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Management Consulting Team (MCT)
UNDP ANGOLA IMPROVEMENT PLAN
ENGAGEMENT TITLE/DESCRIPTION: RE-ALIGNMENT UNDP ANGOLA
UNIT: ANGOLA COUNTRY OFFICE LOCATION: LUANDA DATE: 10 NOVEMBER 2006
MCT ENGAGEMENT TEAM
Role Name Email Office Phone Number
Team members Mads Svendsen mads.svendsen@undp.org +1.212.906.6538
Danila Boneva danila.boneva@undp.org +1.212.906.5641
Khalid Bennaghmouch khalid.bennaghmouch@undp.org +201. 223 90 970
KEY CONTACTS
Role Name Email Office Phone Number
RR/RC Pierre-Francois Pirlot pierre.francois.pirlot@undp.org +244-222-331181
CD Gita Welsh gita.welsh@undp.org +244-222-331181
DCD (P) Alfredo Teixeira alfredo.teixeira@undp.org +244-222-331181
DCD (O) Carlyse Hessic carlyse.hessic@undp.org +244-222-331181
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TABLE OF CONTENTS
Page
1. Rationale for change 3
2. Change process 3
3. Visioning 3
4. SWOT 5
5. Positioning 6
6. Improving processes 9
7. Aligning Structures 14
8. Action Plan 27
9. Draft Workplan and Budget 31
Annex 1 – List of electronic annex documents and deliverables 32
Annex 2 – Sample from DRC work process manual 33
Annex 3 – Self-assessment of Capacities 35
Annex 4 – Microsoft Visio and MS Project evaluation version 61
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1. RATIONALE FOR CHANGE
Responding to the doubling of the portfolio of the UNDP Angola programme portfolio over the past two years due to the GFATM, UNDP Angola has
taken a number of steps to improve its efficiency and organizational effectiveness. First and foremost this has included efforts to strengthen capacities to
deliver on the GFATM portfolio but also, more recently, efforts to improve the services provided by the Operations Team. Still, the Global Staff Survey as
well as the Partner Survey point to considerable scope for further improvement within the office and with respect to the services provided to clients, and
both the management and office staff recognize this. It is against this backdrop that the new management team of UNDP Angola requested the
Management Consulting Team to support it in its overall improvement efforts. More specifically UNDP Angola requested support to:
1) Articulate a vision for the office
2) Develop a positioning strategy for the services to be delivered
3) Define the office‟s business model based on the vision and the positioning whilst ensuring alignment with the corporate business model
4) Define the impact of the chosen business model on the different business processes, and identify needed adjustments based on the Internal
Control Framework (ICF) and as part of this, explore other improvement options such as the external access module of Atlas, the new
programme and project management guidelines reflected in the Results Management Guide, cost recovery, etc.
5) Propose a re-aligned office structure reflecting UNDP Angola‟s strategic vision, improved business processes, and overall resource picture
6) Design jobs based on the proposed office structure and accountability framework
7) Determine support options in order to empower staff members thus reinforcing more effective management practices and team culture
2. CHANGE PROCESS
The methodology used for supporting UNDP Angola‟s efforts to change is a process approach consisting of several distinct phases as indicated in the
image below and well defined in the UNDP‟s intranet through the change management toolkit website
(http://stone.undp.org/system2/managingchange/):
This approach is meant to ensure actionable solutions to be designed between the country office and the MCT Team. The country office, more precisely
the sponsor, is able to validate the findings and recommendations as the initial engagement evolves. The sponsor, after the initial engagement mission
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deepens the analysis and acts on the improvement plan with continued support from the MCT as needed, ensuring it achieves the deliverables of the
improvement plan.
3. VISIONING
The vision should answer “why” UNDP Angola exists, “what it does” as well as what its aspirations are, set the strategic direction of the country office
and guide it in its day-to-day development activities. During the first week of the engagement with the MCT the office developed four draft vision
statements for UNDP Angola building on work which had already been done during the July retreat, its outcome areas and the RBA strategy for capacity
development for pro-poor growth and accountability. Based on these four drafts, the MCT has drafted some further draft vision statements for
inspiration.
Vision Based on UNDP’s vision as a Global Development Network, we aim at supporting Angola to
(prepared for July achieve the MDGs in the framework of the Millennium Declaration, focusing on the promotion of
retreat) democratic governance, reduction of extreme poverty, gender equality, environmental sustainability
and response to the HIV/AIDS pandemic. We pledge to work consistently and effectively with the
Government, Civil Society Organizations, the private sector and key development partners to
enhance national capacity for growth with equity, in order to promote poverty eradication and
sustainable human development in Angola.
Visions 1 – Building a better life for Angolan citizens with partnerships of the government and civil society,
(four drafts) private/public sector to achieve development and modernization.
