Business Operations: The Engine of the UN
The future: Post 2015 and Business Ops
Data
Revolution
Business Operations
Partnerships
Operational
Excellence
Programme
QCPR and Business Operations
11
mandates
for H-BO
QCPR 2013-2016- Business Operations
Increased use of
national public and
private systems
Consolidation of
support services
Prioritize the
availability of financial
and human resources
(Feasibility Study) ERP
Interoperability
Common and
standardized system
of cost control
Decision power
delegated to OMT
Funding mechanisms
for innovation
Reduce the nr. of
parallel project
implementation units
Greater
collaboration in
procurement
Redirect
efficiency
savings into
programmes
Establishment
of common
premises
Example- what has been harmonized?
Procurement harmonization
Most Frequent Common Services 2014
90
80
70
Percentage UNCTs
60
50
40
30
20
10
0
Type of Common Service
Most Frequent Common Services 2014
Any analysis done?
% of countries executing analysis for Common Services
90
80
70
60
50
40
30
20
10
0
% of countries jointly providing this service
% of countries doing ex ante analysis
Operationalization QCPR
Joint National/UN Steering Committee
One Leader (RC and UNCT)
Result Groups
One
Programme
Common
Budgetary
Framework
+ One UN
Fund
OMT
Country CG
Operating as
One
Communicating as
One
One annual UN Country Results Report (programme, funding, operations, communications)
HLCM-UNDG and the BOS
HLCM
Data, Policy Input
Proc
ICT
HR
Harmonised BO
policies, procedures
…
FIN
UNDG
Country level
solutions
UNCT
UNCT
UNCT
UNCT
UNCT
UNCT
UNCT
B
O
S
What is the BOS?
Medium Term strategic framework
Derives from UNDAF/One Programme
Same cycle as UNDAF
Voluntary
Reflects only Common Operations
Flexible and scalable to local need
Why do the BOS?
Enhanced linkages Programmes and Operations
Partially derives from UNDAF
Better match programme demand and service supply
Lower Operational Costs
Reduction of duplication of work processes;
Reduction of transaction costs;
Enhanced Quality of Business Operations
Service quality management
Access to services
Enhanced Ability to Track and Report
Enhanced Management Information
Results beyond a single year
Enhanced Management Control
Better Prioritization
Focused Investment time and money
What is the BOS?
BoS = Scalable- Pick
and chose service
lines as locally needed
Scoping the BoS
• Flexibility- based on in country capacity and need, the
UNCT/OMT can select multiple or just one outcome area
(ex. Procurement);
• Time Requirement: 3-6 months end-to-end over a 5 year
cycle to develop the BoS, including analysis;
• Time requirement may be higher or lower depending on
the scope of the BoS (depends on capacity available and
need);
• Agencies participate in services as needed (opt in opt out).
Milestones BOS Development
The BOS in the world
Most prevalent areas under BOS
Light vs regular BOS
• Baseline and Needs Analysis are mandatory
• Cost Benefit Analysis
– Quantitative: more labor required, but more
accurate
– Qualitative: Less labor required, but less accurate
Suggested approach: Hybrid- use quantitative for select
set of services (ex. Procurement)
Governance of service delivery BOS
Lead Agency
• Internal service
provider
• OMT led
• One Agency
(supplier) to
other agencies
(clients)
• Traditional
model CS
Outsourced
• External
service
provider
• One agency
manages the
contract
• Requires min.
supplier base
in market
Integrated
Service Center
• Internal Service
provider
• Single service
window
• Dedicated unit
proving
services to
client agencies
• Requires
robust analysis
and min.
critical mass
Challenges Common Opeerations
To unlock UNDG support…
• Mail to the Director of DOCO
– Informing UNDG that the UNCT has decided to move
forward on the BOS
– Kanni.wignaraja@undg.org
• Cc Chairs of UNDG Business Operations WG
• Jens Wandel: Jens.wandel@undg.org
• Jean Yves le Saux: jy.le-saux@unesco.org
• Cc Chairs of DOCO advisors to UNDG Bus Ops
• Lars.Tushuizen@undg.org
• Luigi.demunnik@undg.org
Lessons from the countries
• Capacity needed for development BOS
• Need to scale in accordance with capacity
• Political buy-in: RC, UNCT and OMT need to be
fully aware and use the BOS as a management
tool
• Focus should be on achievement activitiesUNDG/HLCM can help what is feasible based on
global practice
• Financial investment needed for BOS
implementation
Support
• UNDG Website:
https://undg.org/home/guidance-policies/business-operations/
• UNDG/DOCO:
– Lars Tushuizen- lars.tushuizen@undg.org
Business Operations Specialist
Luigi de Munnik- luigi.demunnik@undg.org
Business Operations Specialist
Integrated Service Center
Brazil pilot
Some notes upfront
Brazil is a unique BOS pilot
No other BOS pilot are using the Integrated
Service Center concept
No other ISC planned until assessment
completed
Similar set-ups: Viet Nam, Copenhagen
JOF Service lines
Eight participants
UNAIDS, UNDP, UNDSS, UNEP, UNESCO, UNFPA, UNOPS and UN Women.
