Update on the Organizational Improvement Initiatives 20 May 2010 Unite for Children
Organizational Review Report, 2007: Five Strategic Shifts Recommended Sharpen Programme Focus, Formulation & Strategy Realign Structures & Systems to Deliver Quality Results Position UNICEF as a Global Knowledge Leader for Children Enhance Partnerships for Resources & Results Manage for Performance 2
Ten Organizational Improvement Initiatives Accountability System Dynamic Programmes Organizational Performance ERM Business Process Improvement One ERP Knowledge & Content Management Global Partnerships Internal Communication Talent / Leadership Management / Development 3
Four Result Areas of the Organizational Improvement Process Programme Excellence Accountability & Risk Management Effective Resource Planning & Implementation IPSAS Operations Performance 4
1. Improved Accountability and Effective Risk Management Better understanding of roles, responsibilities and functions and more risk informed management policies and practices Progress to date: Accountability System Paper approved June 2009 Enterprise Risk Management Policy issued May 2009 Ongoing Work: Internal Accountability Framework being updated Risk management training, tools and governance mechanisms being rolled out 5Regulatory Framework being updated
2. Programme Excellence UNICEF programmes are more dynamic, strategic, responsive and innovative Progress to date: Simplified programme results structure and multi-year/rolling workplan developed and piloted at country level Programme Cooperation Agreement and Small Scale Funding Agreement modalities improved Strategic Framework for Partnerships and Collaborative Relationships approved June 2009 Communities of Practice institutionalized among knowledge management tools 6
2. Programme Excellence (cont). Ongoing Work: Simplified programme results structure and multi-year/rolling workplans implemented in all offices Programme component results (PCR) and intermediate results (IR) more focused on results for children Complementary to interagency programming efforts and UNDAF Ensure greater harmonization with national planning, budgeting and reporting cycles Plan of action for Strategic Framework for Partnerships and Collaborative Relationships being implemented Knowledge Management Framework being developed 7
3. Operations Performance More efficient business models and processes optimize the use of organizational resources Progress to date: New and Emerging Talent (NETI); Leadership and Development (LDI) Initiatives; Management Development and Assessment Centres (MADC) launched E-PAS: on-line 180 performance appraisal system UNICEF Employment (e-recruitment) on-line ICON Internal Communications Network Business process simplification in procurement, travel management, harmonized cash transfers, contract review and 8approval, etc.
3. Operations Performance (cont.) Ongoing Work: Supply Customer Relationship Management system New web-based supply catalogue Improved customer enquiry management On-line cost estimates and order tracking for internal and external customers New procedures developed for general service recruitment and performance assessment 9
4. Effective Resource Planning 10 and Implementation and IPSAS Web-based enterprise resource planning system provides single organizational platform for implementation of improvements and adoption of IPSAS Progress to date: Blueprint for realization of VISION/One ERP finalized, integrating business process improvements and IPSAS compliance requirements Architecture for Performance Management Information System established Roadmap for IPSAS compliance
4. Effective Resource Planning and Implementation and IPSAS (cont.) Ongoing Work: Programme Manager Dashboard being introduced: Operations Performance Programme Performance Reporting VISION / One ERP effective 1 January 2012 in all offices IPSAS Compliance as of 1 January 2012 Full Performance Management Information System organization-wide 11
Ensuring Success of the Organizational Improvement Process Strengthened governance and coordination through: Convergence of four result areas under single project board Network of Divisional Coordinators Draft improvement results framework Increased internal and interagency consultation provides valuable feedback: Workshops and WebEx sessions with Field Reference Group members and country office pilots Participation in UN Coherence and Delivering as One fora Headquarters-level interagency networks 12
Ensuring Success of the Organizational Improvement Process (cont.) Engagement of senior management at all levels to lead change Regional Management Team meetings Deputy Representative and Operations Managers meetings Global and Regional Technical Network Meetings Effective communication to all staff at all levels Targeted approach for staff whose roles and functions are most affected Capitalize on existing internal communication tools Promote cascading and peer-to-peer communications 13
Ensuring Success of the Organizational Improvement Process (cont.) Coordinated approach to learning and training: In synch with improvement communications strategy Minimum disruption to staff and offices Linked to country programme cycles Phased, hands-on, learner centred and cascading approaches Integrated into existing trainings and mechanisms Implement 360 Intranet site: Timely information sharing Information resource on all improvement issues 14
2010 2011 January 2012 June 2010 Supply Customer Relations Management System December 2010 Risk Management tools & governance mechanisms January 2011 Simplified Programme Results Structure & Multiyear/rolling Workplans January 2011 Programme Manager Dashboard component of Performance Management Information System Accountability Framework Regulatory Framework IPSAS Compliance VISION / One ERP Full Performance Management Information System Implementation of the Plan of Action for Strategic Framework for Partnerships & Collaborative Relationships 15 Improvements Training and Roll Out