1 RR Induction Workshop Corporate Update & Overview of 2015 July 2015

22 The Strategic Plan calls for UNDP to deliver results in a more integrated and effective way We need to be effective in delivering strong development results on the high expectations of the Strategic Plan We need to be financially sustainable, recognizing that declining core resources require a leaner and more cost effective organization Development issues are complex, multi- dimensional and often unique to each society — SO MUST BE OUR APPROACH AND ADVICE

33 Key Principles used in the Structural Review Support better Country Office delivery and implementation (program, policy, and operations support) Respond rapidly to crises when they occur while mainstreaming disaster risk reduction and resilience into all our program areas Deliver effectively on the priorities established in the Strategic Plan and onwards, within the resources available in our integrated Budget Be flexible, and adaptable to shifts in priorities

44 What were the key changes? Shift functions requiring a more regional / country-level context to the Regional Hubs Creation of new, unified policy bureau (BPPS)- consolidation of all policy & programme support across HQ and regional levels Separate Crisis Response Unit (CRU) - coordination of corporate response to crisis (L3) Improve management ratios to be less top heavy Improve enabling functions – by consolidation and business process re-engineering

55 Structures – Update HQ & Regional Levels New structures are in place, transitions have commenced Pre-Structural Changes: 1,709  Organograms Oct 2014: 1,525 HQ/Regional Ratio has improved Pre-Structural Changes: 60 / 40  Organograms Oct 2014: 44 / 56 30% shift of staff out of HQ to the region

Focus on Delivery 6 DRAFT FOR DISCUSSION Programme alignment o Deliver high quality programmes o Better use of evidence of results Making the new accountability framework work Delivering a new BOM

77 Corporate Accountability Framework Clarification of where accountability rests  Transparent decision making within the organization Agreement between Bureaux on how joint activities are managed Agreement on rules/standards for matrix structures  Application/enforcement of accountability

8 Notes: 1.Ultimate accountability for all CO support lies with the RBx, who serve as the principal interface with CO on service delivery support, including crisis support and engage other Bureaux as applicable for the completion of support. 2.In addition to responding to support requests from COs, the accountability for CO oversight resides with RBx to guide and support CO in maintaining or elevating CO performance. RBx also proactively identify country needs as part of the planning & monitoring process with CO. 3.CO Troubleshooting often includes operational areas, where BoM is also responsible for providing support Country Office Support & Oversight Sub-FunctionsExORBxBPPSCRUBERABOM CO Planning Support A, RR C CO Monitoring & Reporting A, RR C Other CO Support & Troubleshooting A, RRRRR

9 Delivering a new BOM or Management Services Bureau Inefficiencies; Duplication of Functions Insufficient Collaboration with Bx Siloed, Disjointed Solutions Leadership Too Complex Potential Solutions Functional alignment with Bx BPR to streamline, standardize policies and processes Formalised BoM/Bx collaboration mechanism Functionally integrated delivery model Customer-driven, solutions focused mindset Act as a professional service provider Understand customer needs, align service delivery Clear accountabilities Streamlined decision-making Rigid; Not Customer-Oriented Changes are required to enable BoM to be an effective management service partner Key Challenges 9 As of Now: -New organograms on the web -People realignment underway -Timeline: effective on 1 September As of Now: -New organograms on the web -People realignment underway -Timeline: effective on 1 September

10 THE END

11 Country Office Support & Oversight