Albania “Light” Capacity Assessment Workshop

1. Albania “Light” Capacity Assessment Workshop November 5, 2008 Toolkit adapted version

2. OBJECTIVES OF TODAY • Identify the required capacities for delivering the current One UN programme • Identify the required capacities for fulfilling the role of the UN system in 5-10 years • Agree on what we should maintain from the current situation and what we should change to ensure we are ready to play the role we aspire to in the 'desired future state' • Develop an action plan and communicate it to staff and other stakeholders

3. AGENDA

4. NATIONAL STRATEGY: VISION FOR ALBANIA IN 2013 • A country with high living standards, which is integrated in the European and Euro-Atlantic structures, is democratic and guarantees the fundamental human rights and liberties. • Priorities: • Integrate the county into the European Union and NATO • Develop and consolidate the democratic state, exercise good governance, fight corruption and guarantee the functioning of the rule of law* • Achieve rapid, balanced and sustainable economic, social and human development** * Covers electoral reform, justice system, property rights, corruption, public order public administration, decentralization, National Civil Status Registry ** Covers transport, energy, water supply and sanitation, environment, economic growth, macroeconomic stability, fiscal system, business climate, labour market, poverty rate, social policy, equal opportunities, public pension system, public health system, education system, spatial planning, regional development, agricultural and rural development Source: National Strategy for Development and Integration 2007-2013 (nsdi), March 2008

5. Covered by all or most actors Covered by some actors NATIONAL STRATEGY: CURRENT DONOR PROGRAMMING AND SECTOR FOCUS AREAS (EXCLUDING UN AND OTHER “IMPLEMENTING AGENCIES”) Covered by few actors Not covered * International Finance Institutions, ** Focus on infrastructure Source: External Assistance Orientation Document, April 2008

6. CURRENT UN PROGRAMMING AND SECTOR FOCUS AREAS THE ONE UN PROGRAMME Source: One UN Programme Albania, AWP UN Albania 2008

7. CONTINUING DISCUSSION: VISION FOR THE UN IN ALBANIA IN 5-10 YEARS Work together in groups to discuss the SWOT developed during the pre-workshop UNCT meeting • Refine and specify the elements (e.g. define social inclusion) • Add additional elements that you consider relevant After 20 min, discuss your results in the plenary Objectives • Refine SWOT analysis of the UN system in Albania developed at the pre-workshop UNCT Approach Outcome • Refined SWOT analysis that is specific enough to identify high-level future capacity requirements

8. SWOT: THE UN SYSTEM IN ALBANIA – NOVEMBER 2008 • Strengths: • UN’s normative role is unique and will remain relevant in the future; the UN will be here longer than most other actors • UN is well position to ensure national application of international commitments /principles and to support monitoring systems of these commitments (particularly on missions on non-discrimination and social inclusion) • UN can offer an unrivalled global network of expertise which extends beyond the EU countries (e.g., on adaptation and mitigation for climate change) • UN is a respected as a neutral broker between government and civil society • UN is well paced to support stability and skills/capacity of civil administration • UN’s role in social inclusion • Weaknesses: • International organizations are losing influence to EU positions • The UN seems to be lacking an holistic and comprehensive view to social inclusion, together with democratic governance • The UN hasn’t focused on building relevant capacities for when Albania reaches EU candidate status Workshop output • Opportunities: • UN’s policy advice and technical experts will have to be present at different policy tables - e.g. on matters of legislation (legislation will be in place 3-5 y time) • UNCT believes that • social inclusion, together with democratic governance, are going to be at the forefront of UN’s work • GEF and other environmental programmes will be paramount for the country as environment remains one of the most challenging components • UN needs to enhance and improve understanding and opportunities of EU accession and • UN should be ready to face needs for more capacity building efforts and take a bigger role than just to complement EU activities (e.g. in implementation and monitoring) • UN can build on a great base of support: Albanian government and society show great respect for UN’ s mandate and work in the country • Increase UN support in cross-boarder and regional co-operation programs • Threats and Risks: • Downsizing and limited resources – bilateral donors are closing or reducing programmes • Tension between reducing staff in response to resource squeeze and maintaining presence at policy tables • Lack of efficient systems and prioritization of work • Gaps in the national legal framework which would call for different type of capacities from the UN • Donor driven agenda and funding • Reversal of enhanced UN coherence, effectiveness and efficiency (i.e. going back to business as usual with UN fragmented and spreading too thin) • Reduction of government leadership and ownership of One UN Programme after elections

