Transcript Medium Term Plan, strategic workforce plan and zero-based

Developing IFAD’s Medium Term Plan (MTP)
Including the Strategic Workforce Plan (SWP)
And the Zero-Based Budget (ZBB)
Informal Seminar of the Executive Board
Yukiko Omura
Vice President
What is the MTP?
MTP
The 2010-2012 Medium Term
Plan:
 Aligns all resources (both
human and financial) of IFAD
to deliver on our Programme
of Work as agreed in the
Eighth Replenishment
consultation report
 A rolling plan that gives
medium term perspectives
Programme of Work
SWP
ZBB
PMD
HR Inputs
Zero-Based Budget
Departments
Strategic Workforce Plan
and HR Reform
CDS
Programme of Work and Portfolio
CSSG FAD
Outputs
OPV
Impact
Development Objectives
MTP: Conceptual overview
Budget Inputs
3
MTP: A planning tool
The logframe: a snap shot of what is intended to be delivered during the Eighth
Replenishment period and what tools are going to be used to monitor and
evaluate our impact and effectiveness
Hierarchy
Objectives
Indicators
Source of
Verification
Risks/
Assumptions
1
Vision
High-level
indicators
8
Source of
verification
2
Goal
Goal indicators
9
Source of
verification
Goal
assumptions
7
3
Objectives
Objectives
indicators
10
Source of
verification
Objectives
assumptions
6
4
Results
Results
indicators
11
Source of
verification
Results
assumptions
5
MTP: Development Objectives
Development Objectives
Impact
Development Objective
Accelerated expansion of production and incomes of
smallholder farmers treated as business entities whose
development is dependent upon stronger and more positive
linkages to markets and the private sector
Results Measurement Framework Targets
Country Programmes:
• With impact on macro-economic indicators of poverty
reduction and agricultural development
• That are rated positively for contribution to incomes and
food security and adherence to aid effectiveness agenda
• That are delivered through projects that are effective,
sustainable and innovative
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Programme of Work
Programme of Work 2010-2012
250 projects under implementation
117 new projects
US$ 3.0 billion new loans and grants
Programme of Work and Portfolio
Development Objectives
Outputs
Number of New Projects by Region
22
19%
23
20%
WCA
21
18%
24
21%
27
22%
ESA
APR
LAC
NEN
6
Regional Expected Outputs
Outputs
Examples of country-level outputs
Programme of Work and Portfolio
Development Objectives
WCA
ESA
 Increased
smallholder farmers’
incomes and
improvement in
wellbeing
 Increased number
of households with
improvement in
household assets
ownership
 Expanded
agricultural sector
and rural
development
growth through
replication and
scaling up
 Reduced percentage
in the prevalence of
child malnutrition.
LAC
 Larger projects with
improved lending
opportunities
 Systematic cofinancing
 Innovative
approaches
promoted
 Intensified effective
remedial actions
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Regional Expected Outputs
Programme of Work and Portfolio
Development Objectives
Outputs
Examples of project-level outputs
NEN
 Enhanced quality of Country
Programmes and project design
 Better Project Implementation
Support and Supervision to
Enhance Project Outcomes
 Strengthened partnerships
 Improved alignment of HR with
results and enhanced KM/I
APR
 Increased number of small
farmers assisted/ with enhanced
productivity
 Increased number of rural
households supported with
livelihood diversification/ with
higher non-agricultural income
 Increased number of households
reporting reduced volatility of
household incomes
 Increased administrative
efficiency
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Global Expected Outputs
PTA
ECD
Results-Based Country Programme
designs have sharper thematic focus
 COSOPs and programmes
systematically reflect climate and
environment risks and opportunities
Outputs
Programme of Work and Portfolio
Development Objectives

 Operational policies in the areas
highlighted by the Strategic Framework
are effectively guiding the institution in
the design of its country programmes
 Knowledge assets maintained and
enhanced
 Improved loan & grant-financed project
design as a result of the QE system
 Grant programme streamlined
 Support to implementation/supervision
 Active participation in and organization
of international fora with substantive
contribution (policy and/or financial
nature)
 Enhanced internal and external
climate and environment-related
knowledge management, in parallel
with continued global and national
advocacy
 Additional supplementary funding
secured to assist in systematic
integration of climate and
environment risks and opportunities
into overall portfolio
 Appropriate resource levels and
internal procedures set up to
strengthen environment and climaterelated work
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A reconfigured Programme Management
Department (PMD)
Programme Management Dept.