2 – To have development we need more participation and capacity building of all partners, internal
and external (Government, NGOs, Civil Society and donors). Looking to the future, we need to
think urgently on the MDGs.
3 – O papel do PNUD em Angola hoje deveria incidir sobre o acompenhamento dos processos de
reconstruccao institutional atreves de uma visio integrada
4 – We engage Government and ensure civil society’s involvement and participation through: 1)
Inputs in development policies and strategies; 2) Ensuring environmental security and
sustainability; 3) Response to HIV/AIDS, TB and Malaria; and 4) Private sector development
focusing on the informal sector and micro entrepreneurship
Visions 1 – We support Angola in its achievement of the MDGs by developing capacity of key stakeholders
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(three MCT drafts related to democratic governance, poverty reduction, environmental sustainability and the fight
based on above) against HIV/AIDS. We pledge to work consistently and effectively with key development partners to
enhance national capacity for pro-poor growth and accountable governance.
2 – We support Angola in its achievement of the MDGs by enhancing national capacity for pro-poor
growth and accountable governance.
3 – We want to become the Angolan Government’s partner of choice in its effort to achieve the
MDGs by enhancing national capacity for pro-poor growth and accountable governance.
In order to ground the mission statement in practical actions, several exercises – both plenary as well as in working groups – were conducted. Firstly, a
discussion around the added value that UNDP Angola can bring to its clients and partners led to a definition and prioritization of the program portfolio
including their expectations of the country office. The positioning, SWOT and self-assessment of capacity (see annex) exercises further deepened this
analysis and provided additional inputs regarding the extent to which the country office has the capacity to deliver on the abovementioned vision
statement(s).
It is suggested that the above draft vision statements are transformed into one final vision statement taking this further analysis into account, and also
taking into account the Portuguese language wording of key national strategy documents in order to ensure that the final vision statement resonates
with the Government and other key partners.
4. STENGTHS, WEAKNESSES, OPPORTUNITIES & THREATS (SWOT)
A SWOT exercise was undertaken with the staff to do a broader analysis of the current situation and its results have been consolidated as part of
the annexed documentation. The SWOT provided a “reality check” on the rationale for change and helped determine the readiness of the team to
move forward with the process. Overall, there is a strong sense of the need to change – from improving the CO efficiency, avoiding duplication of
work, streamlining the business processes to building relations of trust and communicating regularly and effectively among the staff and between
staff and management. The latter two points are serious challenges for the new management team as they require a series of trust- and team-
building measures, and reflect years of high turnover in the senior management team and other unresolved issues (for more details see the 2005
GSS results). Other factors to be considered are the perceived opportunities and threats, which point to a mixed picture of measured optimism and
skepticism with regards to the demand for development services, particularly from the Government and its capacity to utilize public resources to the
It should be noted that the CO during its retreat in July 2006 had done a SWOT, but the analysis reflected perceptions of different teams on their strengths,
weaknesses and perceived threats and opportunities. Therefore, it was agreed to do a general one, involving all staff simultaneously.
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benefit of the Angolan population. This perceived capacity short-coming needs to be taken into account in the positioning strategy of the CO.
Furthermore, staff is particularly weary of various “improvement” initiatives in the past, which have not yielded the expected results and benefits.
Whilst it is joint ambition and effort of the office to improve for real this time, it is still ultimately the challenge of the management team to nurture and
lead this change process to its successful conclusion. The need for early and visible returns/dividends from the change process in order to maintain
enthusiasm and momentum has been taken into consideration and reflected in the Improvement Plan with key actions flagged for immediate
consideration, and other actions scheduled for the mid- to long-term.
5. POSITIONING
The positioning discussion focused on identification of the priority clients, followed by a group exercise examining the services provided by the CO,
new opportunities for such and the related demand and capacity of UNDP Angola to deliver them. Five working groups were established around the
outcomes of the current Country Programme Document (CPD) (2005-2008), namely Democratic Governance, MDGs and Poverty Reduction,
HIV/AIDS, Energy & Environment, and Crisis Prevention and Recovery and they came up with the following maps of demand and CO capacity.
