Maurice Bisau Ims Course Lugano Unhcr


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Maurice Bisau Ims Course Lugano Unhcr

  1. 1. <ul><li>UNITED NATIONS REFUGEE AGENCY </li></ul><ul><li>(UNITED NATIONS HIGH COMMISSIONER FOR REFUGEE – UNHCR) </li></ul><ul><li>Result Based Management (RBM) & FOCUS Software </li></ul><ul><li>This Slides have been generated from both publicly and non public </li></ul><ul><li>available information about UNHCR for the purpose of an assignment in the Master of </li></ul><ul><li>Advanced Studies in Humanitarian Logistics and Management Program, University of </li></ul><ul><li>Lugano in Switzerland. The responsibility for any errors or omissions lie with the student </li></ul><ul><li>Mr Maurice Bisau. </li></ul>
  2. 2. UNHCR’s Global Strategic Objective 8 <ul><li>To ‘enhance the quality, effectiveness and efficiency of UNHCR's operations, in particular by institutionalizing Results-Based Management (RBM).’ </li></ul><ul><li>RBM viewed as an essential means of ensuring that UNHCR is a performance-driven organization, whose operations achieve the right results in the most effective and efficient manner possible </li></ul>
  3. 3. Result Based Management Overview <ul><li>UNHCR has embraced results-based management (RBM) as an essential means of ensuring that UNHCR is a performance-driven organization </li></ul><ul><li>Operations need to achieve the right results in the most effective and efficient manner possible </li></ul>
  4. 4. UNHCR’s Results-Based Management Conceptual Framework <ul><li>1. Defining a strategic framework that provide a focus for action; </li></ul><ul><li>2. Specifying expected results that contribute to these goals & aligning programmes, processes, people & resources behind them; </li></ul><ul><li>3. Engaging in ongoing monitoring & performance/ impact assessment using standards & indicators, integrating lessons learned into future planning; and, </li></ul><ul><li>4. Ensuring accountability of individuals, teams and partners based on continuous feedback to improve performance </li></ul>
  5. 5. RBM Comprehensive Assessment & Gap Analysis <ul><li>Carried out late 2005 and results being used to carry out specific initiatives to strengthen RBM within UNHCR . </li></ul><ul><li>RBM comprehensive assessment looked at: </li></ul><ul><li>(i) RBM Conceptual Framework </li></ul><ul><li>(ii) Strategy and Policy; Operations Planning </li></ul><ul><li>(iii) Results Chain; Results-Based Budgeting; </li></ul><ul><li>(iv) Resource Allocation; </li></ul><ul><li>(v) Performance Measurement; </li></ul><ul><li>(vi) Monitoring and Control; Information Technology; </li></ul><ul><li>(vii) Knowledge Management; and Accountability. </li></ul>
  6. 6. Results-Based Management Gap Analysis Focus’ <ul><li>One of the key findings of the Gap Analysis was that UNHCR does not currently have a document, which explains the organization’s concept of and approach to results-based management and outlines a strategy for the implementation of RBM throughout the organization. </li></ul><ul><li>The second gap was the lack of software that will facilitate meeting the intended objectives. </li></ul>
  7. 7. RBM Conceptual Framework – NINE Pillars <ul><li>Information Management link global operations, & </li></ul><ul><li>human resource management, are critical to the </li></ul><ul><li>institutionalizing of RBM in the organization: </li></ul><ul><li>• Policy; </li></ul><ul><li>• Strategic Planning; </li></ul><ul><li>• Operations Management and Results Chain; </li></ul><ul><li>• Results-Based Budgeting; </li></ul><ul><li>• Resource Allocation; </li></ul><ul><li>• Accountability; </li></ul><ul><li>• Impact & Performance Management Monitoring, Control & Reporting; </li></ul><ul><li>• Knowledge Management; </li></ul><ul><li>• Information Technology. </li></ul>
  8. 8. RBM ORGANIZATIONAL STRUCTURE <ul><li>A high-level RBM Board has been established to provide overall leadership.  Led by the Deputy High Commissioner </li></ul><ul><li>Board is responsible for developing and coordinating UNHCR’s RBM strategy and acting as the steering committee for specific RBM initiatives </li></ul><ul><li>The Organizational Development and Management Service (ODMS) is responsible for coordinating practical efforts to implement RBM principles </li></ul><ul><li>It also serves as the Secretariat for the RBM Board.  ODMS gave a short presentation [PowerPoint] of RBM at the Global Representatives Meeting in Geneva, January 2006 </li></ul><ul><li>UNHCR is developing a new software application  called Focus. </li></ul>