Associate VP
PMD
CDS
CSSG FAD
OPV
Programme of Work and Portfolio
Departments
 Absorption of
the Policy
Division into the
Operations and
Technical
Advisory
Division
 Creation of the
Environment
and Climate
Division from
the GECC Unit
 New reporting
lines for the
hosted entities
Operations Policy & Technical
Advisory Division
Director
Latin America & Caribbean
Division
Director
Asia & the Pacific Division
Director
Western & Central Africa
Division
Director
Eastern & Southern Africa
Division
Director
Near East & North Africa
Division
Director
Environment & Climate
Division
Director
High Level Task Force
on Global Food
Security Crisis
Coordinator
International Land
Coalition
Director
Belgian Fund for Food
Security Joint
Programme
Programme Manager
Global Mechanism
Managing Director
10
Programme Management Department (PMD)
Service lines:
PMD
Country programmes; project designs; project
supervision; grant design and supervision
CDS
• Strengthened country presence
CSSG FAD
Main thrusts of planned improvement:
• Focus on small-scale agriculture as business
linked to markets and private sector
OPV
Programme of Work and Portfolio
Departments
• Scaling-up
• New and more relevant financial instruments
(including middle income countries and fragile
states)
• Strengthened technical capacity
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A new Office of the Chief Development
Strategist (CDS)
PMD
Office of the President and
Vice President
CSSG FAD
CDS
President
Vice President
Director, OPV
Finance &
Administration Dept.
Chief Finance and
Administration Officer
Office of the Chief
Development Strategist
Chief Development
Strategist
Programme Management
Dept.
Associate VP
Programmes
OPV
Programme of Work and Portfolio
Departments
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Office of the Chief Development Strategist
(CDS)
Departments
Service lines:
PMD
CDS
CSSG FAD
OPV
Programme of Work and Portfolio
• Analysis of poverty dynamics and development architecture
• Strategic placement and guidance to operations
• Knowledge management and innovation
Main thrusts of planned improvement:
• New Strategic Framework
• Report on rural poverty coming out regularly
• Strengthened capacity to follow and engage in global policy
dialogues in agriculture and rural development
• Strengthened capacity to develop mid-to-long term strategies
13
A reconfigured Finance and Administration
Department (FAD)
PMD
CDS
CSSG FAD
Move of two
corporate
services
divisions
 Human
resources
Finance & Administration Dept.
