The UNOPS Strategic Plan, 2014-2017

Executive Board informalJune 2013

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The UNOPS strategic plan, 2014-2017

Focus, Sustainability and Excellence

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Informal consultations Global Priorities and Policy

FrameworkStrategic Framework

Products and ServicesOrganizational excellence

ConsideringQuadrennial Comprehensive

Policy Review (QCPR)Rio +20

Post-2015 MDG agendaSustainable Development

Goals (SDGs)

Informal ConsultationDraft Strategic Plan 2014-2017 for review, feed back

and discussionPartners survey

Excellence assessment

Annual SessionFinal Strategic Plan 2014-

2017 for approvalSecond Regular SessionBiennial budget 2014-2015

EB Sessions 2013

‘What’ UNOPS contributes to partners’ results inSustainable project

managementSustainable

infrastructure, andSustainable procurement

‘How’ UNOPS adds value for its partners through

three service types:transactional services,

implementation services, and advisory services

Consultations

Realignment of UNOPS global structure, including

reprioritization of resources for reinforcement of the three delivery practices:

Sustainable project management

Sustainable infrastructureSustainable procurement

Operationalization of six strategic must wins for

strategy execution:Leadership in sustainable

infrastructureLeadership in procurement,

advancing sustainable practices

Traction with business development

Leveraged presence and resources

Optimized internal processesEngaged, empowered and

high-performing people

UNOPS realignment

Mid-term Review of the UNOPS Strategic Plan,

2010-2013

EB decision 2012/24

Second Regular Session 2012

2011 Annual Report of the Executive DirectorManagement and

operational results

EB decision 2012/16

EB Annual Session 2012

350+ interviews with partners

Organizational maturity assessment by 75+

managers

Survey of personnel

Stocktaking of both management and operational results

Mid-term Review of the UNOPS Strategic Plan,

2010-2013

EB Informal 02/2012

NYC

EB Bilateral

Interviews 03-

04/2012

EB Informal Retreat 06/2012

NYC

EB Informal 06/2012

GVA

Consultation w/ Policy

Advisory Committee

Outreach to UNDP 06/2012

UNOPS Strategic and Audit Advisory

Committee

Outreach to UNDP

and UNFPA on Strategic Framework 01/2013

EB Informal 01/2013

Bilateral consultatio

ns w/ Policy

Advisory Committee

02/2013

Thematic teleconference w/ UNOPS Global

Management team 02/2013

UNOPS Strategy and Audit Advisory

Committee 02/2013

Policy Advisory

Committee 03/2013

EB Informal 03/2013

EB Informal 06/2013

Roadmap to the UNOPS strategic plan, 2014-2017

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• 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

Responding to evolving global priorities and policy framework

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

UNOPS is firmly committed to the call of the Quadrennial Comprehensive Policy Review (QCPR) (A/RES/67/226) for further UN coherence and efficiency . . .

a. Adhering to the QCPR principle of aligning UN planning and programming documents with national priorities, UNOPS works closely with UN partners at country, regional and headquarters levels

b. The Policy Advisory Committee provides UN policy advice to the Executive Director (A/RES/65/176, reaffirming UNOPS governance arrangements)

c. At the global and regional level, memoranda of understanding are key instruments for establishing complementary strategic partnerships with organizations in the UN and beyond

d. 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 are in line with national priorities

e. The focus of the UNOPS strategic plan, 2014-2017 is geared towards creating 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)

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Committed to United Nations coherence

Executive Board decisions in 2012 providing clear direction and focus

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Executive Board decision 2012/16, 28 June 2012 (Annual Session) – Annual Report

“Encourages UNOPS 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 advantage and reduce overlap and duplication with the mandates of partner organizations;

Appreciates the increased emphasis on national capacity development and sustainable approaches to project management, procurement and infrastructure.”

2013 Partner survey: initial feedback

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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

Focus on products and services focus in three Delivery Practices

Sustainable infrastructure• Transport• Public Buildings• Community Infrastructure• Risk Reduction and Recovery

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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

Products and Services

• Mission: serve people in needTo 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 practicesTo 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

The UNOPS identity

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• 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

Contribution goals

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• 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

Management goals

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Focus on national capacity and sustainability• Equitable economic growth:

i. Ensuring optimum economic value by pursuing effective management and investment strategies and practices

ii. Supporting livelihoods through the creation of local employment and income opportunities, enhancement of market access, and use of local suppliers

iii. Considering, where possible, the total cost of ownership (financing, operating, maintaining and replacing assets)

iv. Upholding principles of transparency and accountability

• Social justice and inclusion: i. Facilitating a rights-based approach, and the exercise of due

diligence and respect for international human rights principlesii. Engaging local communities and beneficiaries and ensuring

equitable access to project benefits, with particular emphasis on protecting the most vulnerable individuals and groups

iii. Facilitating access to food, water, sanitation, energy, health, education, justice and security related services

iv. Mainstreaming of gender equality in all activities

• Environmental impact: i. Mitigating adverse impacts on the environment and improving

biodiversity and ecological resilienceii. Using renewable resources, taking into account the interactions

between human development and environmental sustainabilityiii. Increasing the resilience of nations and communities to natural

disasters12

Recognized value Process excellence

People excellenceFinancial stewardship

Management goals

Social justiceand inclusion

National capacity

Products and services

Sustainable project

management

Sustainable infrastructure

Sustainable procurement

Contribution goals

Environmentalimpact

Equitable economic

growth

UNOPS results framework

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Launch of a ‘sustainability programme’ to coordinate and drive a number of related initiatives on both ‘how’ and ‘what’ UNOPS delivers

