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  • C6
  • 1. The Process Approach is to be broken into four separate presentations; - Earlier on, we discussed general intros to the CS which can be rather long  this cannot be avoided  we need to introduce concepts! - Ask participants to ask clarifying questions only , let’s keep debate for the end of presentations. 2. Process model is a proposed menu ; not a dictate. It has to be applied and adjusted to the country situation. 3. CS Process model is created for new services , but can be adapted to serve for improvement of existing services ”. Let us proceed.
  • Refer to overall chart - process - Governance After the agreed documentation has been signed the service(s) need to be started. Once services are being delivered, the focus of the OMT will be on the Performance Management and oversight mechanisms that are to ensure that services become even better.
  • Resource Mobilization : in order for the service to be provided, agencies will need to pool resources. Contracts have to be issued and staff recruited –as required Review and report on milestones : as in many situations, agencies complained in retrospect that the start-up phase was not transparent and often delayed. The service management organization needs to keep the others informed and involved during the setup process. Establish an Admin System : Agencies that have not been in the role of service providers or managers need to be aware that they have a number of functions and reports that are now required for other agencies . They therefore face the actual task of starting service provision and establishing the appropriate admin system. This is often where things go wrong  it is an additional task not to be taken lightly!!!
  • This slide finally speaks for itself. This is a clear standard or model, but why has it been so difficult to set up CS in many countries!!
  • This is where the new Results Tracking System will assist country teams in monitoring CS performance. Once completed as a system it will address the following points. Benchmarks should be SMART, specific, measurable, etc. Measurement needs to be undertaken on a regular basis. Measurement can relate to both financial and operational aspects but will always be relevant to country conditions. Reporting schedules need to be maintained as agreed in the common services agreement documentation. Workload and throughput is a primary consideration. Periodic audits are part of performance management – UNDG ExComm audit group has discussed CS and agrees to establish a common framework on how to approach these inter-agency arrangements
  • The implementation of common services will require: ) Continuous Organizational learning on how to improve and expand UN common services. ) Capacity building among service providers and manager on how to improve common services. ) The ensuing innovation and improvement will greatly contribute to: if Common Services become stagnant then interest will wane !!!! It is essential that OMT’s think out of the box and continue to improvise on CS arrangements.
  • 1. The Process Approach is to be broken into four separate presentations; - Earlier on, we discussed general intros to the CS which can be rather long  this cannot be avoided  we need to introduce concepts! - Ask participants to ask clarifying questions only , let’s keep debate for the end of presentations. 2. Process model is a proposed menu ; not a dictate. It has to be applied and adjusted to the country situation. 3. CS Process model is created for new services , but can be adapted to serve for improvement of existing services ”. Let us proceed.
  • Summarize the CS Process Approach and how it fits into the country office governance framework.

Transcript

  • 1. A Model for Common Services C6 Process Approach
  • 2.  
  • 3.
    • Start/up
    • Delivery of services
    • Performance Management
    • Oversight
    Continuously Improved Common Services Management
  • 4.
    • Mobilize resources
    • Review and report on milestones
    • Establish Administrative System
    Common Service Established Start-Up
  • 5.
    • Annual work plan
    • Annual budget
    • Collection of funds
    • Contracting
    • Disbursement
    • Financial reports
    • Operational reports
    Final Products Delivery of Services Delivery of Services
  • 6.
    • Benchmarks
    • Measurement
    • Reporting schedules
    • Audits
    Performance Reports Performance Management
  • 7.
    • Organizational learning
    • Capacity building
    • Innovation /improvement
    Performance Feedback Oversight
  • 8.
    • Start/up
    • Delivery of services
    • Performance Management
    • Oversight
    Management: Recap Continuously Improved Common Service
  • 9.  
  • 10. Common Services Process Model Operations Management Team Country Team Task Forces Directive Options Report Technical Input Feasibility Plan Decision Making Signed Agreement Periodic Reports Assessment Management Planning Technical Input Technical Input Operational Guidelines Governance Framework Task Forces Continuous Process