The UNOPS Strategic Plan, 2014-2017 - United Nations ...

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The UNOPS
Strategic Plan,
2014
-
2017

Executive Board informal

June 2013

1

The UNOPS strategic plan, 2014
-
2017




Focus, Sustainability and Excellence

2

Informal consultations

Global Priorities and
Policy Framework

Strategic Framework

Products and Services

Organizational excellence

Considering

Quadrennial
Comprehensive Policy
Review (QCPR)

Rio +20

Post
-
2015 MDG agenda

Sustainable Development
Goals (SDGs)


Informal Consultation

Draft Strategic Plan 2014
-
2017 for review, feed back
and discussion

Partners survey

Excellence assessment


Annual Session

Final Strategic Plan 2014
-
2017 for approval

Second Regular Session

Biennial budget 2014
-
2015

EB Sessions 2013


‘What’ UNOPS
contributes to partners’
results in

Sustainable project
management

Sustainable
infrastructure, and


Sustainable
procurement


‘How’ UNOPS adds
value for its partners
through three service
types:

transactional services,

implementation
services,

and advisory services


Consultations

Realignment of UNOPS
global structure,
including reprioritization
of resources for
reinforcement of the
three delivery practices:

Sustainable project
management

Sustainable
infrastructure

Sustainable procurement


Operationalization of six
strategic must wins
for
strategy execution:

Leadership in sustainable
infrastructure

Leadership in procurement,
advancing sustainable
practices

Traction with business
development

Leveraged presence and
resources

Optimized internal
processes

Engaged, empowered and
high
-
performing people

UNOPS realignment


Mid
-
term Review of
the UNOPS Strategic
Plan, 2010
-
2013



EB decision 2012/24

Second Regular Session
2012


2011 Annual Report of
the Executive Director

Management and
operational results


EB decision 2012/16

EB Annual Session 2012


350+ interviews with
partners


Organizational maturity
assessment by 75+
managers


Survey of personnel


Stocktaking of both
management and
operational results

Mid
-
term Review of the
UNOPS Strategic Plan,
2010
-
2013

EB
Informal
02/2012

NYC

EB
Bilateral
Interviews

03
-
04/2012

EB
Informal
Retreat
06/2012
NYC

EB
Informal
06/2012
GVA

Consultati
on w/
Policy
Advisory
Committee

Outreach
to UNDP
06/2012

UNOPS
Strategic
and Audit
Advisory
Committee

Outreach
to UNDP
and
UNFPA on
Strategic
Framewor
k 01/2013

EB
Informal
01/2013

Bilateral
consultatio
ns w/
Policy
Advisory
Committee
02/2013

Thematic
teleconfer
ence w/
UNOPS
Global
Managem
ent team
02/2013

UNOPS
Strategy
and Audit
Advisory
Committee
02/2013

Policy
Advisory
Committee
03/2013

EB
Informal
03/2013

EB
Informal
06/2013

Roadmap to the UNOPS strategic plan, 2014
-
2017

3

4



4
th

High Level Forum
-

Busan

Partnership
for Effective Development
Co
-
operation



Rio+20

-

The future we want
(
A/CONF.216/L.1
), including the Secretary
-
General
responsibility matrix assigning specific implementation responsibilities to UNOPS and other
agencies



In the coming months we will follow closely the process of establishing the
post
-
2015
Development Agenda
:



The report
to the Secretary
-
General
“Realizing the Future We Want for All”

(UN System
Task Team on the Post
-
2015 UN Development Agenda
)



The upcoming report of the Secretary
-
General’s
High
-
level Panel on the post
-
2015
Development Agenda


Responding to evolving
global priorities and
policy framework

That means focus on:



National ownership and capacity


Economic, social and environmental sustainability


Accountability, transparency and results
-
based management


Resource efficiency and development effectiveness


Partnerships, incl. south/south and public/private

UNOPS is firmly
committed to the call of the
Quadrennial Comprehensive Policy
Review
(
QCPR)

(
A/RES/67/226) for further
UN coherence and efficiency
. . .


a.
Adhering
to the QCPR principle of aligning
UN planning
and programming documents with national
priorities, UNOPS

works
closely with
UN
partners at country, regional and headquarters
levels


b.
The Policy
Advisory Committee provides
UN
policy advice to the Executive
Director

