The UNOPS
Strategic Plan,
2014-2017
Executive Board informal
June 2013
1
The UNOPS strategic plan, 2014-2017
Focus, Sustainability and Excellence
2
Roadmap to the UNOPS strategic plan, 2014-2017
EB Sessions 2013
Mid-term Review of the
UNOPS Strategic Plan,
2010-2013
350+ interviews with
partners
Organizational maturity
assessment by 75+
managers
EB Annual Session 2012
Second Regular Session
2012
2011 Annual Report of
the Executive Director
Management and
operational results
Mid-term Review of
the UNOPS Strategic
Plan, 2010-2013
EB decision 2012/24
EB decision 2012/16
Survey of personnel
Stocktaking of both
management and
operational results
UNOPS realignment
Realignment of UNOPS
global structure,
including reprioritization
of resources for
reinforcement of the
three delivery practices:
‘What’ UNOPS
contributes to partners’
results in
Sustainable project
management
Sustainable
infrastructure
Sustainable procurement
Sustainable
infrastructure, and
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
EB
Informal
Retreat
06/2012
NYC
EB
Informal
02/2012
NYC
EB
Bilateral
Interviews
0304/2012
Consultati
on w/
Policy
Advisory
Committee
EB
Informal
06/2012
GVA
UNOPS
Strategic
and Audit
Advisory
Committee
Outreach
to UNDP
06/2012
Sustainable project
management
Sustainable
procurement
‘How’ UNOPS adds
value for its partners
through three service
types:
transactional services,
implementation
services,
and advisory services
Bilateral
consultatio
ns w/
Policy
Advisory
Committee
02/2013
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 20142017 for review, feed back
and discussion
Partners survey
Excellence assessment
Annual Session
Final Strategic Plan 20142017 for approval
Second Regular Session
Biennial budget 20142015
Thematic
teleconfer
ence w/
UNOPS
Global
Managem
ent team
02/2013
EB
Informal
01/2013
Outreach
to UNDP
and
UNFPA on
Strategic
Framewor
k 01/2013
Consultations
Policy
Advisory
Committee
03/2013
UNOPS
Strategy
and Audit
Advisory
Committee
02/2013
EB
Informal
06/2013
EB
Informal
03/2013
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Responding to evolving global priorities and policy framework
•
4th 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
That means focus on:
•
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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
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Committed to United Nations coherence
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)
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Executive Board decisions in 2012 providing clear direction and focus
Executive Board decision 2012/16, 28 June 2012
(Annual Session) – 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
(2nd 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.”
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2013 Partner survey: initial feedback
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
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Focus on products and services focus in three Delivery Practices
Sustainable project management
• Programme and Project Management
• Portfolio, Programme and Project
Support
Products and Services
Sustainable procurement
• Construction Procurement
• Health Procurement
• Procurement of common user products
and services for the UN and other
partners
Sustainable infrastructure
• Transport
• Public Buildings
• Community Infrastructure
• Risk Reduction and Recovery
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The UNOPS identity
• Mission: serve people in need
To 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
•
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Values: service to others
National ownership and capacity
Accountability for results and transparency
Partnerships and coordination
Excellence
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Contribution goals
• 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
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Management goals
• Recognized value: To 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: To safeguard the continued financial stability of the
organization so as to continue contributing to the UN and its partners though a
self-financing model
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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
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UNOPS results framework
Contribution goals
Sustainable
project
management
Sustainable
infrastructure
Sustainable
procurement
National capacity
Products and services
Equitable
economic
growth
Environmental
impact
Social justice
and inclusion
Management goals
Recognized value
Process excellence
Financial
stewardship
People excellence
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Drive focus and sustainability
Launch of a ‘sustainability programme’ to coordinate and drive a number of related initiatives on
both ‘how’ and ‘what’ UNOPS delivers
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
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How UNOPS delivers: lifecycles- designing for sustainability
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Recycled inputs