Democratic Governance: National capacity for the organization of free and fair elections strengthened (SL
MDGs and Poverty Reduction: Strengthening public institutions at national and provincial levels 2.3). Efficiency, accountability and transparency enhanced in public administration and civil service, rule of
for sustained economic governance and poverty reduction (SL 1.1) law strengthened and protection of citizen‟s rights and access to justice improved (SL 2.7)
High High 2
1 4
2 11 9
3 7
3 8
5
4 9 8
Demand
Demand
5
10 6
6 7
1
Low
Low
Low CO Capacity High
Low CO Capacity High
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Management Consulting Team (MCT)
Responding to HIV/AIDS: Institutional capacity built into Gvt. civil society and private sector to plan and Energy & Environment: National environment action plan and national biodiversity strategy and action Crisis Prevention and Recovery: Security and access consolidated (SL 4.1)
implement multi-sectoral strategies that limit the spread of HIV/AIDS and mitigate its social and economic plan implemented progressively (SL 3.1)
impact (SL 5.1)
High High
High 3
7 8 4 5
1
6 4
2 3
5
1
2
Demand
Demand
Demand
4
1
3 2 6
7
5
8
9
Low Low 10 Low
Low CO Capacity High Low Low CO Capacity High
CO Capacity High
MDGs and Poverty Reduction: Democratic Governance: National Responding to HIV/AIDS: Energy & Environment: National Crisis Prevention and Recovery:
Strengthening public institutions at national capacity for the organization of free and Institutional capacity built into Gvt. environment action plan and national Security and access consolidated
and provincial levels for sustained economic fair elections strengthened (SL 2.3). civil society and private sector to biodiversity strategy and action plan (SL 4.1)
governance and poverty reduction (SL 1.1) Efficiency, accountability and plan and implement multi-sectoral implemented progressively (SL 3.1)
transparency enhanced in public strategies that limit the spread of
administration and civil service, rule of HIV/AIDS and mitigate its social
law strengthened and protection of and economic impact (SL 5.1)
citizen‟s rights and access to justice
improved (SL 2.7)
1 PR – Capacity Development for local 1 DG – Project formulation 1 H/A – Assistance to Coordination 1 EE – Capacity building for Ministry of 1 CPR – Small Arms
NGOs 2 DG – Project implementation (CCM) Environment 2 CPR – Rapid Response Fund
2 PR – Technical Assistance (high quality) 3 DG – Procurement services 2 H/A – Recruitment of experts 2 EE – Management of inter 3 CPR – Stockpile destruction
for institutional capacity building for GoA 4 DG – Capacity building /technicians for Government Government processes 4 CPR – Civil protection
3 PR – Info and communications – internal 5 DG – Payment services services 3 EE – GEF Technical Assistance 5 CPR – National authority
and external 6 DG – Recruitment services 3 H/A – Procurement services for 4 EE – National biodiversity action plan coordination / capacity building
4 PR – Procurement, supply management 7 DG – Project management Government entities 5 EE – Resource mobilization
(distribution system) 8 DG – Resource mobilization 4 H/A – Training/capacity building 6 EE – Report dissemination
5 PR – Resource mobilization 9 DG – Donor Reporting of Government counterparts/NGO 7 EE – Investment policies related to
6 PR – Strategic planning for MDGs and 5 H/A – Knowledge sharing / mass environment
poverty reduction media 8 EE – NEX capacity
7 PR - M&E systems - MDGs 6 H/A – Education in HIV/AIDS 9 EE – Project management
8 PR – AEP (SME) 7 H/A – UNDP internal volunteer 10 EE – Civil society and women‟s
9 PR – Global Fund counseling capacity
10 PR – Partnership building (not sectors) 8 H/A – Preparation for managing
11 PR–Dissemination of knowledge to Global Fund and Hamset project
CSOs and people of Angola
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The groups initially produced lists of services that are, or could be, provided by the country office within the 5 outcome areas across the various sections
of the business model (Development Support Services, Knowledge Advisory and Advocacy Services, and UN Coordination Services) ranging from the
COs capacity to mobilize resources, undertake implementation support services (HR, procurement) to more substantive inputs, like capacity to provide
policy advice or technical assistance to the partners. Each of these services was mapped according to the assessed demand for these services, and the
assessed capacity of the CO to deliver this service. It was agreed that the initial analysis and mapping should be further further by the Angola CO and its
Programme and project teams (for a large part of the projects UNDP is the implementing partner) in order to further ground and refine the service maps,
and to discuss positioning implications.
The visioning and positioning phases of the change process will provide a sound basis for the strategic work of the office going forward – especially for
the partnerships and advocacy strategies, capacity building, and for shaping up the programmatic focus of the office. Moreover, the CO has a
challenging task at hand in terms of strengthening its relationship with the Government of Angola (GoA). A source of contention with the overall donor
community has been the Government‟s national poverty reduction strategy, which so far has not been accepted both by the IFIs and the bilateral
partners as a viable plan for implementing the Millennium Development Goals in the country. Overall this has had a negative impact on the available soft
loans and grants (ODA for the period 2002-2004 was USD 2 billion according to OECD DAC) and it has in the interim limited the available capacity of
the partners to provide policy advice based on strong national plans. However, this aside, over the past 4 years Angola has moved significantly ahead in
terms of economic stabilization and national reconciliation, and the CO has been able to attract donor resources, not only from the Global Fund to Fight
AIDS, Tuberculosis and Malaria (GFATM), but also from the European Commission, Norway, the private sector – Chevron (see results from the Donor
Database below), etc. Given the relatively large reliance on the GFATM grants (which will come to end in 2006 – extensions being negotiated), it is clear
to the CO that it needs to define who its future partners will be, and during the positioning session it was suggested that the GoA and the private sector
would be priority partners for future resource mobilization efforts.
