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4 RPM AD Dakar 30 Sept DANIEL FINAL

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Information about 4 RPM AD Dakar 30 Sept DANIEL FINAL
Education

Published on April 3, 2008

Author: Miranda

Source: authorstream.com

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UNFPA REGIONALIZATION AND HARMONIZATION OF UNDG ExCom REGIONAL PRESENCE Regional Planning Meeting Africa Division – Dakar/Saly, 3-7 October 2005 :  UNFPA REGIONALIZATION AND HARMONIZATION OF UNDG ExCom REGIONAL PRESENCE Regional Planning Meeting Africa Division – Dakar/Saly, 3-7 October 2005 Daniel M. Sala-Diakanda, OED I. OUTLINE:  I. OUTLINE Background Building a stronger and more field-focused organization Resulting Benefits Regional Alignment and Co-location Concepts Guiding Principles and Criteria How to reach there Learning from other UNDG ExCom agencies Be the Change we want to see. II. BACKGROUND:  II. BACKGROUND Over the last past years, efforts were made by UNFPA aimed at strengthening our field offices for improved delivery of programme interventions. Several measures and actions were taken in this respect, including but not limited to decentralized authority, needs assessment, implementation of new office typology, ATLAS, etc. II. BACKGROUND:  II. BACKGROUND In Dec.2004: The UN/GA adopted a Resolution on “Triennial comprehensive policy review of operational activities for development of the UN system (TCPR)”, which mentions “alignment of the regional technical support structures and regional bureaus at HQs level, including their regional coverage” as an integral part of the UN system’s response to the challenges associated with the changing aid environment. II. BACKGROUND:  II. BACKGROUND The 2004 ECOSOC discussions and the resulting TCPR resolution are not only a clear reflection of the changing environment within which we are working, but also a wake-up call to the entire UN system, hence creating a conducive environment for change. The message is crystal clear: TRANSFORM ! III. BUILDING A STRONGER AND MORE FIELD-FOCUSED UNFPA:  III. BUILDING A STRONGER AND MORE FIELD-FOCUSED UNFPA The end result of UNFPA transformation must be building a stronger and more field-focused organization. To achieve this we need to: Position UNFPA within the UN system and the entire development community by clarifying our niches; and, Redesign the vessel needed to effectively carry out our mandate. III. BUILDING A STRONGER AND MORE FIELD-FOCUSED UNFPA:  III. BUILDING A STRONGER AND MORE FIELD-FOCUSED UNFPA Positioning UNFPA within the UN system and the entire development community by clarifying our niches: What are we best at? We are the UN Population Agency, and therefore the custodian of the ICPD-PoA. Using Thoraya’s words, I quote: “We see ourselves playing an active role in four aspects, where we do have a comparative advantage: policy dialogue, advocacy, capacity development, and technical assistance” Unquote. As such, we must be prepared to provide intellectual and technical leadership role on population issues – including through strategic partnership. Anything less than what we are suppose to do opens doors to competitors as the recent events have shown! This challenges our very existence. III. BUILDING A STRONGER AND MORE FIELD-FOCUSED UNFPA:  III. BUILDING A STRONGER AND MORE FIELD-FOCUSED UNFPA Redesign the vessel needed to effectively carry out our mandate: We need a structure that will allow UNFPA to, more than ever, have a global reach while speaking with one voice, keeping in mind that our clients, the countries and people we serve, are more and more demanding and they are putting themselves in the driver’s seat; We should concentrate on organizational-wide transformational initiatives that effectively deliver value to our clients, as we live in a competitive world. III. BUILDING A STRONGER AND MORE FIELD-FOCUSED UNFPA:  III. BUILDING A STRONGER AND MORE FIELD-FOCUSED UNFPA Through this transformational process, we need to become a truly “field-based solution provider” organization. Remember, we deal with social phenomena, no other UN agency has such an exciting yet sensitive mandate. Being closer to the societies we serve, using in-depth analyses so as to better understand social phenomena we deal with, as well as the real needs of the most vulnerable populations is therefore a must if we are to provide alternative credible solutions. Here, no overlap of work! That’s our uniqueness in the UN system. Let’s emphasize that there is no meaningful and convincing policy advise and advocacy without building such a knowledge in the first place, for ourselves and our clients. There is therefore need for systematic training in policy analysis to equip UNFPA staff