Governance BoS Advanced Business Operations Training Kabul, Afghanistan November 2014.

Governance BoS

Advanced Business Operations Training

Kabul, Afghanistan November 2014.

BoS Structure

Annual Workplan

        Timeframe   Planned Budget

  Planned ActivitiesQ1

Q2

Q3 Q4

Responsible Party

Source of funds

Budget descriptio

nAmou

nt BoS Outcome:BoS Output 1

IndicatorsAnnual Target              

                                                            Annual Deliverables                                                                                             BoS Output 2

Annual IndicatorsLinked to BoS Annual Deliverables

Responsibility to agency + individual

BoS Reporting

Present draft BoS to UNCT for approval;

Present draft AWP to UNCT for approval;

Annually

Report annually to UNCT against AWP (Q4);

Annual report includes progress against BoS objectives;

Other

Mid Term evaluation and adjustment of BoS;

End Term evaluation of BoS (end of cycle- informs next BoS);

Governance Structure BoS

UNCT

Operations Management Team

(OMT)

TWG Procurement (ad hoc)

TWG Human Resources  (ad hoc)

TWG CP and Field Presences (Ad Hoc)

TWG Logistics (Ad Hoc)

TWG Harmonization (ad 

hoc)

1. Road Map

6

3. Strategic Planning

Governance Framework

Decision Making-Decision Delegation

Assessment-Planning-Management

Implementation

Technical Input

Directions

Decisions

Approval

Plans /ToRs

Instructions

Proposals Reports

Analysis

Implementation Reports

Technical Results

UNCT

OMT

TWG

Exercise- Roles and accountability

At your tables, discuss

Roles of UNCT, OMT and Technical Working Groups

What can you do to enhance accountability?

10 min discussion- report in plenary

Division of Labor

Vision

Decision

Oversight

Escalation

Environment

Accountable BOS

Operationalise vision

Oversight TWGs

Prepare BOS

M&E BOS

Develop AWP

Manage budget

Input BOS & AWP

Solution design

Implement BOS

UNCT OMT Tech. WG

Common Budgetary Framework-BOS

Multiyear overview

Includes cost

• per outcome/output,

• funds available

• funding gap

Source: BOS results matrix

Includes resource mobilization plan

Financing the BOS

Common Budgetary Framework

Common Services Account

Financing arrangement- Cost Sharing

Resource Mobilization:

• Mainly cost shared

• One Fund

• Business Operations Innovation Fund (draft)

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

TOTAL COST (USD)- JOF Level Cost Nr of Staff Total Staff Cost JOF  P4                              263,051   1                            263,051  

NOC                             147,168   1                            147,168  

NOB                             111,492   2                            222,984  

NOA                                94,031   1                               94,031  

G7                                85,714   1                               85,714  

G6                                65,343   7                            457,402  

G5                                54,004   11                            594,042  

G4                                44,265   3                            132,794  

27 1,997,187

TOTAL BENEFIT - JOF Service Line Net Monetary Gain (USD) Net Freed up labor

(after JOF staffing)

 Procurement                               720,853    10 FTE  

 ICT    65, 611    7 FTE  

 HR    N/A    1.25 FTE  

 Travel                       1,059,8001    Minus 3 FTE2   

1,780,653 15.25 FTE

1 Based on existing LTA. Includes only JOF participating agencies and only UNDP, UNESCO and UNFPA saving averages over the period 2009-2012 . Refer to Demonstrativo Grupo ONU - Maio 2009 2012 2 Extra staff due to expansion of scope to include non-staff travel (NEX projects). Labor benefit accrues mainly to NEX projects (government)

Brazil-Single Service Window

Single Service Window

Cap. dedicated Common Operations- free up agency cap.

Single rule set for clients- simplification, transparency

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

Harmonized Regulatory Framework for Procurement, ICT, HR and Travel

Supplementary, existing agency regulatory framework

For remaining non-harmonised component:

Additional local innovations Subject senior management approval partnering agencies

For processes, procedures and institutional settings, not R&R

+

+

Procurement – CBA

• Reduction of parallel processes and transaction costs;

• Increased value for money through improved planning,

• Improved coordination, consistency and planning across agencies;

• Efficiency and effectiveness gains through information sharing;

• Faster program implementation;

• Increased professionalization of procurement staff;

• Better procurement risk management;

JOF- Procurement

JOF- Procurement functions