Cost Benefit- Monetary & Labor
Level
P4
NOC
NOB
NOA
G7
G6
G5
G4
Cost
Service Line
TOTAL COST (USD)- JOF
Nr of Staff
263,051
1
147,168
1
111,492
2
94,031
1
85,714
1
65,343
7
54,004
11
44,265
3
27
TOTAL BENEFIT - JOF
Net Monetary Gain (USD)
Total Staff Cost JOF
263,051
147,168
222,984
94,031
85,714
457,402
594,042
132,794
1,997,187
Net Freed up labor
(after JOF staffing)
720,853
65, 611
N/A
Procurement
ICT
HR
Travel
1,059,8001
1,780,653
10 FTE
7 FTE
1.25 FTE
Minus 3 FTE2
15.25 FTE
Brazil-Single Service Window
Single rule set for clients- simplification, transparency
Cap. dedicated Common Operations- free up agency cap.
Single Service Window
Reduced cost ( leverage common volumes for services)
Less process duplication (contract, client/supplier man
Independent- Fair prioritization, accountability
Consolidation- No common operations outside the JoF
Supplements Agency, Regional and Global service models (different services)
Brazil- Integrated Service Center
BOS
Brazil
Copenhagen
Viet Nam
Regulatory Framework
Additional local innovations
Subject senior management approval partnering agencies
For processes, procedures and institutional settings, not R&R
+
Supplementary, existing agency regulatory framework
For remaining non-harmonised component:
+
Harmonized Regulatory Framework for Procurement, ICT,
HR and Travel
But do they do anything at HQ?
Status of implementation of Procurement
Network recommendations (2011, BASELINE)
7
Communication on ‘guidelines‘
N
No action foreseen / intended
4
Restrictions
8
Table of Contents
WMO
LTAs
WIPO
3
WHO
No action required
WFP
0
UN Sec
Integration of ‘guidelines‘
UNRWA
6
UNOPS
Second review
UNICEF
2
UNHCR
Limited action required / initiated
UNFPA
L
UNDP
Procurement services
PAHO
5
ITU
UN Cooperation
ILO
1
IFAD
Action required
FAO
A
AfDB
Legend:
1
L
0
L
N
A
A
A
L
A
A
L
L
0
A
A
A
A
2
A
0
A
N
A
A
A
0
0
0
0
0
A
A
A
A
A
3
A
0
0
N
0
A
A
0
0
0
0
0
0
0
A
A
A
4
0
0
0
A
0
0
0
0
0
0
0
0
A
0
0
0
0
5
6
A
0
A
N
A
A
A
0
A
0
0
A
N
A
A
N
N
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
7
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
A
8
A
A
A
A
A
A
A
L
A
A
A
A
A
L
A
A
A
Status of implementation of Procurement
Network recommendations (Sep 2012)
7
Communication on ‘guidelines‘
N
No action foreseen / intended
4
Restrictions
8
Table of Contents
WMO
LTAs
WIPO
3
WHO
No action required
WFP
0
UN Sec
Integration of ‘guidelines‘
UNRWA
6
UNOPS
Second review
UNICEF
2
UNHCR
Limited action required / initiated
UNFPA
L
UNDP
Procurement services
PAHO
5
ITU
UN Cooperation
ILO
1
IFAD
Action required
FAO
A
AfDB
Legend:
1
L
0
L
L
A
L
L
0
A
0
L
L
0
L
A
A
A
2
A
0
A
L
A
0
L
0
0
0
0
0
0
A
A
A
A
3
L
0
0
L
A
0
L
0
0
0