at all levels. III. BUILDING A STRONGER AND MORE FIELD-FOCUSED UNFPA:  III. BUILDING A STRONGER AND MORE FIELD-FOCUSED UNFPA What is the value-added of this transformational process? Being able to bring our issues to the table of negotiation with stakeholders and partners: Showing convincingly how each of these issues are, by their very nature, part of the socio-development process, therefore intertwined and should be dealt with as such; and, Advising on which “integrated alternative solutions and approaches” should be adopted and effectively implemented, monitored and evaluated to produce the expected results in response to identified country needs. III. BUILDING A STRONGER AND MORE FIELD-FOCUSED UNFPA:  III. BUILDING A STRONGER AND MORE FIELD-FOCUSED UNFPA It’s within this context and to this end, that the EC decided, in principle, to proceed with the regionalization of the Fund. This means to move some of the organizational units to the regions, and establish a field-based organizational structure (The Regional Offices), with integrated managerial, programmatic and technical functions. IV. RESULTING BENEFITS:  IV. RESULTING BENEFITS WHAT DO WE EXPECT? Build a stronger regional presence and strengthen COs’ capacity. Regionalization is meaningless without appropriate decentralization. Capitalizing on the Outcome Document of the just concluded 2005 Millennium Summit, further advance ICPD by ensuring that its agenda is owned by countries we serve and is an integral part of the UN that is being created through the reform process. This is not to happen if we are not a stronger organization. Meet the present and future challenges of the UN reform. As development partner, the UN has been challenged by donors and programme countries alike. Let’s raise to those challenges. IV. RESULTING BENEFITS:  IV. RESULTING BENEFITS Become a more relevant and effective development agency by improving linkages between policy work, technical assistance, programming and management (including M&E) of operational activities. Speak with one voice by agreeing on roles and responsibilities of key organizational units at HQs and at regional level, with clear definition of how they will contribute to UNFPA’s effectiveness. This requires strong and visionary leadership. V. REGIONAL ALIGNMENT & CO-LOCATION : CONCEPTS:  V. REGIONAL ALIGNMENT & CO-LOCATION : CONCEPTS Three dimensions to consider: Regional structure: This has to do with defined roles and responsibilities (functions) of the ROs and HQ, and reporting/accountability (governance) relationships among COs, ROs and HQ. Regional co-location: As per the TCPR, ensure that UNDG ExCom ROs are located in the same country. Regional Alignment: As much as possible, UNDG ExCom “regions” have the same country coverage. V. REGIONAL ALIGNMENT & CO-LOCATION : GUIDING PRINCIPLES:  V. REGIONAL ALIGNMENT & CO-LOCATION : GUIDING PRINCIPLES Guiding Principles : Cost-effectiveness, relevance and Improved accountability The location of ROs and their regional coverage must demonstrate added value and cost-effectiveness for the UN’s work. Improved accountability framework: Co-location of ROs would facilitate the work of the ExCom RDs in each region; they would have to work together to provide guidance and supervision to their field staff (Example: Once a year they will meet to review the performance of the RC and the ExCom members of the UNCT, using the 180-degree feedback as one input). V. REGIONAL ALIGNMENT & CO-LOCATION : CRITERIA:  V. REGIONAL ALIGNMENT & CO-LOCATION : CRITERIA Factors influencing location of ROs: Availability of local HR/expertise Infrastructure, including ICT, Common Premises: Rent or concessions? Cost implications with respect to post adjustments Time zone and facility of communication within the region Travel costs and accessibility: Is the location a transportation hub? V. REGIONAL ALIGNMENT & CO-LOCATION : CRITERIA:  V. REGIONAL ALIGNMENT & CO-LOCATION : CRITERIA Factors influencing location of ROs (cont’d): Security of the location Opportunities for coordination with other ExCom agencies Opportunities for partnership with Regional Commissions and other strategic regional institutions Opportunities for resource mobilization at both country and regional levels. V. REGIONAL ALIGNMENT & CO-LOCATION : CRITERIA:  V. REGIONAL ALIGNMENT & CO-LOCATION : CRITERIA Factors influencing regional alignment of ROs: Similarity of challenges and priority issues in the countries covered. This creates opportunities for using “regional or sub-regional approaches” in programme formulation and implementation. Defining “regions” on the basis of countries’ existing “political” or “economic” grouping taking into account emerging regional and institutional developments (ex: RECs, where