Progress Update to the Executive Board on Change Management (26, January) Comprehensive Resource Review Laura Londén, Assistant Secretary-General Deputy Executive Director - Management
CONTENT Rationale: WHY change at UNFPA? WHY a comprehensive change management process? Change for WHAT? Overview The theory of change of the new Strategic Plan Institutional response Comprehensive Resources Review (CRR) o Background o Introduction o Purpose and Process o Outcomes o Office Realignments o Next Steps
Rationale: WHY change at UNFPA? Change is a response to a multitude of factors, including: Work will be closer to the beneficiary: 10 year old girl Bull s eye reinforced at country level with increased programme budget Operational Efficiency and Effectiveness increased with a better alignment of expenditure to funding source Delivering as One reinforced Mandate comes alive in the real world!
WHY a comprehensive change management process? Grounded and direct responded to the Evaluation of the architecture supporting the operationalisation of UNFPA Strategic Plan 2014-2017: develop and implement a comprehensive change management process to enable the organization at all levels to implement the upcoming and subsequent strategic plans to deliver on the 2030 Agenda for Sustainable Development and the Sustainable Development Goals. (Evaluation of the architecture supporting the operationalisation of the UNFPA Strategic Plan, 2017) The management response document proposes establishing a change management mechanism under the leadership of the DED Management, and the creation of a clear timeline that will cover the whole organization s change. (Management Response to SP Evaluation,2017.)
Rationale: change for WHAT? UNFPA equipped to improve programming for results. UNFPA equipped to optimize the management of resources. UNFPA equipped to increase contribution to United Nations system-wide results, coordination and coherence. UNFPA equipped to enhance communication, resource mobilization and partnerships for impact. UNFPA fit for purpose
The new Strategic Plan Including the SP s four outcomes, SP s five modes of engagement and 4 OEE outputs. Overview 2030 Agenda for Sustainable Development Including the SP s four outcomes, SP s five modes of engagement and 4 OEE outputs. QCPR In line with the 3-Strategic Plan Cycle, UNFPA has embarked on an organizational change-management process backed up by the QCPR. UN Reform Ongoing streams of the UN Reform.
The theory of change of the new Strategic Plan The new Strategic Plan (2018-2021): What is different? Designed towards 2030 timeline, with a focus on realizing SDGs; Focus on being vocal and visible in challenging times; Shift to transformative, people-centered results; Integrate work across humanitarian and development contexts, with a focus on building resilience; Strengthen and expand partnerships at all levels - to jointly deliver 2030 goals, including UN partnership and coherence; Address poverty and inequalities as prioritized throughout the Strategic Plan.
The theory of change of the new Strategic Plan UNFPA will directly invest its resources in the conditions necessary to achieve the new Strategic Plan outcomes. These conditions constitute the strategic plan outputs, which reflect the interventions that UNFPA intends to implement. Five key strategies will be applied: (a) advocacy and policy dialogue; (b) capacity development; (c) knowledge management; (e) partnership and coordination and (d) service delivery, including southsouth and triangular cooperation.
Institutional response Ongoing / existing initiatives that reinforce the change CRR Country Office Realignment SP Roll-out & Implementation ICT UN Reform Structured Funding Dialogue Change management will align various change initiatives in a holistic manner make them mutually reinforcing to help UNFPA respond in a balanced manner to institutional needs raised by the Strategic Plan, the SDGs agenda and UN Reform streams.
Comprehensive Resources Review (CRR) Background and Rationale Parameters identified and analyzed as part of the initial CRR functional review (March, 2017) The what : The strategic and programmatic positioning of UNFPA within the UN system vis-à-vis its Strategic Plans 2014-2017 and 2018-2021. A business model which enables different modes of engagement based on differentiated country contexts, maximizing the collaborative value of sister UN agencies. The where : Universality in the context of the 2030 Agenda is derived from the principle to leave no one behind : the issue of presence and defining how UNFPA supports countries. The how : Definition of the human resources, administrative and support services and funding necessary for the delivery of services to meet the sexual reproductive health needs of its constituents (women, young people especially adolescent girls. A corresponding structure and skill set that improves efficiencies, cohesiveness and synergies between various levels of the organization.
