Transcript MYFF 2004-2007 and BUDGET STRATEGY 2004-05

UNDP’s Strategy
Over the Coming Years
3rd JPO Regional Workshop
9 May 2003
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Objective of the session
• Share perspectives on evolving role and
strategic directions of UNDP
• Highlight elements that will drive
UNDP’s business in the next 4 years –
MYFF, Budget Strategy, ERP
• Discuss impact on Cos of these
changes in the corporate environment
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Changing UN Role
• Donors have a choice – “12 UN
agencies or 1 World Bank “
• Consensus that poverty is a problem
which needs a holistic solution
• Impact from ideas, not $
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Push for “One UN”
• Member States pushing for
harmonisation (of UN and donor
practices)
• General Assembly Resolution
December 2001
• OECD/DAC initiative
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UN IMPACT: Progress in Reform
• UNDG established 1997 under S-G’s
management
• Since 2000 - over 16 agencies have
asked to join (not directly under SG)
• 115 CCAs,82 UNDAFs,
• Harmonized Country Programmes of
ExCom agencies
• Common programming tools
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Progress in Reform (ctd)
• Currently 54 UN Houses; and Common
Services
• System-wide selection of Resident
Coordinator
• Simplification and Harmonization of
Country Programme implementation (in
progress)
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BEING STRATEGIC
First generation CCAs
• Analyses often not deep enough
• Not always linked to national planning priority setting
(PRS)
First generation UNDAFs
• Outcomes too many and too broad
• UNCTs did not maximise synergies, based on
comparative advantages
• No clear link between UNDAF outcomes and agency
Country Programmes
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The Millennium Declaration
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global political consensus
links peace, governance, human rights & dev.
contains outcomes we can all agree on
creates benchmarks for human dev.
based on partnership
promotes democratic conversation
sets framework for UN reform at all levels
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Core UN Strategy on MDGs
• Monitoring (MDGR):
Where do we stand?
• Millennium Project:
What will it take?
• Millennium Campaign:
How to raise
awareness and
encourage action?
• Operational Support:
What can we do about
them?
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UNDP’s Mission
Helping to meet the target set by
world leaders at the Millennium
Summit of halving global poverty by
2015.
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The Changing Role of UNDP
• Growing complexity of development
– Holistic interventions
– Multi-partner approaches
– National ownership
• From Funding to Development Agency
• From Provider to Partner
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Impact on Country Offices
Re-profiling:
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Knowledge based services
Networked around the practices
UN Coordination
Partnership and resource mobilisation
Increased effectiveness
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UNDP as a “Network”
Other UN
CO
NGO
CO
Donor
CO
CO
CO
CO
CO
SURF
HQ
CO
CO
SURF
CO
HQ
CO
CO
CO
CO
CO
Government
THIS
NOT
THIS
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Business Plan Achievements
• UNDP’s visibility in the development
community at all time high
• Foundation laid for a practice-oriented,
knowledge-driven organization
• Expanded role in crisis prevention and
recovery (Afghanistan)
• Better alignment of staff profile with BP vision
(reprofiling, learning, rejuvenation)
• Results-based management instruments in
place to capture managerial and development
performance
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Challenges for 2004 - 2007
• MDGs – quality of reporting, issue of
ownership, programmatic implications
• Fully implement practice and knowledge
based organization
• Ability to seize new opportunities, including
through re-prioritization
• Reverse sliding trend in operational capacity
• Deliver on the UN reform
• Right people at right time in right place
• Securing sustainable level of funding
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Basic Principles - MYFF
• Alignment of MYFF and Budget Strategy
• MYFF:
– sets four-year frame for intended work of the
organization – it integrates programme
objectives, results and budgets
– is a resource mobilization instrument
– is a strategic management tool
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Basic Principles – Budget Strategy
• Budget Strategy:
– To reflect multi-funded UNDP – regular
and other resources
– To rationalize use of programme and
support budget resources
– To reflect universality of presence –
including piloting of sub-regional/regional
alternative approaches
– To present base structure for COs and
HQ
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Basic Principles – Budget Strategy
• Budget Strategy:
– Strengthen budgetary flexibility on both
bureau and corporate level
– Support strategic priorities – such as
building a knowledge organization and
crisis prevention
– Incorporate results and performance
measures as key factor for distributing
strategic pools of resources
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Content - MYFF
• Practice areas
– Democratic governance
– Poverty reduction
– Energy and environment for sustainable
development
– Crisis prevention and recovery
– ICT for development
– HIV/AIDS
• Cross goals: gender, support to UN
• Management as a practice area
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Content - MYFF
• Strategic goals for each practice: key levers
of change critical for supporting achievement
of the MDGs and represent areas in which
UNDP develop expertise and builds practices
• Service lines: within strategic goal, distinct
area for which there is a demand in UNDP
services, a record of demonstrable results,
resource mobilization potential, value added,
capacity/expertise or special mandate
• MYFF to bring alignment between MDGs,
practices and service lines
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Content – Budget Strategy
• Budget strategy – focus on strategic initiatives
critical to deliver on programmatic results:
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Knowledge networking (practice culture) and RBM
Learning
Crisis prevention and response capacity
Capacity of UNDP workforce – CO flexibility
Regional operations capacity
UN coordination
Resource mobilization and partnership capacity
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Time Line
• Budget Strategy – EB June 2003
• MYFF
– EB September 2003
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Implications for Operational Support
Services
• Service lines:
– Strategic – support to Administrator and SMT, e.g.
corporate planning and resource allocation
– Oversight – developing tools for performance
management, e.g. MRF, financial controls, and for
preserving accountability for delegated finance,
HR and procurement authorities
– Advisory – support to line managers, e.g. in HR
resource management, change management
– Administrative support to COs and HQ units,
directly to staff as well as partner agencies; e.g.
