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Empowered  Lives.  Resilient  Nations.

 Amakuru ki i Rubavu? OMT Special Retreat on One UN Business Operations Strategy

Internal Newsflash, 24-27 March 2013  

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The OMT 2013 Retreat participants posing for a group photo with Mr. Lamin M. Manneh in front of Kivu Lake after the official launch of the OMT Retreat

Editorial Amakuru ki i Rubavu? literally means “What are the news in Rubavu?”. This is a special newsflash produced by UNDP Communications Office as a means of internal One UN communications during the Operations Management Team’s 25th-27th March 2013 Retreat. This is a unique opportunity for Operations Team to recap and openly discuss with RC’s presence on the challenges and lessons learnt over the past UNDAF cycle and to make a roadmap in support to the One UN Programme Team and UNDAP process. This issue covers Day 2 of the retreat, which was a very hectic day loaded with noteworthy topics. Special thanks to Solange Uwera, Rajesh Kayastha, Janvier Wussinu, Robert Banamwana, and Shiva Paudel for their support in the production of this issue. Enjoy!

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Official Opening of the 2013 OMT Retreat on One UN Business Operations Strategy by the Resident Coordinator

“ I am here to learn further from you and to express to you the importance that I and the UNCT are giving to the operations staff and your crucial accomplishments in enabling our programmes to deliver the best possible results for Rwanda” said the RC during the official launch of the 2013 OMT Retreat. In his remarks, the RC explained that the Business Operations  

Strategy initiative was developed by UNDG and UNCTs in response to the request from UN member states and the UN SG to harmonize UN Business Operations, to reduce transaction costs, to eliminate duplication of efforts, and to install better monitoring and result-based planning. “What we will be doing during this retreat is part of a global initiative towards UN reform” said Mr. Manneh. The RC acknowledged the efforts done by the OMT since 2010 in: 1) Reviewing and strengthening the internal control system of the OMT and other working groups; 2) Reducing duplication and repetition in the procurement processes; 3) Identifying, quantifying and reducing transaction costs of more than $492,000 from 2010 to 2012; and 4) Supporting other One UN countries in the development of Business Operations Strategies and providing them with tools and templates designed in Rwanda. Mr. Manneh recognized the invaluable role played by the OMT in supporting the Government of Rwanda reach their MDG targets  

and succeed in the attainment of the EDPRS. “We must understand and never forget that we are more effective when working as one, that we support the Government better when we work as one, and that we deliver better results for the men and women of Rwanda when we work together as one”. The RC put emphasis on effectiveness and efficiency of the work done by the One UN “it is only when we are 100% effective and 100% efficient that we truly are Delivering as One”. That “Going into a new programming cycle, provides all of us to do even better”. The RC concluded by officially opening the 2013 OMT Retreat.    

OMT Working Groups: “Let’s Commit and work together as a team!”

Presentation from the Procurement Working Group During her presentation, Ms. Annet Bayingana, the Chair of the Procurement Group, informed the participants on the existing common services of the one UN, which include cleaning, freight forwarding, interpretations and translations, stationary, printing, security, NEX Audit, car maintenance, and travel services. Some of the achievement of the group from 2010-2012 are: 1) the production of Established Standards Operating Procedures for the implementation of LTAs; 2) the evaluation in 2010 and 2011 and renewal of existing common services such as cleaning, stationery, translations, and travel services; and 3) the completion of procurement processes for event management, travel renewal, transportation, and audit services. The challenges have been a lack of staff commitment, especially during the evaluation of common services and the management of Long-Term Agreements (LTAs). The way forward as suggested by the group is to finalize the planned Common Services.  

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Human Resources Working Group As stated by Ms. Clemence Ingabire, the Chair of the HR Working Group, the HR group has accomplished milestones. Some of their achievements are: 1) the joint inter-agency recruitment; 2) the joint training and information sessions on pension and middle managers programme; and 3) salary surveys for staff members. Clemence said that some of the challenges met by the group are a small number of HR professionals within the One UN, funding issues, a lack of harmonization of rules and regulations in different agencies, and the sensitive and complex nature of the HR business. For the way forward, the HR Working Group suggests to produce a strategic plan, including a working plan and a budget plan, to have harmonization where possible, and to create a Performance Appraisal to reflect the group’s activities.  