Introduction 1. CRR started with the previous Executive Director and gained momentum in 2017 2. CRR aims to ensure that UNFPA s resources, human and financial, are optimally deployed in support of the Strategic Plan (SP). 3. CRR is an integral part of overall change management driven by the SP 2018-2021, UN reforms and SDGs towards 2030. It is therefore a continuing process to respond to changes. 4. Mindful of interdependencies and linkages, CRR areas are aligned with UN reforms such as; Planning and Budgeting, Partnerships, South-South cooperation, and Humanitarian. 5. As is case with SG s reform, focus is on streamlining and strengthening for improved effectiveness and efficiency for program deliver. 6. The CRR is distinct from austerity measures, in place since 2015, the focus of which was on cost reductions for example travel, consultancies, audio visual etc.
Purpose and process Purpose : Streamlining of key functional areas of UNFPA to enhance effectiveness and efficiency in programme delivery. Process : Adopted consultative approach with engagement of staff from Headquarters and the Field Desk review Questionnaires Interviews Change proposals EC consultations Review of previous change management exercises and initiatives in UNPFA Based on findings of studies and final reports, comprehensive questionnaires were designed One-on-one interviews were conducted with key stakeholders The outcome of interviews and other exchanges resulted in the identification of potential areas for streamlining Overall picture of the process and findings were presented to ED and to Executive Committee areas for streamlining were refined Country Offices realignments began in 2015 : 60 alignment proposals approved by 2017 Task Teams Task teams established with terms of reference to review initial recommendations and provide feedback Peer Review Group Peer review group formed drawn from field locations to review task teams feedback and provide for inputs for Executive Director consideration Initial set of decisions Final recommendations take into account inputs provided by nearly 100 senior managers from Headquarters and Field locations through task teams and peer review groups CRR journey continues The ongoing discussions surrounding the SG reform process and its final outcome will also influence this ongoing process.
Outcomes Summary List of areas covered in the current phase: 1. Humanitarian architecture 2. Regional Desks, South-South 3. Planning and Budgeting 4. Technical Services 5. Programme Division 6. Partnerships 7. DGM 8. Pooling for HQ Finance/Admin capacities 9. ESARO Hub 10. ICT Transformation 11. Travel
CRR in response to the Strategic Plan Each CRR workstream is linked to the others and contributes to the four identified outputs to enhance organizational efficiency and effectiveness in support of the SP implementation UNFPA fit for the SDG 2030 Agenda Strategic Plan 2018 2021 implementation Enhanced organizational efficiency and effectiveness Humanitarian architecture Planning and Budgeting Regional Desks, South-South Technical Services Improving programming for results Optimizing resource management Pooling for HQ Finance/ Admin capacities ESARO Hub Travel Programme Division ICT Transformation Increasing contribution to UN system-wide results, coordination and coherence Enhancing communication, resource mobilization and partnerships for impact DGM Partnerships
1. Humanitarian architecture Outcomes Summary a. UNFPA Humanitarian capacity and action will be strengthened through better alignment of functions in Geneva and New York b. UNFPA will scale up its operational presence while retaining a strong, centralized humanitarian unit that promotes consistent operational support, sets norms and standards, and engages in advocacy for resource mobilization. c. With the increased flow of the resources and responsibility of UNFPA to coordinate the Sexual and Gender Based Violence (SGBV) cluster - within the Humanitarian system, due attention needs to be paid to support key functions namely: a. interagency coordination, b. capacity development for UNFPA staff and emergency deployment rosters c. rapid response and deployment function d. technical support to development of norms and standards. d. Co-locate rapid response, technical and normative standards and capacity building functions in Geneva to benefit from: (a) proximity to the field action, time zones and prospects for timely and cost-effective field support; (b) co-location and coherence of work with UNFPA closest Humanitarian partners WHO, UNHCR, UNICEF, International Committee of the Red Cross - ICRC and other non-un Humanitarian actors c. stronger participation in the Inter-Agency Standing Committee (IASC ) working groups based in Geneva.
Outcomes Summary 2. Regional Desks, South-South a. Regional Desks and South-South and Triangular Cooperation team will be integrated to provide focused support to regional and country offices, including redeployment of posts from DGM, located in the Programme Division. b. The integrated Regional and South South expertise/positions to work closely with regional and CO focal points, enable mainstreaming of South-South and ensure representation of UNFPA in growing number of South-South meetings convened by the UN. 3. Planning and Budgeting a. Combination of the budget function and non-core fund management unit with strategic planning function for an improved integration of core and non-core resources management. b. An integrated resource planning and budgeting will result into a stronger programmatic focus and alignment of all resources to the strategic plan, enable greater discipline in program budgeting, and consistent application of Cost Recovery Policy - so vital with growing share of other resources.