9. VISION FOR UN IN ALBANIA IN 5-10 YEARS as seen by Heads of Agencies Central Important Part of work Not part of work Workshop output

10. AGENDA

11. CAPACITY OF UN IN ALBANIA BROKEN DOWN BY “SUSTAINED”, “TARGETED” AND “NON-RESIDENT”number of full-time equivalents (FTEs), total = 211.9 FTEs • “Sustained” refers to posts that are a sustained part of the UN country team, working on core functions and that can flexibly be allocated between activities because they are not contractually tied to individual projects. • “Targeted” refer to posts created for specific projects or time-limited activities, which must be allocated to those projects and typically would not continue after the project comes to an end. “Targeted - A” / “B” posts are / are not available to help with general agency work (often because they are based in the agency’s / government ministry’s office). • “Non-resident” includes mission and remote support from HQ and Regional Offices – this capacity is considered “sustained” because it is used regularly, although shown separately on this and subsequent charts. 211.90 Source: Job categorizations from HoAs, GCMST analysis and data validation

12. CAPACITY BY UN ORGANISATION / UNITbreakdown by sustained, targeted, non-resident FTEs 5.0 2.0 5.9 7.0 119.7 2.3 3.2 8.3 7.4 24.4 5.6 2.1 19.1 FTE = Full time equivalent, N=211.9 FTE Source: Job categorizations from HoAs, GCMST analysis and data validation

13. Internationally recruited National Officers CAPACITY BY GRADE LEVELpercentages of total full-time equivalents (FTEs), total = 211.9 FTEs General Staff UNVs Consultants and Others Professionals and Consultants: 55% General Service: 45% Source: Job categorizations from HoA, GCMST analysis and data validation

14. Internationally recruited National Officers CAPACITY BY GRADE LEVEL – TARGETED ‘B’s ONLY percentages of total full-time equivalents (FTEs), total = 88.3 General Staff UNVs Consultants and Others Professionals and Consultants: 57% General Service: 43% Source: Job categorizations from HoAs, GCMST analysis and data validation

15. NON-RESIDENT CAPACITY APPLIED TO ALBANIAFTEs *Total capacity defined as the sum between resident capacity and non-resident capacity FTE = full-time equivalent Source: Job categorizations from HoAs, GCMST analysis and data validation Different use of non-resident capacity reflects different agency business models 14

16. CAPACITY MIX BETWEEN PROGRAMMES, OPERATIONS AND CROSS-CUTTING INTERVENTIONS breakdown by sustained, targeted, non-resident 17% 43% 40% Programmatic interventions occupy 43% of capacity; operational interventions 40% and cross-cutting interventions 17% FTE = Full-time equivalent; N= 211.9 FTEs (including 2.4 FTEs not allocated ) Source: Job categorizations from HoAs, GCMST analysis and data validation 15

17. Sustained Targeted - A CAPACITY BY INTERVENTION TYPEbreakdown by sustained, targeted, non-resident Targeted - B Non-resident capacity Cross-Cutting Interventions Programmes Interventions Operations Interventions Largest numbers of FTEs devoted to Advisory-TA, Programme Management, Advisory-Policy, Transport and Finance FTE = Full-time equivalent; N= 211.9 FTEs (including 2.4 FTEs not allocated ) Source: Job categorizations from HoAs, GCMST analysis and data validation 16

18. CAPACITY BY INTERVENTION TYPE FOR PROGRAMMES AND CROSS-CUTTING INTERVENTIONSbreakdown by sustained, targeted, non-resident Advisory work uses most programmatic capacity overall, but majority of “sustained” programmatic capacity is for Programme Management FTE = Full-time equivalent N = 126.6 FTEs , excluding 2.4 FTEs not allocated Source: Job categorizations from HoAs, GCMST analysis and data validation 17

19. CAPACITY BY INTERVENTION TYPE FOR PROGRAMMES AND CROSS-CUTTING INTERVENTIONSbreakdown by grade level FTE = Full-time equivalent N = 126.6 FTEs, excluding 2.4 FTEs not allocated Source: Job categorizations from HoAs, GCMST analysis and data validation 18