(A/RES/65/176, reaffirming UNOPS governance arrangements)


c.
At
the global and regional level,
memoranda of understanding
are
key instruments
for establishing

complementary strategic
partnerships
with organizations in the
UN
and
beyond



d.
As a member of relevant
UN
country teams
, UNOPS
engages in the
UNDAF
process to ensure
that its contributions in project management, infrastructure and procurement are

in line with
national
priorities


e.
The focus of the UNOPS strategic plan,
2014
-
2017
is geared towards

creating
added value for
partners
at global, regional and country level
,
in the areas where the
Executive Board
recognises UNOPS
comparative
advantage
: project
management, infrastructure and
procurement
, including advancement of sustainable approaches and related
capacity building
activities (EB decisions 2012/16 and 24)

5

Committed to United Nations coherence

Executive Board
decisions
in 2012 providing clear direction and focus

6

Executive Board decision 2012/16, 28
June
2012
(Annual
S
ession)


Annual Report



Encourages

UNOPS to further mainstream the
national capacity development
agenda in the
competency areas where UNOPS has a
mandate
and a recognized comparative advantage
,
namely,
project management, infrastructure and
procurement
, including through the use of local
resources;”



Executive Board decision 2012/24, 10 September 2012
(2
nd

Regular Session)


Midterm review


“Endorses the midterm review of the strategic plan,
2010
-
2013, that highlights the
enhanced focus of
UNOPS
, which seeks to
maximize its
comparative
advantage

and reduce overlap and duplication with
the mandates of partner organizations;


Appreciates the increased emphasis on
national
capacity development

and
sustainable
approaches to project management,
procurement and infrastructure
.”








2013 Partner survey: initial feedback

7

To solicit
partner reactions to the UNOPS Strategic Plan
and
feedback
on
performance

since the extensive partner survey in 2012, an online
partner survey was conducted in May 2013. The initial numbers are based
on feedback from from 213 respondents.

In selecting implementing partners,
partner survey respondents
would
attach importance to
:



Their respect for
national ownership

and approach to
capacity
development
: 89%


Their ability to incorporate and account for contributions to
economic, social and environmental sustainability
: 89%


The efficiency and quality of the
products and services

they
offer: 94%


Their
accountability

for results and
transparency
: 93%


“UNOPs strengths lie in their three focus areas and their ability to
leverage on the UN system network of human and
technical/information resources”


-

Local supplier, Africa region

Focus on products
and
services focus in three
Delivery Practices

Sustainable infrastructure


Transport


Public Buildings


Community Infrastructure


Risk Reduction and Recovery

8

Sustainable procurement


Construction Procurement


Health Procurement


Procurement of common user products
and services for the UN and other
partners

Sustainable project management


Programme and Project Management


Portfolio, Programme and Project
Support

Products and Services


Mission:
serve people in need

T
o
serve people in need by expanding the ability of the
UN,
governments and
other partners to manage projects, infrastructure and procurement in a
sustainable and efficient
manner




Vision:
advance sustainable practices

To advance
sustainable implementation practices in development, humanitarian
and peacebuilding contexts, always satisfying or surpassing partner
expectations




Values:
service to others


National ownership and capacity


Accountability
for results and
transparency


Partnerships and
coordination


Excellence

The UNOPS identity

9


Sustainable
Project Management:
To contribute to
the ability of countries to
design and implement
projects while
integrating and balancing social,
environmental and economic
considerations



Sustainable
Infrastructure:
To contribute
to the ability of countries
to design,
construct and maintain infrastructure, integrating and balancing social,
environmental and economic
considerations



Sustainable
Procurement:

To contribute
to the
ability
countries to
manage
public procurement and supply chains, integrating and balancing social,
economic and environmental
considerations


Contribution goals

10


Recognized value:
T
o
innovate and deliver
products and services

that contribute
a level of value that is
acknowledged by its partners
, and in accordance with
international standards

and recognized best
practice



Process
excellence:
To
continually improve
the quality, timeliness and efficiency
of its operations by
innovating and perfecting its
processes



People
excellence:
To
empower its people
to perform at a consistently high
standard; and be considered an employer of choice to
attract the most talented
workforce



Financial
stewardship:
T
o
safeguard the continued
financial stability
of the
organization so as
to continue contributing
to the
UN
and its partners though a
self
-
financing
model