Chief Finance and Administration
Officer
Financial Services Division
Director and Controller
Treasury Division
Treasurer
 Strategic
planning
and budget
Administrative Services Division
Director
IT Services Division
Director
OPV
Programme of Work and Portfolio
Departments
14
Finance and Administration Department (FAD)
Service lines:
CSSG FAD
CDS
PMD
Financial services and investments management; information technology
infrastructure; physical infrastructure
OPV
Programme of Work and Portfolio
Departments
Main thrusts of planned change:
• Financial management: Integrated corporate financial management;
new IT- based loan and grant administration system; new financial
products to respond to member needs; upgraded technical capacity
to service new products and resource mobilization; Assertions &
attestations (2011 & 2012)
• Administrative cost management: Rationalization and streamlining
reviews of key processes; IT support process to streamlining and
automation; out-sourcing transaction-intensive activities
• Support to country presence: Integration of decentralized operations
into corporate financial and administrative support systems
15
A new Corporate Services Support Group
(CSSG)
PMD
CDS
CSSG FAD
OPV
Programme of Work and Portfolio
Departments
Office of the
General
Counsel
Office of the
President &
Vice President
Office of Audit
and Oversight
Communications
Division
Office of the
Secretary
North America
Liaison Office
Human
Resources
Division
Strategic &
Budget Planning
Division
Arab & Gulf
States Liaison
Office
A conglomerate of divisions and offices with reporting lines to
the Office of the President and Vice President
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Corporate Services Support Group (CSSG)
PMD
Service lines:
Corporate planning and performance management; support to
Governing Bodies; communications; corporate human
resource management; legal services; internal audit and
investigation
CSSG FAD
CDS
Main thrusts of planned change:
OPV
Programme of Work and Portfolio
Departments
• Cluster of independent divisions essential to corporate
strategy
• Integration of all corporate plans and management
platform for monitoring efficiency
• Integration of communications and advocacy
• Strategic management of human resources to support
results agenda
• Strengthening oversight and accountability
17
A unified Office of the President
and Vice President (OPV)
Office of the President and
Vice President
President
Vice President
Director, OPV
PMD
CDS
CSSG FAD
OPV
Programme of Work and Portfolio
Departments
Office of the General
Counsel
General Counsel
Office of Audit &
Oversight
Director
Office of the
Secretary
Secretary of IFAD
Resource Mobilization &
Partnership Unit
Strategic Planning
Division
Director
Human Resources
Division
Director
Communication Division
Director
North America Liaison
Office
Director
Arab Gulf States Liaison
Office
Director
 A unified Office of the President
and Vice President (OPV)
working as one
 Heads of the CSSG reporting to
OPV
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A unified Office of the President
and Vice President (OPV)
PMD
CDS
CSSG FAD
OPV
Programme of Work and Portfolio
Departments
Service lines:
External relationship management; high level advocacy;
overall internal management and coordination; corporate
governance, resource mobilization
Main thrusts of planned change:
• Coherent and sustained high level advocacy and
relationship management
• Vice President with direct responsibilities for HR,
Strategic planning and budget and resource
mobilization
• Strengthened risk management
• Change and Reform
19
Strategic Workforce Plan (SWP)
OPV
Strategic Workforce Plan
and HR Reform
CSSG FAD
CDS
PMD
HR
Inputs
Function:
To ensure that IFAD has the right workforce in the right
place with the right skills to achieve its targeted
development impact through the programme of work and
portfolio of projects. A workforce that is more decentralized,
more focused on operations, more qualified for task.
Strategic Workforce Plan (planned completion Q3 2010):
• Analysis of as-is workforce profile
• Projection of to-be workforce to support programme of
work and project portfolio impact
• Inclusive (HQ and decentralized) strategy of rotation,
recruitment, retention, release and development to
achieve projected deployment
20
Indicative workforce requirements
(in FTEs)
OPV
Strategic Workforce Plan
and HR Reform
CSSG FAD
CDS
PMD
HR
Inputs
2010
2011-2012
PMD
Field
Prof.
GS
Cons.
422
41
126
95
160
Expansion of programme management capacity in
country offices -- mostly locally hired with some outposting of HQ staff. Increased technical capacity at
HQ (value chains, private sector linkage, climate
change)
FAD
Field
Prof.
GS
Cons.
135
0
46
83
6
Stable overall, but shift to support strengthened
capacity to manage new financial instruments, and
increased technical capacities in context of
automation and process streamlining
CDS
Field
Prof.
GS
Cons.
12
0
7
3
2
Expectations of stability, but to be reviewed in light of
experience in new function
Sub-Total
(PMD/FAD/CDS)
569
21
Indicative workforce requirements
(in FTEs)
OPV
Strategic Workforce Plan
and HR Reform
CSSG FAD
CDS
PMD
HR
Inputs
2010
2011-2012
CSSG
Field
Prof.