20. STAFF TIME ALLOCATION QUESTIONNAIRE SHOWS SOMEWHAT MORE PROGRAMME & PROJECT MANAGEMENT AND SOMEWHAT LESS ADVISORY WORK THAN THE CAPACITY ANALYSIS FROM HEADS OF AGENCIESincludes only staff classified as ‘Programme’ staff • Differences could be due to two factors: • Differences in perceptions between HoAs and staff on the type of activities staff perform • Relatively low UNDP response rate, since UNDP respondents had a higher proportion of advisory functions and less programme management than other respondents Source: Job categorizations from HoAs, GCMST analysis and data validation N = 129 FTEs; Time allocation questionnaire, N = 77 responses 19

21. CAPACITY BY INTERVENTION TYPE FOR OPERATIONS INTERVENTIONSbreakdown by sustained, targeted, non-resident Largest uses of overall operations capacity for Transport and Finance; more even division of “sustained” capacity across most operations areas FTE = Full-time equivalent N = 83 FTEs Source: Job categorizations from HoAs, GCMST analysis and data validation 20

22. CAPACITY BY SUBJECT AREA CLUSTERexcluding operations capacity; breakdown by sustained, targeted, non-resident Capacity divided over many subject areas. FTE = Full-time equivalent N = 147 FTEs excluding 65 FTEs with Subject area ‘Operations’ Source: Job categorizations from HoAs, GCMST analysis and data validation 21

23. CAPACITY BY SUBJECT AREA excluding operations capacity; breakdown by sustained, targeted, non-resident FTE = Full-time equivalent N = 147 FTEs excluding 65 FTEs with Subject area ‘Operations’ Source: Job categorizations from HoAs, GCMST analysis and data validation 22

24. CAPACITY BY SUBJECT AREA CLUSTER excluding operations capacity, breakdown by grade level FTE = Full-time equivalent N = 147 FTEs (excluding 65 Operations staff) Source: Job categorizations from HoAs, GCMST analysis and data validation International capacity and all professional capacity spread over multiple areas. 23

25. CAPACITY BY SUBJECT AREA CLUSTER AND INTERVENTION TYPE breakdown by intervention types N Are these ratios acceptable? Should there be differences by subject area? FTE = Full-time equivalent N = 212 FTEs Source: Job categorizations from HoAs, Dalberg analysis and data validation Note: Analysis based on the assumption that intervention types are spread across evenly for multiple subject areas of the same post 24

26. CAPACITY BY SUBJECT AREA CLUSTER – RATIO BETWEEN ADVISORY/ADVOCACY/RESEARCH TO PROGRAMME/PROJECT MANAGEMENT/DIRECT SERVICEbreakdown by intervention types Are these ratios acceptable? N = 90 FTEs Source: Job categorizations from HoAs, Dalberg analysis and data validation Note: Analysis based on the assumption that intervention types are spread across evenly for multiple subject areas of the same post 25

27. KEY QUESTIONS THAT WE HAVE LOOKED AT (1/2) • What capacities are needed – and what capacities are available – for agencies to reap the full benefits of working as a coherent and harmonized system in the country? • What capacities are needed – and what capacities are available – to deliver on the two core principles of the One UN Programme: development of national capacity and gender equality? • How much extra time & effort will One UN Programme and “Delivering as One” demand from people, and is it manageable with current resources? • How are Non Resident Agencies deploying capacity to execute activities for which they are responsible within the One UN Programme? Illustrative example

28. KEY QUESTIONS THAT WE HAVE LOOKED AT (2/2) • What capacities are needed to ensure effective functioning of the Programme Working Groups? • What capacities are needed for overseeing and supporting delivery of the One Programme, including the M&E function, managing the "Delivering as One" change and continuing to enhance coordination in the UN system? Which of these capacities should be in the RCO and which in agencies, and how should they function? • 7. What capacities are needed – in UNDP for its admin agent role and in other agencies – to administer the funds coming from the One Fund? • 8. What increased capacities are needed in the Operations Management Team to implement/lead the harmonization of business practices? Illustrative example

29. AGENDA

30. VISION FOR UN IN ALBANIA IN 5-10 YEARS COMPARED WITH CURRENT CAPACITY Central Important Part of work Not part of work Current programmatic capacity in FTEs 2.3 Workshop output Note: Operations and cross-cutting FTEs not included in data presented in this chart (they amount to 122 FTEs)

31. AGENDA