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Drive focus and sustainability

a. Ensuring that all projects are screened and approved using minimum sustainability standards; with higher sustainability targets negotiated whenever possible

b. Implementing ‘gender markers’ for all projects c. Strengthening the link between UNOPS projects and the an

agreed exit strategy with governmentsd. Improving community engagement and community design

practicese. Adopting sustainability standards throughout the UNOPS

supply chainf. Achieving carbon neutrality in our operations by reducing

carbon emissions and purchasing carbon offsetsg. Reinvesting at least half of any financial surplus into

innovation for sustainabilityh. Raising awareness and providing training for UNOPS

personnel

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How UNOPS delivers: lifecycles- designing for sustainability

DESIGN AND CONSTRUCTION

OPERATIONS

• Recycled inputs• Waste management• Energy consumption

• Impact on planet• Health and safety• Waste management

• Mode• Local sources• CO2 Emissions• Transparency

• 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

MATERIAL REPROCESSING

EXTRACTION

MANUFACTURING PRODUCTION

TRANSPORTATIONDISPOSAL RECYCLING

• Reuse - Refurbishment• De-construction• Recycling• Building evolution• Responsible disposal

Implementing and maintaining an ISO 14001-compliant environmental management system across the organization:

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How UNOPS delivers: external certifications

a. Environmental Management System (EMS) introduced by the Sustainable Infrastructure Practice in 2012

b. Assesses and manages the environmental impacts of infrastructure projects.

c. Fully integrated with UNOPS Project Management cycle.d. Environmental Management Policy issued January 2013e. Stage 1 external audit successfully carried out in January

2013.f. Training and EMS roll-out is on-going.g. Stage 2 external audit successfully carried out in Jerusalem

and Copenhagen in May 2013.h. Awaiting issuance of certificate from external certifier

Review of existing standards and tools

Develop UNOPS screening tool

Test UNOPS screening tool on

project sample

Training of practitioners

Launch for full implementation

What UNOPS delivers: sustainability screening

Development of a sustainability screening tool for review of engagements against the three dimensions of sustainability

Q1 Q2 Q3 Q4

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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

UNOPS organizational effectiveness

UNOPS delivery of outputs

(products and services)

UNOPS contributions to

sustainable outcomes

Country/Partner owned

outcomes

Development objectives

UNOPS results frameworks aligned to development objectives

- UNDAFs- UN progs.

- MDGs- SDGs

Recognized Value Process Excellence

People ExcellenceFinancial Stewardship

Management Goals Products and Services

Executive Board consulted on

budget estimates management

results

Active membership of the UNCT and contributions to

UNDAFs

Alignment to development

objectives through strategic plan and

midterm review

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.

UNOPS in the development results chain*

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Reporting on sustainable contributions: labour-based road project

UNOPS organizational effectiveness

UNOPS delivery of outputs

(products and services)

UNOPS contributions to

sustainable outcomes

ProjectManagement

Infrastructure Procurement

Labour-based road

Environmental impact

- Minimal waste during construction

- Environmental impact assessment

- Health and safety awareness

- Best practice construction techniques

Social justice and inclusion

- Share of personnel employed female

Equitable economic growth

- Local labour and suppliers

Environmental impact

- Erosion mitigating design, including through planning of route

- Labour-based roads construction manual developed in collaboration with local roads authority

Social justice and inclusion

- Resilient road designed to withstand rain and flooding

Equitable economic growth

- Improved access to market and employment

What UNOPS delivers: Contributions to sustainable outcomes

(sample indicators)

How UNOPS delivers: Sustainable approaches

(sample indicators)

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National capacityNational capacity

Recognized Value Process Excellence

People ExcellenceFinancial Stew ardship

Management Goals Products and Services

Sustainability in action:

Repairing key roads in the Democratic Republic of the Congo

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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 roadClosing 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

Organizational excellence – the UNOPS journey

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Getting the basics right

Process & Project Quality

Business Excellence

Financial viability

Accountability & transparency

Organizational structure

Business practices

Partnerships

Talent

Practice & Quality Management System

Process orientation

Project Management focus

ISO 9001 Quality / 14001 Environment

Certification of UNOPS personnel, e.g. Prince2, CIPS

UNOPS Excellence Model

Business Excellence assessment tool

External Benchmarking

Already used for e.g. Mid-term Review

2007 2009 2013 2014 - 2017

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Organizational excellence – the UNOPS excellence model

Results of first external assessment of UNOPS Excellence Model• Notable strengths in:

a. Leadership

b. Strategy

c. Managing knowledge partnerships, resources and suppliers• Areas for improvement:

a. Managing personnel

b. Processes, products and services

Overall, ‘Recognised for Excellence 4 star’ certification

Holistic picture of how we enable results

The UNOPS strategic plan, 2014-2017

Focus, Sustainability and ExcellenceSummary

“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 annexesAnnual Session of the Executive Board

3 June 201323