Presentation from the ICT Working Group The ICT Working Group requested that ICT be considered as a service, provided with a cost factor, which does not always produce direct savings. Mr. Shahid Khan, the Chair of the group pointed out the lack of recognition of the ICT group’s work, and a lack of motivation of the ICTWG members. The recommendations for the way forward are to: 1) Find a more effective way for OMT to follow up on IT WG recommendations, such as Procurement Group to finalize the contracts for maintenance and internet connection; 2) To realize the ICTWG project on cost savings for the Finance and Procurement WGs; and 3) Organize regular meetings between ICTWG and the OMT.  

               

Presentation from the OMT In the presentation of the OMT Group, a number of key achievements were listed: 1) The total cost saved/avoided from 2010 to 2012: $492457.25; 2) The total time saved from 2010 to 2012: 17,697 hours; 3) the negotiations and implementation of additional cost savings and LTAs; 4) the implementation of strategies to tackle the external transaction costs; and 5) the OMT ToRs and structure have been implemented; and 6) the MOUs for Common Services and Joint Recruitment have been put in place.  

Business Operations Strategy

The Business Operations Strategy (BoS) is a tool focusing on joint business operations, which allows UNCTs to enhance cost effectiveness and quality of operational support services such as procurement, ICT, HR, Logistics, Admin, and Finance in support to UNDAP/UNDAF. BoS helps achieve the eradication of duplication of operational processes and to maximize economies of scale, and it is developed in line with a country’s needs. As Mr. Rajesh Kayastha explained, the BoS will be used in Rwanda initially on a 5-year basis, to back up the UNDAP process. The objective will mainly be to enhance the quality of operational services and to reduce costs, to assess capacity of WGs, and to reflect on how to monitor results achievements. The BoS will be managed by the OMT under the overall guidance of the UNCT and the RC. “The OMT has done a lot in terms of Common services, we need to maintain the momentum” said Rajesh.

Presentation from the Finance Working Group Mr. Alexis  Ruzigana, Group Chair of the FWG, explained that the group’s overall goal is to contribute to the OMT’s impact within the One UN, which is to enhance the harmony, efficiency and effectiveness of business operations at country-level. One of the most remarkable goals the FWG has achieved during the past UNDAF cycle is the reduction of transaction costs. The most notable challenges the group has met are a lack of team spirit, lack of awareness of some of the FWG’s topics by some of the team members such as transaction costs and cost benefit analysis. The suggested way forward is to undertake cost benefit analysis for each new identified common service, to update systematically and quarterly the transaction costs template to facilitate the analysis, and to produce baseline data on banking services.  

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EDPRS2 and UNDAP Strategies Mr. Cheick Fall, the Chair of PPOC explained to the participants the priorities and implications of One UN agencies in backing the upcoming implementation of the 5-year EDPRS2. He said that for One UN to be more coherent and well harmonized, the UNCT has decided to produce one country programme document, known as the United Nations Development Action Plan (UNDAP). The UNDAP is a common One UN strategic plan, aligned to the development priorities of Rwanda, and it aims to forge better synergies between UN agency-specific programmes. In Rwanda, UNDAP has been designed to align with the Government’s EDPRS2, it is replacing the UNDAF which has been used in Rwanda during the last 5-year cycle. The UNDAP will be launched in June 2013. The PPOC is currently identifying flagship programmes, it is preparing the M&E framework, and it is finalizing the RF and the comprehensive One Budgetary framework. The next step will be the validation of UNDAP and its implementation in July 2013. PPOC will necessitate OMT’s expertise especially in the reduction of transaction costs during the next UNDAP cycle.

 

                                                       

Introduction to Results-Based Management  Ms. Margaret Gulavic and Mr. Robert Banamwana explained that RBM is a management strategy aimed at ensuring that processes, products and services achieve desired results. RBM enables Management to reflect on how a set of activities relates to outputs, outcomes, and results. In a Logic Model, Margaret explained that inputs (tangible and intangible resources used for a development intervention) become activities (action taken or work performed), which produce outputs

(products and service, which result from the completion of activities), which produce outcomes (changes in institutional performance or behavior), and the outcomes contribute to the achievement of an impact or a goal (which are long-term results). Robert said that in planning for results, risks must be assessed and assumptions made, as they might affect the achievement of results. The advantages of the RBM system is that it allows to focus more on results instead of activities, it improves transparency and accountability, it improves the measurement of operational performance, it enhance strategic focus, and it can help attract resources. The RC added “RBM is here to make us sharp and more focused on the results we want to achieve, and what is expected from One UN is to use those limited resources we have in order to have a catalytic role and mobilize more resources which will help us achieve our targeted result”. 5 working groups were organized to learn by practice the use of RBM.