Waste management
Energy consumption
MATERIAL
REPROCESSING
EXTRACTION
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Reuse - Refurbishment
De-construction
Recycling
Building evolution
Responsible disposal
Impact on planet
Health and safety
Waste management
MANUFACTURING
PRODUCTION
•
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DISPOSAL
RECYCLING
TRANSPORTATION
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Maintenance and operations costs
Energy Efficiency
Water use
CO2 emissions
Security
Health of occupants
Waste Management
Mode
Local sources
CO2 Emissions
Transparency
•
OPERATIONS
DESIGN AND
CONSTRUCTION
•
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
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How UNOPS delivers: external certifications
Implementing and maintaining an ISO 14001-compliant environmental management system across
the organization:
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
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What UNOPS delivers: sustainability screening
Development of a sustainability screening tool for review of engagements against the three
dimensions of sustainability
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
• Management and monitoring (e.g. ASPIRE,
LEED, ISO 14001, etc)
Identify Opportunities
• Ensure minumum standards
• Aim at higher levels in sustainability dimensions
and capacity development
Review of existing
standards and tools
Q1
Develop UNOPS
screening tool
Q2
Test UNOPS
screening tool on
project sample
Q3
2013
Training of
practitioners
Launch for full
implementation
Q4
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UNOPS results frameworks aligned to development objectives
UNOPS in the development results chain*
UNOPS
organizational
effectiveness
Management Goals
Recognized Value
Process Excellence
Financial
Stew ardship
People Excellence
Executive Board
consulted on
budget estimates
management
results
UNOPS delivery
of outputs
(products and
services)
UNOPS
contributions to
sustainable
outcomes
Country/Partner
owned
outcomes
Development
objectives
Products and Services
- UNDAFs
- UN progs.
Agreement with partners on contributions to
national capacity and integration of social,
environmental and economic considerations
Active membership
of the UNCT and
contributions to
UNDAFs
- MDGs
- SDGs
Alignment to
development
objectives through
strategic plan and
midterm review
*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.
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Reporting on sustainable contributions: labour-based road project
UNOPS
organizational
effectiveness
UNOPS delivery
of outputs
(products and
services)
Management Goals
Products and Services
Recognized Value
Process Excellence
Financial
Stew ardship
People Excellence
How UNOPS delivers:
Sustainable approaches
(sample indicators)
Project
Management
National capacity
Environmental
impact
Social justice
and inclusion
Equitable
economic
growth
Minimal waste
during
construction
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-
Share of
personnel
employed female
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Local labour and
suppliers
-
Infrastructure
UNOPS
contributions to
sustainable
outcomes
What UNOPS delivers: Contributions
to sustainable outcomes
(sample indicators)
Procurement
National capacity
Labour-based road
Environmental
impact
assessment
Environmental
impact
-
Health and
safety
awareness
Social justice
and inclusion
-
Best practice
construction
techniques
Equitable
economic
growth
-
Erosion mitigating design,
including through planning of
route
-
Resilient road designed to
withstand rain and flooding
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Improved access to market
and employment
-
Labour-based
roads
construction
manual
developed in
collaboration
with local
roads
authority
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Sustainability in action:
Repairing key roads in the Democratic Republic of the Congo
Working to build capacity
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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
•
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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
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Organizational excellence – the UNOPS journey
Business
Excellence
Process & Project
Quality
UNOPS Excellence Model
Getting the basics
right
Business Excellence
assessment tool
Practice & Quality
Management System
External Benchmarking
Financial viability
Process orientation
Accountability &
transparency
Project Management
focus
Organizational structure
ISO 9001 Quality /
14001 Environment
Already used for e.g.
Mid-term Review
Business practices
Certification of UNOPS
personnel, e.g. Prince2,
CIPS
Partnerships
Talent
2007
2009
2013
2014 - 2017
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Organizational excellence – the UNOPS excellence model
Holistic picture of how we enable results
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
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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
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