Framework and Toolkit for UN Coherence, Effectiveness and Relevance at Country Level: Step 4 Plan Or

1
Framework and Toolkit for UN Coherence,
Effectiveness and Relevance at Country
LevelStep 4 Plan Organization Changes
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FRAMEWORK FOR UN COHERENCE, EFFECTIVENESS AND
RELEVANCE AT COUNTRY LEVEL
Determine plan changes needed to capacities,
structures, processes, systems, culture
1
2
3
4
5
6
Plan organis-ation changes
Plan implement-ation
Determine strategy
Implement
Initiate mobilize
Prioritize and set outcomes
Increased coherence, effectivenessand relevance
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Monitor and evaluate
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Communicate about change
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Coordinate change ongoing implementation
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STEP 4 PLAN ORGANIZATION CHANGES OBJECTIVES

• Ensure the UN system is ready to implement the
  integrated programme and operations strategy,
  i.e. organization is aligned with the strategy in
  terms of
• Business processes
• Organizational structure
• Human resource capacities
• Performance and accountability management systems
• Staff culture and behavior

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STEP 4 PLAN ORGANIZATION CHANGES MAIN ACTIONS

• Main actions

Step
4

• Conduct high level business process review
• Identify and plan changes to organizational
  structures (e.g., inter-agency programme groups)
• Identify capacity requirements and develop human
  resources plan to meet them
• Develop revisions to the performance management
  system
• Develop plan for adjusting culture and behavior

Plan Organization Changes
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STEP 4 PLAN ORGANIZATION CHANGES ACTIVITIES
TOOLS 1/3
Guidance and Templates
Examples (Pilot Non pilot)
Main action
Sub activities / analyses
Conduct high level business process review

• Understand and measure business processes
  affected by the effort to improve coherence,
  effectiveness and relevance across all agencies
• Agree on harmonized business processes in line
  with improved coherence, effectiveness and
  relevance

• Guidance note on business processes mapping
  business process reengineering (includes 7 Themes
  for Business Process Reengineering)

• Mapping of business processes affected in pilot
  countries

Identify plan changes to organizational
structures (e.g., inter-agency programme groups)

• Identify weaknesses of the current organization
  for delivering on improves coherence,
  effectiveness and relevance and required changes

• Guidance on good organizational design
• Structural barriers
• Indicators of good design
• Templates to create/track SLAs
• RAVIC matrix

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STEP 4 PLAN ORGANIZATION CHANGES ACTIVITIES
TOOLS 2/3
Examples (Pilot Non pilot)
Guidance and Templates
Main action
Sub activities / analyses

• Guidance note on conducting a capacity assessment
• UNCT kick-off presentation
• Communication One Pager to staff
• Data request template/ Pre-interview questions
• Interview guides
• UNDG New Operational Guidelines

• Interview internal stakeholders (HoAs, etc) and
  external stakeholders (unless done in Step 2) to
  identify required capacity of UN system in country

Identify capacity requirements and develop human
resources plan to meet them

• Compare requirements to existing capacity and
  develop plans for addressing the difference

• Materials for UNCT workshop day 1 2
• Implementation plan template
• Guidance note on options/tools to adjust capacity

• UNCT workshop materials develop/ prioritize
  ideas for capacity difference
• Pilot countries ex. tracking sheet final
  reports

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STEP 4 PLAN ORGANIZATION CHANGES ACTIVITIES
TOOLS 3/3
Guidance and Templates
Main action
Sub activities / analyses
Examples (Pilot Non pilot)
Understand staff attitude and areas that require
cultural and behavioral change

• Assess positive and negative behaviors

• Staff survey (process guidance collection of
  tools)
• Guidance on action plan to address issues
  identified in staff survey

• Sample of Staff Survey

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STEP 4 PLAN ORGANIZATION CHANGES ACTIVITY
CHECKLIST 1/2
4
Main action

• List most important business processes changes
  needed to enable achievement of UNCT
  vision/mission implementation of the integrated
  programme and operations strategy, including
• What processes need to change and in which
  agencies (or all of them)
• How they should change
• What aspect of the integrated programme and
  operations strategy is enabled/ supported by the
  change

Conduct high level business process review

• List of new or altered organizational structures
  needed to achieve vision/mission for improved
  coherence, effectiveness and relevance and
  implementation of the integrated programme and
  operations strategy, including for example
• New groups / structures to manage the UN
  Programme or elements of it in a tightly
  coordinated manner
• Changes to structures required to implement
  Common services and harmonized business
  practices, joint communication, Common Budgetary
  Framework and coordinated resource mobilization,
  etc.

Identify and plan changes to organizational
structures (e.g., inter-agency programme groups)
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STEP 4 PLAN ORGANIZATION CHANGES ACTIVITY
CHECKLIST 2/2
4
Main action
Identify capacity requirements and develop human
resources plan to meet them

• Clear understanding of changes in UN capacities
  required to fulfill objectives of the integrated
  programme and operations strategy
• Detailed human resources strategy and plan,
  designed to bridge gaps between current and
  required staff capacities

• Performance evaluation processes and forms, and
  incentives, aligned with mission for improved
  coherence, effectiveness and relevance across all
  agencies

Develop revisions to the performance management
system

• List of primary barriers to increased coherence,
  effectiveness and relevance of the UN system from
  culture and mindsets of UN staff, identified
  through consultations with/ survey of staff
• Interventions addressing root causes planned to
  change mindsets and culture to supportive of
  objectives of a more coherent, effective and
  relevant UN system

Develop plan for adjusting culture and behavior