Management
g
oals

11

Focus on national capacity and sustainability


Equitable

economic

growth
:


i.
Ensuring

optimum

economic

value

by

pursuing

effective

management

and

investment

strategies

and

practices

ii.
Supporting

livelihoods

through

the

creation

of

local

employment

and

income

opportunities,

enhancement

of

market

access,

and

use

of

local

suppliers

iii.
Considering
,

where

possible,

the

total

cost

of

ownership

(financing,

operating,

maintaining

and

replacing

assets
)

iv.
Upholding

principles

of

transparency

and

accountability



Social

justice

and

inclusion
:


i.
Facilitating

a

rights
-
based

approach,

and

the

exercise

of

due

diligence

and

respect

for

international

human

rights

principles

ii.
Engaging

local

communities

and

beneficiaries

and

ensuring

equitable

access

to

project

benefits,

with

particular

emphasis

on

protecting

the

most

vulnerable

individuals

and

groups

iii.
Facilitating

access

to

food,

water,

sanitation,

energy,

health,

education,

justice

and

security

related

services

iv.
Mainstreaming

of

gender

equality

in

all

activities



Environmental

impact
:


i.
Mitigating

adverse

impacts

on

the

environment

and

improving

biodiversity

and

ecological

resilience

ii.
Using

renewable

resources,

taking

into

account

the

interactions

between

human

development

and

environmental

sustainability

iii.
Increasing

the

resilience

of

nations

and

communities

to

natural

disasters

12

Recognized value

Process excellence

People excellence

Financial
stewardship

Management goals

















Social justice

and
inclusion

National capacity

Products and services

Sustainable
project

management

Sustainable
infrastructure

Sustainable

procurement

Contribution goals

Environmental

impact

Equitable
economic
growth

UNOPS
results framework


13

Launch of a
‘sustainability programme’

to coordinate and drive a number of related initiatives on
both ‘how’ and ‘what’ UNOPS delivers

14

Drive focus and sustainability


a.
Ensuring that all
projects are screened and approved
using
minimum sustainability standards; with higher sustainability
targets negotiated whenever possible

b.
Implementing
‘gender markers’

for all projects

c.
Strengthening the link between UNOPS projects and the an
agreed exit strategy with governments

d.
Improving community engagement and community design
practices

e.
Adopting sustainability standards throughout the UNOPS
supply chain

f.
Achieving
carbon neutrality
in our operations by reducing
carbon emissions and purchasing carbon offsets

g.
Reinvesting at least half of any financial surplus into
innovation for sustainability

h.
Raising
awareness

and providing
training

for UNOPS
personnel


15

How UNOPS delivers:
l
ifecycles
-

designing for sustainability

DESIGN AND
CONSTRUCTION

OPERATIONS


















Recycled inputs


Waste management


Energy consumption


Impact on planet


Health and safety


Waste management


Mode


Local sources


CO2 Emissions


Transparency



Quality Process:


Full lifecycle design


ISO 14001 and OHS


Transparency


Org. maturity and experience


Quality


Hard:


Technical specs


Test controls


Supervision


Quality


Soft:


Capacity building


Community Engagement


Gender considerations



Maintenance and operations costs


Energy Efficiency


Water use


CO2 emissions


Security


Health of occupants


Waste Management


MATERIAL
REPROCESSING
EXTRACTION

MANUFACTURING
PRODUCTION

TRANSPORTATION

DISPOSAL


RECYCLING


Reuse
-

Refurbishment


De
-
construction


Recycling


Building evolution


Responsible disposal

Implementing and maintaining an ISO 14001
-
compliant
environmental management system
across
the
organization:

16

How UNOPS
delivers
: e
xternal
c
ertifications


a.
Environmental Management System (EMS)

introduced by the
Sustainable Infrastructure Practice in 2012

b.
Assesses and manages the
environmental impacts
of
infrastructure projects.

c.
Fully integrated with UNOPS Project Management cycle.

d.
Environmental Management Policy
issued January 2013

e.
Stage 1 external audit successfully carried out in January
2013.

f.
Training and EMS roll
-
out is on
-
going.

g.
Stage 2 external audit successfully carried out in Jerusalem
and Copenhagen in May 2013.

h.
Awaiting issuance of certificate from external certifier


Review of existing
standards and tools

Develop UNOPS
screening tool

Test UNOPS
screening tool on
project sample

Training of
practitioners

Launch for full
implementation

What UNOPS delivers: sustainability screening

Development of a sustainability screening tool for review of engagements against the three
dimensions of sustainability

Q1

Q2

Q3

Q4

2013

17

Regular Assessments


Against standard
indicators (e.g. GRI)


During design, engagement acceptance,
delivery and partner reporting


Sustainability dimensions reflected in UNOPS
Project Success Criteria


Build on recognized standards


M
anagement and monitoring (e.g. ASPIRE,
LEED, ISO 14001, etc)


Identify Opportunities


Ensure minumum standards


Aim at higher levels in sustainability dimensions
and capacity development

UNOPS
organizational
effectiveness

UNOPS delivery
of outputs
(products and
services)

UNOPS
contributions to
sustainable
outcomes

Country/Partner
owned
outcomes

Development
objectives

UNOPS results frameworks aligned to development objectives

-
UNDAFs

-
UN
progs
.

