Integrated Approach to Programme and Operations Strategic Planning in a Challenging Aid Environment.
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Integrated Approach to Programme and Operations Strategic Planning in a Challenging Aid Environment
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Transcript of Integrated Approach to Programme and Operations Strategic Planning in a Challenging Aid Environment.
Integrated Approach to Programme and OperationsStrategic Planning in a Challenging Aid Environment
ODA Trends 1990-2007
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 20072,000
3,000
4,000
5,000
6,000
7,000
8,000
9,000
10,000
11,000
EC
World Bank Group
UN
All Others
Net ODA from OECD DAC countries to multilateral institutionsat constant 2006 prices and exchange rates (millions USD)
The New Aid Architecture requires the UN Development System to strategically strengthen its Coherence, Efficiency and Effectiveness.
• For development-related activities non-core contributions increased nearly five-fold, in real terms, between 1993 and 2008, while core funding grew by 2%.
• As a result, the core component of funding for development-related activities declined from 70% in 1993 to 34 per cent in 2008. (Res. 64/289 ‘System-wide Coherence’, 21 July 2010)
• 91% of non-core funding for development-related activities in 2008 was single donor and programme and project-specific.
• 9% of non-core funding for development-related activities in 2008 was pro-grammed through pooled funding mechanisms.
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Answering these trends, “…reform efforts should enhance organizational efficiency and achieve concrete
development results.”* • Triennial Comprehensive Policy Reviews (TCPR) from Dec 2004 and March
2008 establish clear roadmap for the United Nations towards greater effectiveness, efficiency and coherence.
• Concrete steps requested towards ‘rationalization of country presence through common premises, implementation of the joint office model and common shared support services’. (point 34, Res. 59/250, 17 Dec 2004; point 120, Res. 62/208, 14 March 2008)
• The TCPR stresses the importance for the UN development system to improve strategic planning, integrating results-based management, accountability and transparency. (point 33, Res. 62/208, 14 March 2008
• The UNDAF is a result of a strategic planning process, including analysis of UN comparative advantage, stakeholders, UNCT capacity, and strategic priorities.
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*(point 9, Res. 62/208, 14 March 2008)
1. Road Map
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3. Strategic Planning
1 Road Map 2. Country Analysis
3. Strategic Planning 4. M&E
Mandatory Steps
Three parts to the UNDAF Guidance Package
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UNDAF Progress Reporting
UNDAF Action Plan Guidance
UNDAF Guidelines & Technical Guidance
UNDAF Guidelines emphasize…
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National Ownership
Alignment with national development priorities
Inclusiveness of UN system, including NRAs
Integration of the five programming principles
Mutual accountability for development results
Programming principles & thematic guidance notes for country analysis and UNDAF
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The fab five:
• HRBA• Gender equality• Environmental
sustainability• Results-based
Management • Capacity development
1. Road Map
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• One Outcome level only
• Simplified Results Matrix that integrates the M&E Framework
• Option to keep UNDAF at outcome level (there are two options for developing your Results Matrix)
What’s new and important in Strategic Planning?
UNDAF Options1.
Road Map
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Country Analysis -> UNDAF 1a -> CPDs -> CPAPs/Ag. Programmes -> AWPsA
Country Analysis -> UNDAF 1a -> CPDs -> UNDAF Action Plan-> AWPsB
Country Analysis -> UNDAF 1b -> CPDs -> CPAPs/Ag. Programmes -> AWPsC
Country Analysis -> UNDAF 1b -> CPDs -> UNDAF Action Plan-> AWPsD
The problem with most strategic plans is that they are long on what to do and short on the how to do it.
• Programming is our first priority and to deploy we must have an appropriate and efficient operational infrastructure.
• Business Operations underlies all programming efforts regardless of the modality and consolidating operational support reduces transaction costs and duplicated effort.
• UNCTs should plan in detail for achievingefficiency gains from the very beginningof each programme cycle.
• Operations should not function as staticdepartments separated from Programme, but as an integrative part of the strategic planning process.
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Programme
Operations
UNDAF without integrative approach
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Plan
ning Roadmap
Country AnalysisStrategic PlanningUNDAF Finalization
UN
DAF Implementation
Annual ReviewProgress Report UNDAF Evaluation
Planned Results
Static Operational Support
Plan
ning
RoadmapCountry AnalysisStrategic PlanningUNDAF Finalization
UN
DAF Implementation
Annual ReviewProgress Report UNDAF Evaluation
Planned Results
Strategic Planning integrating Programme and Operations
Assessing and Optimizing Operational Support
Programme Needs
Wha
tH
ow
Harmonization of Business PracticesCommon ServicesOutsourcing of Support Services
Reduction of Transaction CostsGreater Operational EfficiencyIncreased Quality Standards
Quantified SavingsGreater Cost EfficiencyBetter Programme Delivery
The Business Operations Sessions aim at transferring the skills to increase operational efficiency and quality at the Country Level
• Introduce the Process Approach Model to Common Services (Assessment, Planning, Management).
• Discuss the effective organizational set-up of Operations Management Team, its Working Groups and its strategic positioning at the country level.
• Review existing Business Practices and start developing Common Services, designed to maximize savings and most effectively support Programme delivery.
• Design draft work plan to implement and manage Common Services and harmonize Business Practices.
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Continuous Process
1. Road Map
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Common Services Framework
Management Planning Assessment
Country Team
Operations Management
Team
Technical Input
Technical Input
Technical Input
Task Forces
Decision-Making
Annual Work Plans &
Reports CS Imple-mentation Plan
Integrated Options Report
Signed Agreement
Directive
