintenance and operations costs • Energy Efficiency • Water use • CO2 emissions • Security • Health of occupants • Waste Management OPERATIONS DESIGN AND CONSTRUCTION 15

16. How UNOPS delivers: external certifications • Implementing and maintaining an ISO 14001-compliant environmental management system across the organization: • Environmental Management System (EMS) introduced by the Sustainable Infrastructure Practice in 2012 • Assesses and manages the environmental impacts of infrastructure projects. • Fully integrated with UNOPS Project Management cycle. • Environmental Management Policy issued January 2013 • Stage 1 external audit successfully carried out in January 2013. • Training and EMS roll-out is on-going. • Stage 2 external audit successfully carried out in Jerusalem and Copenhagen in May 2013. • Awaiting issuance of certificate from external certifier 16

17. What UNOPS delivers: sustainability screening Development of a sustainability screening tool for review of engagements against the three dimensions of sustainability • Regular Assessments • Against standard indicators (e.g. GRI) • During design, engagement acceptance, delivery and partner reporting • Sustainability dimensions reflected in UNOPS Project Success Criteria • Build on recognized standards • Management and monitoring (e.g. ASPIRE, LEED, ISO 14001, etc) • Identify Opportunities • Ensure minumum standards • Aim at higher levels in sustainability dimensions and capacity development • Review of existing standards and tools • Develop UNOPS screening tool • Test UNOPS screening tool on project sample • Training of practitioners • Launch for full implementation Q1 Q2 Q3 Q4 2013 17

18. UNOPS results frameworks aligned to development objectives UNOPS in the development results chain* • UNDAFs • UN progs. • MDGs • SDGs Executive Board consulted on budget estimates management results Alignment to development objectives through strategic plan and midterm review Active membership of the UNCT and contributions to UNDAFs Agreement with partners on contributions to national capacity and integration of social, environmental and economic considerations • *UNOPS results chain aligned with logic laid out in the 2011 UNDG RBM Handbook and RBM nomenclature aligned to that of UNOPS major partners: the UN Secretariat, UNDP and the OECD. 18

19. Reporting on sustainable contributions: labour-based road project How UNOPS delivers: Sustainable approaches (sample indicators) What UNOPS delivers: Contributions to sustainable outcomes (sample indicators) Project Management Infrastructure Procurement National capacity National capacity Labour-based road 19

20. Sustainability in action: Repairing key roads in the Democratic Republic of the Congo • Working to build capacity • Identifying weakness in supplier capacity, providing training and improving standards • Coordinating with development partners • Projects can contribute to the government and UNOPS joint exit strategy Local women working along Sake - Masisi road • Closing gaps between outputs and outcomes • Identifying weaknesses in design against the full lifecycle • Local sourcing • Maintainance and management capacity • Integration in transportantion networks • Identifying opportunities in implemenation • Engaging communities through labor based implemenation • Starting small businesses Systematic screening of projects will help UNOPS identify opportunities to improve human development 20

21. Organizational excellence – the UNOPS journey Business Excellence Process & Project Quality UNOPS Excellence Model Getting the basics right Business Excellence assessment tool External Benchmarking Already used for e.g. Mid-term Review Practice & Quality Management System Process orientation Project Management focus ISO 9001 Quality / 14001 Environment Certification of UNOPS personnel, e.g. Prince2, CIPS Financial viability Accountability & transparency Organizational structure Business practices Partnerships Talent 2007 2009 2014 - 2017 2013 21

22. Organizational excellence – the UNOPS excellence model Holistic picture of how we enable results • Results of first external assessment of UNOPS Excellence Model • Notable strengths in: • Leadership • Strategy • Managing knowledge partnerships, resources and suppliers • Areas for improvement: • Managing personnel • Processes, products and services • Overall, ‘Recognised for Excellence 4 star’certification 22

23. Summary “The UNOPS strategic plan, 2014-2017, provides direction and focus for the organization as a valued partner for advisory, implementation and transactional support services in sustainable project management, infrastructure and procurement. It articulates what, and how, UNOPS can contribute operationally to the development, humanitarian and peacebuilding objectives and results of its partners.” “...” DP/OPS/2013/3 and annexes Annual Session of the Executive Board 3 June 2013 The UNOPS strategic plan, 2014-2017Focus, Sustainability and Excellence 23