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RBEC Operations Managers Practice Event: Corporate Issues
Jens WandelDeputy Regional Director and Director, BRC
14 October 2008
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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
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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
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Projection: the triangular paradigm of the “development mandate”
“Curse of inequality” “Common survival”
Implications:Divergence of development requires tailor-made supportQuantity: clustering operational support in fewer placesQuality: strengthening advisory capacity in fewer areasNiche: operational profile and resources for CPR/DRR
“Bottom billion”
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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.
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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
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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
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Procurement
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Long-term Arrangements
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Realizing IPSAS BenefitsThere was excellent presentation on 13 OCT by Diane Kepler,
thus just to stress key issues:
1. Understand the impact of IPSAS:• Delivery Principle• Accounts Receivable• Pipeline management
2. Brief your office colleagues so that the impact on financial reporting is understood. It will appear as an improvement.
3. Capture the congruence – we manage our own accounts as we recommend countries to manage theirs.
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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
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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
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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.
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Benefits at Corporate Level Short-term ValueImprove Business Outcomes
Long-term ValueDevelop Organizational Capabilities
Arena for problem solving Ability to execute a strategic plan
Quick answers to questions Authority with clients
Reduce time and costs Increased retention of talent
Improved quality of decisions Capacity for knowledge-development projects
More perspectives on problems Forum for “benchmarking” against rest of development industry
Coordination, standardization and synergies across units
Knowledge-based alliances
Resources for implementing strategies Emergence of unplanned capabilities
Strengthened quality assurance Capacity to develop new strategic options
Ability to take risks with backing of the community
Ability to foresee technological developments
Ability to take advantage of emerging opportunities
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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.
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Assets
• People in the practice (practice to senior consultants).
• Tools (methodologies, analysis) • On-going portfolio (both substance and
relationships)• Pipeline /up-grades
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What is the capacity of the Management Practice in RBEC ?