With regards to the GoA as a priority client, the CO needs to further analyze and establish its value propositions and positioning strategy vis-à-vis the
different government institutions, in particular the Ministry of Finance, which plays an important role in the executive power and in practice, negotiates
with the IFIs and other partners on the ODA coming to Angola. Another influential national counterpart is the Deputy Prime Minister‟s Office. In addition,
the CO is – among others – well positioned with the Ministry of Planning, Health, and Territorial Administration.
It should be noted that – as soon as possible – the CO needs to establish a clear Partnership and Resource Mobilization Strategy and Plan if it is to
maintain a high level of programme delivery in the future. The existing pipeline data would benefit from further details on the volumes expected to be
mobilized from the partners, responsible staff, stages of the negotiations process, etc. To this end, a simple pipeline management system was
presented to the CO staff (attached in the electronic annex), which could be used as a tool for advancing the RM efforts and form the basis for regularly
reviews by the Senior Management and Programme Teams.
However, the 2004 ODA of 1,144 billion is due to debt relief from Portugal and does not reflect the usual trend.
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The CO has the capacity to undertake the positioning analysis and key national staff is familiar with the methodology developed to this end in the
Resource Mobilization Toolkit. If necessary, UNDP Angola could establish a formal working relationship with BRSP.
6. IMPROVING PROCESSES
Based on the recommendations presented in a draft version of the audit report (OAPR/RASC-South Africa mission in February 2006), it was decided to
focus the business re-engineering sessions on two high volume, high impact business processes, i.e. 1) Procurement of goods with a Purchase Order
and 2) Direct Payment. Staff worked in four groups to identify the as-is processes, that were subsequently mapped and discussed in a plenary session.
The re-engineering (i.e. the definition of the to-be processes) focused on the identification of improvements and clarification of roles, responsibilities and
accountabilities by paying due attention to issues such as segregation of duties, duplication of efforts, workload and paper flows in/out the office. The
detailed to-be process maps are attached in the electronic annex.
During the re-engineering exercises several key areas of improvement have been identified that have a direct impact on the processes that were
discussed and as such should be implemented immediately:
Immediate issues to be addressed
Decide on priority business processes that need to be re-engineered
The CO Team should decide quickly on the priority business processes that require re-engineering. The latter could include, but are not limited
to: SSA/SC establishment, Billing, Travel, Processing of NEX advances, Budget Revision. It is strongly recommended to continue mapping of
the processes in a participatory manner and that the results of the mapping are published on the office intranet (using Microsoft Visio is
recommended – trial version is included in the electronic annex). The results of this exercise should also be incorporated in the Standard
Operations Procedures document (see further below).
Segregation of duties. Delegation of authority
It became evident from the mapping of the two processes that the Office needs to ensure segregation of duties to comply with UNDP‟s Internal
Control Framework (ICF) and establish clearly the first, second and third authorities on its different projects (both development and
management), as well as document the cases in which staff are (not) allowed to combine any two of the above roles. Consequently, the office
will need to adjust the Atlas profiles – through Argus – and provide training were needed, especially to Programme staff who will, or have
already, been given Level Manager 1 or 2 profiles in the system.
Multi-layered clearances and paper trails
As part of the business process re-engeneering, it is strongly suggested to review the approval stages. During the mapping exercise, it became
apparent that often documents circulate between units and staff for clearance before action is taken. In particular, post facto controls in regard to
the procurement process (after the PO has been approved) through signature of the latter by senior staff should be eliminated. It seems that
there is, in many cases 1) limited added value of these layers of multiple clearances, 2) unclarity on the accountability due to the number of
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Management Consulting Team (MCT)
signatures 3) a loss of efficiency due to lenghty processing and a simultaneous paper trail and 4) no clear segregation in the sense that most
approvals are done in the Operations Team who are themselves directly involved in the process – both for development (the exception being the
Global Fund projects where transactions of less than USD 30,000 are approved by the project) and management projects. As agreed during the
exercise, some of these steps have been eliminated, resulting in more streamlined business processes, whilst maintaining the required level of
control as per the ICF. Furthermore, this concentration of approvals within the Operations Team, and despite the fact that Programme staff at
the Assistant Resident Representative level have been given approval rights, limits Programme staff‟s “ownership” and oversight role in
managing the developing projects and represents a bottleneck in both processing direct payments and purchase orders.
Information flow bottlenecks & multiple entry points in the CO
There is a tendency for incoming office information first to flow from Registry to Senior Management and only subsequently to the colleagues
that need to take action. Even though it is recognized that Senior Management needs to be kept up-to-date on the correspondance, it is strongly
recommended that this approach be abandoned to allow information to flow directly to the concerned colleagues who will take immediate action.