0
0
0
0
A
A
A
4
0
0
L
L
0
0
0
0
0
0
0
0
0
0
0
0
0
5
6
L
N
N
L
A
L
L
0
L
0
0
A
N
L
A
N
N
A
A
A
L
A
L
L
0
A
0
A
A
N
A
A
A
A
7
A
A
A
L
A
L
L
0
L
0
A
A
N
A
A
A
A
8
A
A
L
L
N
A
L
0
L
A
A
A
A
L
A
A
A
Status of implementation of Procurement
Network recommendations (Sep 2013)
7
Communication on ‘guidelines‘
N
No action foreseen / intended
4
Restrictions
8
Table of Contents
WMO
LTAs
WIPO
3
WHO
No action required
WFP
0
UN Sec
Integration of ‘guidelines‘
UNRWA
6
UNOPS
Second review
UNICEF
2
UNHCR
Limited action required / initiated
UNFPA
L
UNDP
Procurement services
PAHO
5
ITU
UN Cooperation
ILO
1
IFAD
Action required
FAO
A
AfDB
Legend:
1
0
0
L
L
N
L
L
0
L
0
L
L
0
L
A
L
A
2
N
0
A
L
0
0
0
0
0
0
0
0
0
A
A
N
A
3
0
0
0
L
N
0
0
0
0
0
0
0
0
0
A
L
A
4
0
0
L
L
0
0
0
0
0
0
0
0
0
0
0
0
0
5
N
0
N
L
N
L
L
0
0
0
0
A
N
L
A
L
N
6
N
L
A
L
N
L
L
0
A
0
A
A
N
A
A
N
A
7
N
0
A
L
N
L
L
0
0
0
A
A
N
A
A
N
A
8
N
A
L
L
N
A
L
0
L
A
L
A
A
L
A
L
A
Status of implementation of Procurement
Network Recommendations (January, 2014)
No action foreseen / intended
4
Restrictions
8
Table of Contents
WMO
N
WIPO
Communication on ‘guidelines‘
WHO
7
WFP
LTAs
UNWomen
3
UN Sec
No action required
UNRWA
0
UNOPS
Integration of ‘guidelines‘
UNICEF
6
UNHCR
Second review
UNFPA
2
UNESCO
Limited action required / initiated
UNDP
L
UNAIDS
Procurement services
PAHO
5
ITU
UN Cooperation
ILO
1
IFAD
Action required
FAO
A
AfDB
Legend:
1 0
0
L
L
N
L
L
L
0
0
L
0
0
L
0
0
L
A
L
A
2 N
0
L
L
0
0
N
0
0
0
0
0
0
0
0
0
A
A
N
A
3 0
0
0
L
N
0
L
0
0
0
0
0
0
0
0
0
0
A
L
A
4 0
0
L
L
0
0
L
0
0
0
0
0
0
0
0
0
0
0
0
0
5 N
0
L
L
N
L
N
L
N
0
0
0
0
A
N
L
L
A
L
N
6 N
0
L
L
N
0
L
L
0
0
A
0
L
A
N
0
A
A
N
A
7 N
8 N
0
L
L
L
L
L
N
N
0
0
L
L
L
L
0
L
0
0
0
L
0
A
0
0
A
A
N
A
0
0
A
L
A
A
N
L
A
A
Newly joined agencies
Status of implementation of Procurement
Network recommendations (September, 2014)
A
Action required
1. UN Cooperation
L
Limited action required/Action
initiated
2. Waive Second Review 6. Integration of "guidelines"
0
No action required
3. Sharing LTAs
7. Communication on "guidelines"
N
No action foreseen/intended
4. No Restrictions
8. Table of Contents
FAO
IFAD
ILO
ITU
PAHO
UNAIDS
UNDP
UNESCO
UNFPA
UNHCR
UNICEF
UNOPS
UNRWA
UN Sec
UNWomen
WFP
WHO
WIPO
WMO
UNIDO
9. Common Glossary of Terms
AfDB
5. Procurement Services
1 0
0
L
0
N
L
L
0
0
0
L
0
0
L
0
0
L
L
L
A
0
2 L
0
L
0
0
0
N
0
0
0
0
0
0
0
0
0
A
L
L
A
0
3 0
0
0
0
N
0
L
0
0
0
0
0
0
0
0
0
0
L
L
A
0
4 0
0
L
0
0
0
L
0
0
0
0
0
0
0
0
0
0
0
0
0
0
5 N
0
L
0
N
L
N
0
N
0
0
0
0
L
N
0
L
0
L
N
0
6 N
0
L
0
N
0
L
0
0
0
A
0
0
L
N
L
A
L
0
A
L
7 N
0
L
0
N
0
L
L
0
0
0
0
0
L
N
L
A
L
0
A
L
8 N
L
L
0
N
0
L
0
L
0
L
L
0
L
A
0
L
L
L
A
A
9
L
L
0
L
L
L
L
0
L
L
0
Newly joined agencies
A
0
A