Outcomes Summary 4. Technical Services a. Enhanced technical capacity in field locations combined with virtual networks/communities of practice for the identified technical areas of needs to enable more timely responses to the emerging programmatic/technical requirements for the national partners in a cost efficient manner. b. Shifting eleven (11) professional posts from NY Headquarters - HQ to the field locations for further strengthening field based technical capacity in regions where the thematic needs are highest. 5. Program Division a. Merger of Strategic Planning/Standards Branch and Strategic Information/Knowledge Management Branch. b. Mainstreaming of knowledge management functions. c. Streamlining of Regional Desk Support and Quality Assurance functions. d. Net reduction of eight (8) posts from the above changes.
Outcomes Summary 6. Partnerships a. Partnerships management will be enhanced UNFPA will look to restructure and strengthen the partnerships model for resource mobilization. b. Given the changing landscape of public and private partnerships driven by the SDGs, UNFPA s higher capacity for resource mobilization will improve its ability to provide more resources for program delivery. 7. DGM a. Five posts will be redeployed and: 1 GS, 2 P4, 2 in Addis LO - 1 NPO and 1 G5, 2 position downgrades (posts to P4 level. b. The Global Agenda Branch will not remain as a separate function in DGM. c. Additional areas are being examined for synergies with other functions. 8. Pooling for HQ Finance/Admin capacity a. Pooling of HQ Administrative and Finance capacity at DMS aims at improved economies of scale, compliance and operational efficiencies. b. Prepares the organization for further consolidation and or outsourcing of back office functions, in the medium and longer term.
Outcomes Summary 9. ESARO Hub a. Establishment of ESARO hub for operational support in programme delivery for MICs (Botswana, Lesotho, Namibia, South Africa, Swaziland and Eastern & South Africa Regional Office). b. Lessons learnt during the pilot phase in 2018 will help possible mainstreaming a similar approach to other regions. 10. ICT transformation a. ICT Transformation ICT, as an important enabler of change and transformation to support results based programmes, will be implemented (a corresponding project and budget has been approved for 2018-2021), in close collaboration with other UN agencies. This will include a phased reduction of HQ NY based posts. b. Close cooperation with other UN agencies especially in reference to ERP and interoperability, is ongoing. c. Also, mindful of possible impact of the SG s reform. 11. Travel a. Trial introduction of a hotel program in lieu of DSA share of boarding for further optimization of the use of already reduced official travel budgets and expenditure.
Office Realignments Definition: Functional and structural analysis of a business unit, taking into account drivers of change, fiscal ceilings and expected results under the chapeau of SDGs and SP, ensuring that structures are fit for purpose Major Highlights: Regular resources available for country programmes can be reprogrammed In 2015-2016, 18 country office realignments were approved 1. Financial impact: $927,000 reduction of staff post costs in regular, $6.4m increase in program posts funded by other resources; 2. In 2017, UNFPA approved 42 office realignments. 9 country office realignments still under review; 3. Estimated impact of 2017 approved realignments for 2018-2021: $18.9m reduction in staff costs funded from regular resources and $20.2m increase in staff costs funded from other resources. 4. UNFPA is making significant investments in Country Office capacity, increasing by 357 posts and service contracts over the last 3 years, 92% are national positions and the vast majority on Other Resources. This is almost 11% increase in the country offices; at the same time, virtually zero increase in the total number of posts at HQ in NY.
Office Realignments Such realignments ensure that: 1. COs have the adequate staff skills mix for the implementation of country programmes; 2. Address issues/recommendations that may have been raised during Evaluation and Audit missions; 3. Convert long-term service contract positions into fixed-term posts funded under OR resources; 4. Funding sources are rebalanced for programme positions relative to changing mix of of resources; 5. COs are aligned with the Modes of Engagement; 6. Harmonization of positions, levels, titles and contractual modalities throughout across the Organization.
Organigram and JDs Roadmap for implementation of CRR work streams Costing and post classification EC Submission Costing and post classification (29 Jan to 2 Feb) Organigram and Job Descriptions (22-26 January) Review and sign-off (5 to 9 Feb) Executive Committee Submission (12 13 Feb) Human Resources actions after Executive Committee approval
Next Steps 1. CRR results /adjustments will be reflected in revised budget proposal 2018-2021. 2. CRR process will continue with additional areas for streamlining and improved effectiveness and efficiency. 3. UNFPA will remain focused on alignment with wider UN reform. 4. Various business processes will be reviewed and streamlined for operational efficiencies taking account of the changing environment. 5. Consultations/Progress updates with the Board: 22 February10:00 am to 12:00 pm in UN Conference Room 12 16 March UNFPA Orange Cafe for 1:15-2:45 (TBC)
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