-
MDGs

-
SDGs

Recognized Value
Process Excellence
People Excellence
Financial
Stewardship
Management Goals
Products and Services
Executive
Board
consulted on
budget estimates
management
results

Active membership
of the UNCT and
contributions to
UNDAFs

Alignment to
development
objectives through
strategic plan and
midterm review

Agreement with partners on contributions to
national capacity and integration of social,
environmental and economic considerations

*UNOPS results chain aligned with logic laid out in the 2011 UNDG RBM Handbook and RBM nomenclature aligned to that of
UNOPS major partners: the UN Secretariat, UNDP and the OECD.

UNOPS in the development results chain*

18

Reporting on sustainable contributions:
labour
-
based road project

UNOPS
organizational
effectiveness

UNOPS delivery
of outputs
(products and
services)

UNOPS
contributions to
sustainable
outcomes

Project

Management

Infrastructure

Procurement

Labour
-
based road

Environmental
impact

-
Minimal waste
during
construction

-
Environmental
impact
assessment


-
Health and
safety
awareness


-
Best practice
construction
techniques

Social justice
and inclusion

-
Share of
personnel
employed female

Equitable
economic
growth

-
Local labour and
suppliers

Environmental
impact

-
Erosion mitigating design,
including through planning of
route

-
Labour
-
based
roads
construction
manual
developed in
collaboration
with local
roads
authority

Social justice
and inclusion

-
Resilient

road designed to
withstand rain and flooding

Equitable
economic
growth

-
Improved access to market
and employment

What UNOPS delivers: Contributions
to sustainable outcomes

(sample indicators)

How UNOPS delivers:
Sustainable approaches

(sample indicators)

19

National capacity

National capacity

Recognized Value
Process Excellence
People Excellence
Financial
Stewardship
Management Goals
Products and Services
Sustainability in action:

Repairing
key roads in the Democratic Republic of the Congo



20

Working to build capacity



Identifying weakness in supplier capacity, providing
training and improving standards


Coordinating with development partners


Projects can contribute to the government and
UNOPS joint exit strategy


Local women working along Sake
-

Masisi

road

Closing gaps
between outputs and
outcomes



Identifying weaknesses in
design against the full
lifecycle


Local sourcing


Maintainance
and management capacity


Integration in transportantion networks


Identifying opportunities in implemenation


Engaging communities through labor based
implemenation


Starting small businesses

Systematic screening of projects will help UNOPS identify opportunities to improve human development

Organizational excellence


the UNOPS journey

21

Getting the basics
right

Process & Project
Quality

Business
Excellence

Financial viability

Accountability &
transparency

Organizational structure

Business practices

Partnerships

Talent

Practice & Quality
Management System

Process orientation

Project Management
focus

ISO 9001 Quality /
14001 Environment

Certification of UNOPS
personnel, e.g. Prince2,
CIPS



UNOPS Excellence Model

Business Excellence
assessment
tool

External Benchmarking

Already used for e.g.
Mid
-
term Review

2007

2009

2013

2014
-

2017

22

Organizational excellence


the UNOPS excellence model

Results
of
first external assessment
of UNOPS Excellence
Model


Notable
strengths

in:

a.
Leadership

b.
Strategy

c.
Managing knowledge partnerships, resources and suppliers


Areas for
improvement
:

a.
Managing personnel

b.
Processes, products and services


Overall,
‘Recognised for Excellence 4 star’

certification

Holistic picture of how we enable results

The UNOPS strategic plan, 2014
-
2017



Focus, Sustainability and Excellence

Summary


“The UNOPS strategic plan, 2014
-
2017, provides direction and focus for the
organization as a valued partner for advisory, implementation and
transactional support services in sustainable project management,
infrastructure and procurement. It articulates what, and how, UNOPS can
contribute operationally to the development, humanitarian and peacebuilding
objectives and results of its partners.”



“...”


DP/OPS/2013/3 and annexes

Annual Session of the Executive Board

3 June 2013

23