This can be implemented by providing Registry with a list of projects numbers and names of the Programme staff responsible for their
oversight/management. In those cases where it is not clear to whom the correspondance should be transferred, the default could remain Senior
Management. Furthermore, the establishment of an e-registry capacity will be a strong enabler for streamlining the information flow and this has
been reflected in the proposed functional structure (see electronic annex) for the CO, where the Registry and IT teams will work closely together
in order to speed up the implementation. The same is valid for the procurement process, where often vendors send their invoices directly to staff
from the Procurement team and there is no trace of the correspondence with Registry. This has led in some cases to loss of documentation and
delayed payment to suppliers. The CO needs to make the new information flow effective as soon as possible and communicate it clearly to its
clients and suppliers.
Project Management in Atlas
As indicated earlier, Programme staff plays a critical role as “budget owners” and exercises oversight of the delivery of substantive results within
a certain resource plan. Atlas provides new functionalities for the tracking of progress against outputs and activities, for the monitoring of risks
and project issues, while at the same time linking the utilization of resources to the achievement of results. While the Finance Team (especially
when some of the PMSU functions have been integrated within it) plays a critical role in supporting the Programme Team in project costing and
financial monitoring, it is nevertheless the responsibility of the Programme Team to drive the best utilization of resources to achieve results. It is
therefore critical that the Programme staff actively use Atlas to monitor progress against outputs and exercise control over the budgets. In
practical terms, this implies that programme and where applicable project personnel (e.g. when UNDP is implementing partner) raise
requisitions, do budget revisions and take corrective actions with regards to project expenditure. The new Project Management Module is an
important component of the roll-out of the Results Management Guide that the CO has already started. A presentation followed by a discussion
was organized on this issue as part of the mission.
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Management Consulting Team (MCT)
Prepare requisitions in Atlas. Decentralize the receipt of goods.
As noted in the audit report, the CO does not establish requisitions in Atlas, which leads to additional paper flows and affects negatively the
procurement process. It aslo inhibits planning from Programme/Project and Procurement Teams, since it is difficult to monitor all procurement
actions initiated within the different projects. Moreover, the practice goes against the ICF, which requires that requisitions are issued for all SSA
contracts, travel and all purchases for amounts bigger than $2,500. The CO should require requisitions for all these operations as a regular
practice.
A good practice by the CO is that the actual receipt of goods is done at the project level. What remains to be addressed is the recording of the
receipt in Atlas. Currently this is done by Procurement, but should be further decentralized to the projects, while CO staff can monitor the quality
of the entries.
Develop Standard Operating Procedures for the CO
The Finance Officer has initiated the preparation of Standard Operating Procedures (SOPs) for the CO, which ideally will be developped in a
participatory manner with other staff from Operations, Programme and projects, where necessary, in order to ensure the necessary level of
ownership and a shared understanding. The SOPs should not be an added layer to UNDP rules and regulations as defined in the User Guide,
ICF, audit guidance, etc. Rather, they should translate the generic rules to UNDPs Angola structure, division of labor among the units,
distrubtion of roles and authorities. Ideally they should cover all aspects of the work undertaken in the management area (procurement, HR,
travel, etc.). An example from the DR Congo Office which could be used as a reference has been provided in the annex.
Principles for business process reengineering
Furthermore, as the office continues the re-engineering exercise, it will be important to refer to the following process excellence principles, that will
help establish efficient business processes:
Continuous involvement of Operations throughout project cycle
A high level of collaboration between the Programme and Operations Teams on project development and implementation is a pre-requisite for
smooth project implementation. A practice of common work sessions to prepare the project annual work and procurement plans needs to be
established and institutionalized. The Operations Team needs to be involved from the outset of project development to gauge the feasibility of
implementation, ensure that proper cost recovery principles are applied and prepare the office for support to project implementation. However,
Operations‟ involvement does not end there as it is crucial to have specialized staff available to support the project in the implementation and
closing phases as well as to assist both the Project and Programme Teams in revising project planning. One way of accomplishing this
involvement is to include operations staff in the meetings with project managers (could be every other meeting or once per quarter as that
corresponds with the “normal” planning cycle).
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Strategic, systemic analysis, projections and reporting capacity
In order to allow the office to better plan the workload and make realistic projections of its pipeline and extra-budgetary ressources, it is
recommended to establish clear processes around strategic analysis and reporting, including the definition of actionable follow-up items. As a
first action towards building this reporting capacity, it is suggested to better utilize the available reports in Atlas (for more details please refer to
the Management Information and Financial Monitoring Tools and the short list of reports as part of the presentation on Project Management in
Atlas), and corporate tools such as the Executive Snapshot, the CO at glance and Landscaping Tool. Furthermore, this is directly linked to the
recommendations with regards to the functional structure of the CO where the PMSU role has partly been streamlined within the Management
and Business Development Team and the Finance Unit for the more operational issues (e.g. follow up on NEX advances and financial reports,
monitoring of cost recovery, corrections of expenditures, etc.). The use of analysis and projections should be formalized as part of the
discussions in the Senior Management, Business Development and Programme Teams.