 Introduction to HACT  Harold Randall, UNICEF HACT Specialist based in New York, joined the retreat via Skype to discuss on the Harmonized Approach to Cash Transfers (HACT) framework for UN agencies and the current status of Global HACT status. HACT is a tool used by Excom agencies to manage the risk then controlling it, allows at agency level to manage risk within each agency, and to integrate risk management into programme planning processes. In Rwanda there are only 3 agencies that use HACT framework, namely UNDP, UNFPA, and UNICEF. Harold said that HACT is principally a programmatic responsibility, and that within the UN, there is limited understanding on roles and responsibilities among agencies and that HACT is not yet given a budget and not yet mandatory across all agencies. His recommendations are: 1) To identify annual planned expenditure per IP on basis of WPs; 2) To establish and document threshold for micro-assessments and audits; 3) To prepare and keep up-to-date plans for micro-assessments and assurance plans; 4) To communicate HACT principles and benefits to IPs; 5) To assign roles and responsibilities for Programme and Operations, including support to inter-agency efforts; and 6) To develop and implement training plans for staff and partners.

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UN DaO Reforms for 2013-2016  Lars Tushuizen from UNDG/DOCO also joined the retreat over Skype to discuss with the participants on the harmonization and simplification of Quadrennial Comprehensive Policy Review (QCPR), UNDG Strategic Priorities and the Standard Operating Procedures for DaO countries (SoPs). He said that the QCPR for 2013-2016 Business Operation has various objectives including the consolidation of support services to reduce duplication of functions as well as administrative and transaction costs, to redirect efficiency savings into programmes, to set up funding mechanisms for innovation, to reduce the number of parallel project implementation units, and to prioritize the availability of financial and human resources. He added that UNDG Strategic Priorities for 2013-2016 are: 1) to enhance strategic and coherent results culture with a robust results framework and results chains for the MDGs achievement; 2) to enhance the planning and coordination function of RCs for the Post 2015 Agenda; 3) to simplify and harmonize the business practices for national capacity development; and 4) to foster effective partnerships to enhance development effectiveness. During the current quadrennial, SOPs will be used: 1) to enhance development results through strengthened linkages between the Programme and business operations supporting programme delivery; 2) to strengthen reputation of the UN as a strategic, coherent and cost-effective partner working together as One; 3) to reduce operational costs through the reduction of monetary and labor costs realized by leveraging economies of scale, simplifying procedures and reducing duplications in UN operational transactions and processes; as well as 4) to increase quality of business services for both resident and non-resident agencies with reinforced links to UN programme efforts under the One Programme; and 5) to enhance transparency and accountability for the delivery of joint operational results through improved monitoring of expenditures and progress.  Designing the Business Operations Strategy  In his introduction, Mr. Janvier Wussinu gave a presentation on the overview of BoS. He said that the OMT’s objective is to strategically support the UN programme at country-level for it to better respond to the EDPRS 2 priorities. He took the group through the various steps of BoS starting from the Baseline, Needs and requirement analysis, Cost benefit analysis, result framework M&E and OM Annual work plan. Group works were then organized around the baseline analysis to gather information and assess the performance of existing common services followed by recommendation for continuation, improvement and/or discontinuation.

 

Wrap up of Day 2 Mr. Shiva Paudel recapitulated the activities conducted on Day 2. He first started by appreciating the RC whose presence motivates the OMT Retreat participants and guides them on the way forward. Shiva summarized a number of recommendations from the day’s discussions and presentations: 1) Colleagues were reminded to harmonize all UN processes and reduce transaction cost, which is part of the UN Global reform; 2) It was highlighted that there is a need for effective use of RBM in our daily practices; 3) The exercises on RBM and BoS were useful and practical; and 4) There is a need to further train on HACT, BoS and RBM.