they exist, and proactively engage with them). Is language an issue? Accessibility from the “Regional Hubs” (countries covered should be within the reach of the RO) Minimum/Maximum size of agreed “regions”. VI. HOW TO REACH THERE?:  VI. HOW TO REACH THERE? Let me quote Thoraya. She said: “The regionalization is a way to make UNFPA a better organization in the context in which we work”. Therefore, it is NOT BUSINESS AS USUAL. We must think and act differently and quickly. Let’s not reacting to the UN reform, but leading it! VI. HOW TO REACH THERE?:  VI. HOW TO REACH THERE? We are at the beginning of the regionalization process and it is important that you, being in the driver’s seat, provide your advice, your vision and your contribution. Let’s not miss this opportunity, keeping in mind not only the interest of the organization but also the interest of our Staff, in particular the GS. VI. HOW TO REACH THERE?:  VI. HOW TO REACH THERE? “The Regionalization process will be implemented in strict accordance with the Staff Regulations with the involvement of DHR and the Staff Council.” (Thoraya Obaid) VI. HOW TO REACH THERE?:  VI. HOW TO REACH THERE? In this respect, here are some questions on which your own thoughts are needed: What are the functions that are needed at HQ and/or at the regional level in support of our work on capacity development, advocacy, policy dialogue and technical assistance? (re: Matrix sent to you before the meeting). How can we best integrate managerial, programmatic and technical backstopping functions in support to CPs from the new regional offices? VI. HOW TO REACH THERE?:  VI. HOW TO REACH THERE? What is (are) the preferred location(s) for Regional Office(s) in Africa, and why ? Do we need Sub-regional office(s) in this region? If yes, why, how many and where? What are the countries to be covered by the Regional Offices, and why? VII. LEARNING FROM OTHER UNDG ExCom Agencies :  VII. LEARNING FROM OTHER UNDG ExCom Agencies UNICEF: Fully regionalized since the 1980s In the late 1990s, the RD was given overall authority and accountability for the COs within the region to avoid duplication of functions among the country and ROs and HQ. COs are highly decentralized. However, RD has the overall budget authority for the region, oversight and responsibility for programme quality. Global Management Team (RDs + HQ Staff); and Regional Management Team (RD + Reps + ProgDiv). VII. LEARNING FROM OTHER UNDG ExCom Agencies :  VII. LEARNING FROM OTHER UNDG ExCom Agencies WFP: Regional Bureaus created in North Africa, Middle East and Latin America (in 1998/9) and in SSA and Asia (in 2001/02). In Rome: a Policy Group ensures “one voice”) and Liaison Offices perform oversight and liaison functions; a small Liaison Office is maintained in NY. RDs are responsible for performance evaluation of the CDs; ROs provide technical support to COs. RDs meet in Rome three times per year for Global mtgs. VIII. BE AGENTS OF CHANGE:  VIII. BE AGENTS OF CHANGE To conclude, let me reiterate that this is a CONSULTATIVE PROCESS; we are here more to listen to your questions, concerns, suggestions and advices. We want to learn from YOU. The knowledge gained here will be shared with other regions and HQ colleagues, in order to generate new knowledge so as to design a REGIONALIZATION MODEL that best suits the needs of the countries we serve. This learning process will therefore lead to a concerted and shared vision to be articulated by the EC on how to proceed with the regionalization of UNFPA. VIII. BE AGENTS OF CHANGE:  VIII. BE AGENTS OF CHANGE At this junction and before closing, let me share with you the conclusion of the team of consultants – the UK-based “Health Resource Centre (HRC)” - who prepared the report commissioned by DASE and titled: “Assessment of UNFPA’s Future Role in Europe and Central Asia” : I quote: “This is an opportune time for change for UNFPA, both in line with its ongoing strategic developments within the organization itself, and when considering the wider policy environment in an emerging larger Europe. A greater geographical focus of the UNFPA’s work, and strategic rationalization based on priorities and need (of countries), would bring the largest impact from scare resources and improve the quality of the UNFPA’s work”. End of quote. VIII. BE AGENTS OF CHANGE:  VIII. BE AGENTS OF CHANGE So, colleagues, my appeal to you, today: Let’s BRAINSTORM and SHAPE, ourselves, THE FUTURE OF UNFPA. Let’s BE THE CHANGE WE WANT TO SEE! Slide29:  THANK YOU AFRICA - Locations & Coverage:  AFRICA - Locations & Coverage AFRICA - Locations & Coverage:  AFRICA - Locations & Coverage AFRICA - Locations & Coverage:  AFRICA - Locations & Coverage

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