Performance measurement
In order to increase client orientation and ensure that the expected process efficiency gains are achieved, it is important that performance
indicators linked to discrete points in the processes are established and measured, and that appropriate action is subsequently taken when
needed. As a start, several of these discrete process points have been identified with regard to direct payment and procuring with a PO (see
time study in annex). The office will have to review the processes and set reasonable performance standards relative to these points. In this
respect, other UNDP Country Offices can be used as benchmarks for the performance standards (comparative analysis has been provided as
part of the annex).
Closely linked to these performance measurements is the recommendation to introduce Service Level Agreements (SLA) for specific processes
such as procurement, contracting, and payments. A SLA typically contains a specified level of service, support options and the fee for the
services. Having a clear idea on what is possible with regards to process performance will help in determining a realistic service level and further
promote client orientated service provision. It is suggested to first establish internal SLAs, and subsequently use these as a communication tool
with projects and other clients to signal the level of service that can be expected from UNDP (e.g. payment executed within 3 days) provided
that the required documentation, etc. is submitted to UNDP. An example of an SLA from the UNDP office in Moldova is included in the electronic
annex.
Assign process owner
In order to put in place a system to actively improve and measure performance, it is suggested to assign a process owner to the key processes.
A process owner has end-to-end authority and responsibility for achieving the outcomes of the process, and his or her influence cuts across
functions and traditional divisions of power. The process owner is held accountable for the process performance and will continuously scan for
opportunities to further improve the process.
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E-banking
The introduction of Atlas has paved the way for establishing e-banking solutions in a large number of Country Offices. Through these e-banking
processes, UNDP has been able to streamline the disbursement and reconciliation processes. Without e-banking, both the disbursement and
reconciliation process require a considerable amount of time in paper processing, follow-up and increased risks of loss of documents or fraud.
UNDP Angola is in the process of discussing with commercial banks in the country in order to appraise the feasibility of pursuing e-banking. On
the technical side, support is available from Treasury at HQ (Julie-Anne Mejia), as well as from the Center of Business Solutions (CBS – George
Peradze).
Longer-term improvements in the CO Business Processes
Counterparts using Atlas (External Access)
The implementation of Atlas has long been limited to UNDP offices without extending this tool to our partners. Currently an External Access
module has been rolled out that will allow our partners to initiate project-related transactions directly in Atlas without using traditional paper-
based requests. The module includes the following project transactions: 1) procurement requests (requisitions); 2) acknowledge receipt of goods
and services; 3) payment requests (vouchers); and 4) budget revisions as well as substantive project monitoring. Security is set up so that
project staff will be allowed to “see” and use their respective projects or specific Chart of Accounts (COA) only.
UNDP Angola is in a good position to roll out the Atlas External Access, given that it has national counterparts as implementing partners.
External access will improve communications and allow more data entry and process ownership to be placed at the project level. However, this
will need to be combined with provision of the necessary support and training. Roll-out material from the Center for Business Solutions is
available on the intranet and included in the electronic annex.
Long-Term Agreements
Procurement forms a significant part of the services UNDP Angola is providing to its partners (e.g. it represents over 40% of the GFATM
portfolio) and therefore it is crucial that the procurement processes of the office are efficient and effective. Long-term Agreements (LTA) are
powerful enablers of an efficient procurement process, as one no longer needs to do competitive selection once the agreement with a specific
vendor has been signed. The office should consider using existing UNDP LTAs (e.g. for vehicles and computers), and moreover consider
establishing local LTAs for other commonly procured services or goods.
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Management Consulting Team (MCT)
E-filing: make use of e-doc toolkit
The policy on E-Document Management recognizes that the electronic versions of documents can become the operational version for UNDP,
and that electronic signatures are equivalent to hand-written signatures, provided that certain technical criteria are met. This gives country
offices the opportunity to initiate and implement e-documentation activities to support business process improvement. It is recommended that
the office makes use of the E-Doc toolkit. This toolkit provides a comprehensive set of guidance, materials and resources to assist the office in
developing an e-documentation strategy and action plan.
In particular, when it comes to the procurement process, it is strongly suggested to establish master procurement files on an organised shared
drive, which will eliminate the need for re-printing and circulation of documents. For example, at the time of the payment request, all documents
that are made available in previous steps of the process (e.g. Terms of Reference, budget related to project, solicitation documents, Atlas PO,
non-Atlas contract, etc. ) can easily be retrieved from the master procurement file without having to circulate paper versions.