  9. 9. What does UNHCR Organizational Development Management (ODM) do? <ul><li>Reports directly to the Deputy High Commissioner, ODMS is responsible for supporting and encouraging an organization-wide institutionalization of RBM. </li></ul><ul><li>This work incorporates coordinating practical efforts to implement RBM principles; </li></ul><ul><li>. Acting as focal point for all RBM related issues within UNHCR </li></ul><ul><li>. Assuming increased responsibility for facilitating corporate </li></ul><ul><li>strategic planning; </li></ul><ul><li>. Coordination and quality assurance for organizational </li></ul><ul><li>development projects at Headquarters; </li></ul><ul><li>. Coordinating the design, development and implementation of the </li></ul><ul><li>Operations Management Support Software (OMSS) project. </li></ul>
  10. 10. ODM s’role - continued <ul><li>ODMS also continues to: </li></ul><ul><li>. Support and advance organizational performance and capacity </li></ul><ul><li>through leading, supporting and promoting systematic and </li></ul><ul><li>effective organizational development initiatives.  </li></ul><ul><li>. Provide input and advice on structural and design changes </li></ul><ul><li>being proposed to the Operations Review Board; </li></ul><ul><li>. Carry out ongoing reviews of the organizational structure and design of Headquarters and Field Operations including updating Chapter 2 of UNHCR Manual;  </li></ul><ul><li>. Develop and refine design parameters for UNHCR offices; </li></ul><ul><li>. Administer the Canadian Consultant Management Fund; and </li></ul><ul><li>. Undertake management and policy studies at the request of senior management. </li></ul>
  11. 11. The key processes in UNHCR’s Accountability System are the following: <ul><li>Definition and agreement of responsibilities and objectives; </li></ul><ul><li>Empowerment including delegation of authority and allocation of resources; </li></ul><ul><li>Implementation; </li></ul><ul><li>Monitoring, Control and Reporting; </li></ul><ul><li>Performance Review & Feedback including remedial measures such as training; </li></ul><ul><li>Determination of consequences in terms of rewarding or sanctioning performance. </li></ul>
  12. 12. Improving Accountability within UNHCR <ul><li>The initiatives that UNHCR has undertaken or has recently launched to foster managerial practices and behaviours that support accountability include: </li></ul><ul><li>The Management Learning Programme; </li></ul><ul><li>The Code of Conduct; </li></ul><ul><li>The Code of Conduct Guidelines for Managers; </li></ul><ul><li>Policy and Procedures for Managing Performance; </li></ul><ul><li>Revision of the booklet on UNHCR Financial Accountability Framework; </li></ul><ul><li>Implementing Partner Selection System; </li></ul><ul><li>Institutionalising Results-based Management; </li></ul><ul><li>Accountability Framework for Age, gender and Diversity Mainstreaming and Targeted Action to Promote the Rights of Discriminated Groups. </li></ul>
  13. 13. Impact and Performance Monitoring, Control and Reporting <ul><li>organization has systems in place for monitoring, controlling and reporting at the levels of impact </li></ul><ul><li>Desired change in conditions or institutional practice that affect persons of concern and their welfare </li></ul><ul><li>Performance (delivery of results in terms of quantity, quality and time) </li></ul><ul><li>Operational Monitoring for regular feedback </li></ul><ul><li>Monitoring also generates a regular flow of information for reporting purposes. </li></ul><ul><li>Effective use of indicators </li></ul><ul><li>Reporting e.g. monthly financial reporting, through the monthly accounts, quarterly statistical reports, ad hoc situational reporting, mid-year and end of year reports, Implementing Partners, Annual Global Appeal and others. </li></ul>
  14. 14. RBM &Focus as an IMS tool in UNHCR <ul><li>UNHCR has developed FOCUS software to support results-based planning and management of UNHCR’s operations world wide. </li></ul><ul><li>Software is part of a larger effort to strengthen Result Based Management (RBM) within the Organization, software application designed to support: </li></ul><ul><li>(i) The planning, management, monitoring, and assessment of UNHCR’s operations world-wide; </li></ul><ul><li>(ii) The communication and central coordination of operational plans for some 115 country operations as well as departmental operations at Headquarters, with donors and all stakeholders. </li></ul><ul><li>Focus will greatly enhance UNHCR’s capacity to: </li></ul><ul><li>(i) Capture information, </li></ul><ul><li>(ii) Define expected results from the strategic to output levels of operations, budgeted amounts & anticipated performance for the defined deliverables and </li></ul><ul><li>(iii) Assess performance of interventions. </li></ul><ul><li>Software now being used all offices globally ( 115 countries –over 300 offices) </li></ul>
