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RBEC Operations Managers Practice Event: Corporate Issues

RBEC Operations Managers Practice Event: Corporate Issues. Jens Wandel Deputy Regional Director and Director, BRC 14 October 2008. UNDP is “half-way” on multiple fronts. Absorbing post-2000 growth (programmatic/managerial) “Coming to terms” with UN coordination

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RBEC Operations Managers Practice Event: Corporate Issues

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  1. RBEC Operations Managers Practice Event: Corporate Issues Jens Wandel Deputy Regional Director and Director, BRC 14 October 2008

  2. UNDP is “half-way” on multiple fronts • Absorbing post-2000 growth (programmatic/managerial) • “Coming to terms” with UN coordination • From “operational supermarket” to “knowledge chain” • Between delegated authority and mandatory accountability • MDG midpoint • Early recovery • Climate change/ adaptation • More MIC/NCC partners than LIC/LDC 2

  3. Reminder: Strategic Plan - to strengthen focus and identity through: • Building support structure for UN coordination • Shifting from project/program to advice/capacity development • Selectivity and Scaling-up for greater development impact • Tightened procedures and heightened awareness of • accountability 3

  4. Projection: the triangular paradigm of the “development mandate” • “Curse of inequality” “Common • survival” • Implications: • Divergence of development requires tailor-made support • Quantity: clustering operational support in fewer places • Quality: strengthening advisory capacity in fewer areas • Niche: operational profile and resources for CPR/DRR “Bottom billion” 8

  5. Summary of Main Decisions • Financial model: there was broad consensus on the need to reform UNDP’s budget, including the way costs are classified and integrating the different components of the budget (i.e. BSB + programming arrangements). • Programme country focus: • Deliver better development results for programme countries • Engage with national systems to more systematically decide when to use national systems and when to use the organisation’s own systems. • Middle Income Countries: there was a decision to reach out to MIC to better support the UN/UNDP.

  6. Possible Future Architecture • UNDP as a network with nodes reinforcing each other – will be more recognized. • The development solution platform will be dominated by the country offices & regional centers • We will see more global policy centers • Broadening of funding partners – more each with “less” contribution. • Focus on developing a transparent and effective business model

  7. Turn to RBEC realities • Build on our success - next frontier strengthen procurement • Promote use external access by projects • Prepare for key Changes – focus on IPSAS • Understanding financial sustainability – allowing us to shaping UNDP’s business model • East – East and Web 2.0 • Capacity of the Management Practice

  8. Procurement

  9. Long-term Arrangements

  10. Realizing IPSAS Benefits There was excellent presentation on 13 OCT by Diane Kepler, thus just to stress key issues: • Understand the impact of IPSAS: • Delivery Principle • Accounts Receivable • Pipeline management • Brief your office colleagues so that the impact on financial reporting is understood. It will appear as an improvement. • Capture the congruence – we manage our own accounts as we recommend countries to manage theirs.

  11. Establish a Financial Sustainability Model & Calculator • Create a generic – benchmark set of data against a base platform. • Establish one version per office including salaries, cost of living, travel etc. • Bring together funding sources including projected income. • Distinguish between: • Turnover (programme income/expenditure) • Income to “platform” • Prepare for capital cost calculation/amortization • Develop “current”, optimistic and pessimistic scenarios

  12. Current Baseline • Base configuration of 16 people loaded with 30% GOE • Average pro-forma in RBEC would be USD1.5 million/year (plus minus 10 %) per office • Only a benchmark

  13. Optimize use of ICT Systems • Promote use of existing systems • Discourage development of ad hoc overview reports and donor reports. Refer people to systems, external access and communicate with corporate on needs. • Prepare for Web 2.0 platforms, while maintaining 1.0 presence • Keep an eye out for “Team works” which is the next big technology based push in UNDP.

  14. Benefits at Corporate Level

  15. Barriers to Benefit Realization • Crowding out: - simply no time to realize the benefits • Practice is not developed to deliver benefits as described. • There is not a suitable practice domain for what I do. • I as a staff member do not know what the practice can offer • I do not have access to realize benefits.

  16. Assets • People in the practice (practice to senior consultants). • Tools (methodologies, analysis) • On-going portfolio (both substance and relationships) • Pipeline /up-grades

  17. What is the capacity of the Management Practice in RBEC ?

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