7. ALIGNING STRUCTURES
Critical elements of improving UNDP Angola will be to ensure that the office is aligned to deliver timely quality services to its key clients, by ensuring that
the capacities and competencies of UNDP Angola‟s most valuable asset – its staff – are aligned with the office‟s requirements. In achieving this, it is
important that the proposed structure be flexible enough to adapt to the future needs of the office and that it provides the opportunity to leverage the
potential of each individual through “refocused and interesting jobs”. Key principles underlying the proposed structure (see next section), include:
Reflecting Programme priorities: Programme Team aligned to match major priorities defined through visioning and positioning exercise
Achieving results: All activities organized to support the achievement of results
An effective office: Strategic management support for better decision-making, planning, accountability and oversight
Team players: Clarification of roles and responsibilities of all staff members as part of the office team
Building and aligning capacities: The programme calls for strong delivery capacity across the board
Mobilizing, recovering and managing resources: Sustaining the resource base and making the most of it
Reflecting Programme priorities: Realigned to match major priorities of Country Programme
The programme portfolio of the office outlined in the 2005-2008 CPD combined with the Global Fund which materialized after the CPD formulation
reflect a country programme with a focus on capacity development in the areas of pro-poor growth and democratic governance, but at the same time it
also reflects the post-conflict and HIV/AIDS issues of the country. Going forward there is a real possibility to have a high impact in strategic programme
areas if the office can further sharpen its focus, prioritize, make efficiency gains and deliver. As a first step in this direction the office should strengthen
the alignment of its projects with the main programmatic themes outlined in the Country Programme, and in this way ensure that it has critical mass of
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Management Consulting Team (MCT)
qualified staff in the priority areas. For now it is proposed to maintain the 2 development practice teams of the office, namely the: 1) Democratic
Governance Team; 2) MDG & Poverty Reduction Team acknowledging that this does mean that projects and activities related to environment and
energy and CPR will be integrated into these practice teams.
As input into the further definition of the sub-teams within each of these larger practice teams, it is proposed to finalize the vision and the positioning
exercises by prioritizing the key service lines of the country office, and in turn review the current clients, demand, and office capacities for these key
service lines. This will help define the capacity building and advocacy strategy for these service lines, and help with the organization of teams within the
overall Programme Team. The two broad Programme Teams will ensure that there are cross-sectoral linkages and coordination and cooperation
between service lines. Working in teams should also strengthen learning and knowledge management. At the same time it is important to consider the
resource requirements for each of the programme areas by looking both at the overall size of the portfolio ($ and number of projects) and the complexity
of each project in terms of counterpart capacity etc.
Achieving results: The office needs to think of all its activities in terms of results in order to ensure maximum added value
UNDP‟s contribution to development effectiveness is realized through cooperation with the national government and other partners and is largely
implemented through programmes and projects. Therefore, delivering results through these instruments is at the core of UNDP‟s mission. Recent
corporate investigations and reports on UNDP have shown that stronger management competencies, better understanding of responsibilities, and
independent monitoring and oversight are required in order to ensure that the organization is well equipped to deliver on its commitments to national,
regional and global counterparts. In sum, the need for more effective, results-oriented and accountable management of development projects to deliver
results has never been more necessary than now.
That this overall assessment of UNDP is also considered relevant to UNDP Angola (and acknowledged by the office) is evident from the recent
management audit report and from the work the office has undertaken on defining the results trees, and the fact that staff (as well as project managers)
has recently gone through Prince2 project management training with support from the CEDAR initiative. It is proposed that the office continue this effort
and make a multi-step plan to further strengthen its results-orientation through 1) reflecting results trees in Atlas; 2) further training of programme as well
as project staff; and 3) conversion of programmes and projects to be in line with the Results Management Guide
Reflecting the results trees in Atlas: The review of the data in the Executive Snapshot on UNDP Angola‟s distribution of projects across results showed
that – in the system – a number of the projects have not been properly associated with a service line and core result although this work has been done
by the office. It is suggested that the office identifies the detailed issues and contacts the Helpdesk to ensure that it is rectified. Once this has taken
place it should be relatively easy to get an overall picture of whether the CO programme expenditures are aligned with the strategic goals and priorities
of the office.
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Management Consulting Team (MCT)
Training: It is critical that further training takes place in preparation of the implementation of the Results Management Guide. In addition to the PRINCE2
Foundation on-line Course a number of other training courses are now available on the Learning Management System (LMS). For a quick overview of
these, see the Results Management Guide Implementation Toolkit. The courses include the following:
UNDP Results Management On-Line Courses
Other Optional Courses and Certifications
The training is role-based and it is important to note that training also needs to be extended to project staff. Also note that the training will be helpful in
providing a better understanding on roles and responsibilities and issues of assurance, management and support and that the training therefore is a
useful element of the change process.