  15. 15. FOCUS Software Goals & Objectives <ul><li>The primary goal of the application is to optimize UNHCR’s use of the resources entrusted to meeting protection needs & consolidating solutions for populations of concern. </li></ul><ul><li>Ensure that UNHCR is able to accurately report both on its performance and the impact it has achieved. The application will address key issues to: </li></ul><ul><li>(i) Improve organizational performance including promoting results-oriented teamwork by UNHCR and partners in Field Operations and Headquarters. </li></ul><ul><li>(ii) Improving data management in UNHCR operations and </li></ul><ul><li>make available for staff; as well as eventually enable UNHCR’s </li></ul><ul><li>donors to access and review. </li></ul><ul><li>( iii) UNHCR’s plans and progress in achieving objectives in real-time. </li></ul>
  16. 16. <ul><li>Existing tools available to UNHCR operations managers remain inadequate in the RBM context. </li></ul><ul><li>The budgeting software package introduced in the late 1980’s tended to focus staff on the calculation of budgetary inputs rather than on the systematic assessment, prioritization of the problems faced by populations of concern and the design, achievement of appropriate results and effective solutions. </li></ul><ul><li>There is currently no systematic way of linking budgeted values with goals, objectives, or outputs. Neither is there any means of showing how the staff and administrative costs of an operation relate to its specific objectives and results. </li></ul><ul><li>The most recent programme budget structure was focused on accounting for delivery of relief programmes & not suited to reflect the range or scope of UNHCR’s protection work or results that UNHCR itself brings about directly and through its support to the initiatives of beneficiaries and partners. </li></ul><ul><li>Absence of an operations management support system integrated with MSRP means that UNHCR does not have essential information technology to support </li></ul>Why is UNHCR introducing FOCUS Software for RBM?
  17. 17. <ul><li>Clearer articulation of planned results as the basis for guidance to staff and partners, as well as for dialogue with donors; </li></ul><ul><li>More systematic and consistent reporting against objectives and quantified targets; and </li></ul><ul><li>Clearer accountability to beneficiaries and donors. </li></ul><ul><li>For field teams some of the core parameters include: </li></ul><ul><li>(i) Greater control over impact paired with greater predictability in </li></ul><ul><li>resource allocation; </li></ul><ul><li>(ii) Support to prioritization and to prioritized resource allocation; </li></ul><ul><li>(iii) Clarity as to the protection impact of funding shortfalls; </li></ul><ul><li>(iv) Support to the strategic, forward planning and oversight role of managers; and </li></ul><ul><li>(v) Support to effective results-based participatory management at field/site level. </li></ul>Gaps to be filled by FOCUS
  18. 18. Impact on UNHCR’s way of doing Business <ul><li>Everyone in the organization will use Focus, whether to record in the system fresh information resulting from new field assessments, to develop or modify operation plans, to manage outputs, to check the status of an operation or to compare needs, impact or performance in different parts of the world. </li></ul><ul><li>Focus application is designed to be used in any location and at all levels of the organization, by both partners and UNHCR, from deep-field locations, such as camps, to field, sub-offices, country or regional representations. </li></ul><ul><li>Focus will act as a strong catalyst for a greater integration of RBM principles into UNHCR’s day-to-day business. It will increase transparency and accountability and reshape positively the HQ-Field relationship. </li></ul><ul><li>The application is expected to stimulate monitoring and evaluation of interventions and demonstrate the importance of capturing and updating targeted and relevant baseline information. </li></ul><ul><li>With time, Focus will bring UNHCR and partners to improve performance and to increase the impact of their interventions on the situation of refugees and others of concern. </li></ul>