HR benefits management, accounts, payroll
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Implications
• Four tiers of management services:
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–
–
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corporate
regional
country
service centers
• Structure:
– small core in HQ
– Number of regional support centers
– One or more shared service center (transactional
work)
– Outsourcing
– Rationalized division of responsibility between
Cos, regional and corporate level
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Implications
• Evolving organizational needs and
opportunities provided by new IT platform
demand:
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enhancing client partnering services
alignment of planning with resource management
Monitoring of resource utilization
Support to country office
Creating a management practice
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Implications for CO
• HQ-Region-Country roles and
responsibilities
• CO Management
• Role of Programme Officer
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PeopleSoft
Implementation Highlights
What is PeopleSoft
Scope and Benefits
Rollout Plan and Schedule
Site Preparation Activities
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What is PeopleSoft?
PeopleSoft
With PeopleSoft, we will have an accurate picture of
who works here, how much money we have, how much
we spend and what we spend it on.
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Can You Imagine this UNDP?
A Dream to Reality: the End Vision
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Globally shared Country Office Project Information
Standard Local Salary Payroll - with pay slips!
Accurate Human Resource Info - you can change your information
No home-grown systems, no corrupted databases (no WinFOAS,
FIM)
A commercial accounting system (e.g. automated bank
reconciliation)
No Paper Forms (e.g a completed online Personal History Form is
written directly to the HRMS database)
No Hard Copy Manuals
No Paper Signatures
Travel approval on the press of a button (automatic DSA, Tickets)
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Key Benefits of the PeopleSoft Implementation
It is not a mere IT implementation! It will change the way UNDP does business. It is a
solution to manage Programme operations, Human Resources, Finance, Treasury and
Procurement functions in a comprehensive way with streamlined processes.
 Improved data sharing:
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Instant global availability of data
Eliminate data redundancy
Reduce manual data entry and duplicate efforts
Substantially reduced desk-to-desk paperpushing, e.g. Paper IOV discontinued
 Enhanced reporting:
 Eliminate routine reporting requirements to Headquarters
 Real-time needs-driven electronic reports (e.g. to donors)
 More effective project management
 Project logic drives budgeting (multiple funding for projects)
 Local payroll and payslips for everybody
 Improved accountability
 Access to the system from anywhere (if you have Internet connection)
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Core Functionality – Programme
Business Process Changes in the Programme Area:
Available 1 January 2004:
 Activity level budgeting
 Stronger linkages between resources
 True decentralization - flexibility and accountability in managing project
budgets
 Tools to track and manage donor proposals and funds
Available Later:
 PC-based project-management tool
 RBM scorecard
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Key Rollout Milestones
We are finishing
the preparation
phase. All COs
need to fulfill the
readiness criteria
by June
Preparation Phase
• Mar 03 – Technical
Infrastructure Upgrade
tasks initiated
• Apr 03 – ICDL certification
accelerated
Jan to Apr 03
Deployment phase
User Testing phase
Readiness phase
• Jun 03 - Readiness
Certification completed
• Jul 03 - Readiness ReCertification or Final
Certification completed
May to Jul 03
• Aug 03 -UAT Role
based training
completed
• Sep 03 -Test planning
and test scenario
scripting completed
• Oct 03 - User
Acceptance Testing
completed (2 weeks)
• Oct 03 – PS Help Desk
facilities fully
operational
Aug to Oct 03
• Nov 03 – User Training
for participating offices
completed
• Dec 03 –Participating
Offices roll out
completed
• 1 Jan 04 – “Go Live”
• Jan 04 – Post
Implemented review
Nov 03 to Jan 04
Planning/Communication phase
• Jan 03 – ERP Needs and
prelim readiness assessment
completed
• Feb 03 – ERP Readiness
Checklists and technical
standards disseminated
• Feb 03 – Pilot offices
participated at ASE session
• Apr 03 – User roles and
training requirement defined
• Jun 03 – User Support Plan
approved
• Jun 03 – ERP Participating
Offices finalized
• Jul 03 – Alternative Plan for
non participating (not ready)
offices finalized
• Jul 03 – Data Cleaning and
Conversion preparation
tasks accelerated
• Aug 03 – Basic PS Help Desk • Nov 03- ERP User
Operation established
Guide finalized and
distributed
• Sep 03 – Deployment Sites
readiness certified
• Dec 03 - Retirement
plans for legacy
• Oct 03– Participating Offices
system finalized
Connectivity Testing
completed
• Jan 04 - Post
Implementation
• Oct 03 – 1/1/04 Go-No Go
Review completed
decision made and
Contingency plans approved
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Site Readiness Dashboard
The Dashboard (http://erpdashboard.undp.org/) will
track the preparation status of COs. 4 categories will be
tracked for each site. (There are additional layers of
information behind each category)
 Technical Readiness:
 Connectivity
 Infrastructure: Hardware,
Software
 Data Preparedness
 Finance data
 Budget data
 Inventory/Vendor data
 HR Data
 Training
 ICDL Training
 PeopleSoft Training
 Organizational
Preparedness
 Country Office Project
Team readiness
 Project workplan
readiness
 Communication plan
readiness
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