GS
Cons.
157
0
65
83
9
Some changes in skill mix to reflect emergence of
new financial products and co-financing
arrangements
OPV
Field
Prof.
GS
Cons.
(RMP)
Field
Prof.
GS
Cons.
24
0
14
7
3
Sub-Total
(CSSG/OPV)
181
Total
750
Stable overall with RMP being revised
(0)
(6)
(2)
(0)
Projected overall increases
22
Human Resources Reform
OPV
Strategic Workforce Plan
and HR Reform
CSSG FAD
CDS
PMD
HR
Inputs
What has been accomplished
- Interim HR Director in place
- Number of President’s Bulletins on HR issues
- Number of Information circulars on HR issues
- Changes to benefits and entitlements
- Strengthening HR platform for staff in ICOs
March 2010
2 out of 4 in 2010
12 out of 18 in 2010
April 2010
April 2010
What is in progress
Expected timeline
- Appointment of HR Director
- Revision of HR Rules and HRPM
- Voluntary Separation Programme (Phase 2)
- External review of compensation system
- Review harassment panel
- Financial disclosure
- Review of the performance management system
- Electronic benefits calculation
July 2010
May-July 2010
May 2010
October 2010
May 2010
May 2010
June 2010
September 2010
23
Zero-Based Budget (ZBB)
OPV
Zero-Based Budget
Strategic Workforce Plan
and HR Reform
CSSG FAD
CDS
PMD
Budget
Inputs
Functions:
Ensure that IFAD budgets are focused on providing the workforce
and other requirements for delivering impact through the
programme of work and portfolio – on the basis of chain of results
and scrutiny of necessary costs and prioritization
Shift resources towards operations; contain administrative costs
across all groups; raise efficiency
Methodology:
• Covers all expenditures financed from all sources
• Historic allocations discarded
• Identification of service lines supporting POW and project
portfolio
• Specification and enumeration of key outputs
• Challenge to costing base
24
Indicative budget requirements
OPV
Zero-Based Budget
Strategic Workforce Plan
and HR Reform
CSSG FAD
CDS
PMD
Budget
Inputs
2010
2011-2012
PMD
Post-reconfiguration budget
increased to 54% of
administrative budget
(expanded after
reconfiguration)
Growth linked to
expansion of POW and
project portfolio (to be
determined by ZBB)
FAD
Post-reconfiguration budget
decreased to 21% of
administrative budget.
Budget change will reflect
tangible improvements in
administrative efficiency
CDS
New budget established at 2%
of administrative budget.
Resources made available
from redeployment of staff and
budget within corporate
envelope
Future financial
requirements are linked to
ability to mobilize
necessary workforce
competencies internally
25
Indicative budget requirements
Zero-Based Budget
Strategic Workforce Plan
and HR Reform
2010
2011-2012
CSSG
Resources made available
Budget change will reflect
from redeployment of staff
tangible improvements in
and budget within corporate
administrative efficiency
envelope. Total budget of 21%
of administrative budget
OPV
Post-reconfiguration budget
made available from
redeployment of staff and
budget within corporate
envelope. Total budget of 2%
of administrative budget
Budget change will reflect
tangible improvements in
administrative efficiency
OPV
CSSG FAD
CDS
PMD
Budget
Inputs
26
Timeline and approval mechanisms
Zero-Based Budget
Strategic Workforce Plan
and HR Reform
Timeline
Results of high level iteration
discussed with Executive Board in
context of budget preview
September 2010
Detailed iteration taking into
account September Executive
Board discussion in Programme of
Work and Budgets
December 2010
OPV
CSSG FAD
CDS
PMD
Budget
Inputs
27
Thank you for your kind attention
Empowering the
smallholder farmers
(businesses) ,
especially women,
to create wealth and
move out of poverty
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