An Effective Office: Strategic management support for better decision-making, planning, accountability and oversight
Human Resources Team: As described in the improving processes section, for the NEX portfolio it is important to put the ownership of project
implementation at the project level. This will free up time for staff in the office who are currently heavily involved in processing project transactions. This
in turn will allow staff to play a more advisory and strategic role. In the case of the HR team, this will imply that its staff will be able to dedicate more time
on strategic HR issues such as the office‟s long-term staffing needs by providing career advice, talent management, learning, survey management,
analysis and follow-up as well as strategic recruitment whilst maintaining a professional and efficient Human Resources administration. This work needs
to be done in close consultation with the senior management team who ultimately is responsible for HR management.
Streamlining of PMSU and Finance, and other functions: With the introduction of Atlas we have seen an example of a technology driven erosion of our
traditional barriers between Programme and Operations. Unlike our old systems FIM and WINFOAS, Atlas does not make a distinction between
programme and office finance. Every transaction in Atlas is based on a project, be it management or development projects. The introduction of Atlas has
stimulated a lot of offices to rethink the traditional split in e.g. financial functions between the PMSU (or PSU) in the Programme Unit and the Finance
staff in the Operations Unit.
A common conclusion is that the PMSU functions fall in two parts: 1) upstream functions (strategic resources planning, financial analysis for
management decisions, Atlas alignment and putting in place the internal control framework, etc) and 2) downstream functions (internal controls,
financial/procurement/HR process management, inductions/training etc). With this in mind a number of offices have chosen to consolidate the
downstream financial functions into one single unit. More information on these offices can be found on the Toolkit for Managing Change under
examples. Other offices have chosen to delegate basic financial transactions to the respective units with the traditional finance section providing
oversight, monitoring and more strategic reporting services. Either way, such changes will have clear implications for the way the office is structured.
Feedback from country offices which have merged PMSU (or PSU) and Finance suggest that it has facilitated a positive integration of programme and
project elements, which through a “one office – one team – one shop” approach has assured more coherence, e.g. in the areas of resource
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Management Consulting Team (MCT)
management, cost-recovery and reporting. However, the merger also has created challenges as staff has had to become more versatile and acquire
new knowledge and skills. Over time, many offices have seen a professionalization of financial management through the consolidation of functions in
one unit.
It is against this backdrop that the MCT is recommending to consolidate the upstream functions of strategic resources planning, forecasting and analysis
within the office, in the Management Support and Business Development Unit. This would also include an assurance role vis-à-vis donor agreements
and project budgets (assurance that cost-recovery efforts, etc. are duly and correctly reflected) and follow-up on contribution agreements with
headquarters and donors. The previous PMSU function of programme management support would be taken care of by programme, whilst admin
support to projects and operational advisory services would be taken care of by finance, procurement and HR respectively depending on the nature of
the support needs.
M&E function: Another aspect of strengthening UNDPs substantive reporting and oversight is the establishment of an M&E function within the CO. This
will ensure that programme evaluations respond to the quality standards of the organization and that project evaluations are managed in a coordinated
manner, and that best practices and lessons learnt are taken into consideration and shared within the CO, instead of being “owned” by specific projects.
The M&E function will have to work closely with the Programme and Management Support and Business Development Team, while keeping its
independence by not being involved in the daily monitoring of the programme portfolio and resource mobilization efforts.
Team players: Clarification of roles and responsibilities of staff as part of one team
As indicated earlier, through mapping and reengineering of business processes together with office staff, a range of specific improvement areas were
identified. A general benefit of this exercise has been to create more clarity within the office on the roles and responsibilities of the staff vis-à-vis the two
mapped processes. Further work needs to be done in this respect, both through mapping of other processes and subsequent definition of clear job
descriptions, which reflect the re-engineered business processes. The generic job descriptions posted in the Toolkit for Managing Change are a good
starting point for the work needed for aligning the job descriptions. However, note that this list of generic job descriptions currently is being expanded
and that an uploading to the Toolkit for Managing Change of these new generics will take place within the next couple of months. Meanwhile, we have
included the full collection of the new draft generic job descriptions as part of the electronic annex.
The importance of teamwork: Whilst having a clear definition of responsibilities and decision-making is important, the ability of staff to work together in a
dynamic way is equally important, and this should be nurtured. Using an analogy from team sports what is needed is for UNDP Angola to perform as a
football team. The team needs to be spread across the pitch with each player having a role flexible enough to take on additional responsibilities. The
team has a clear common goal and the ball is circulated within the team in an attempt to achieve this goal. A coach sets the direction for the team and
supports the game from the sideline and the captain is the delegated facilitator of the agreed game plan providing guidance from within the team. In
UNDP Angola the function of the captain of the football team should be taken up by heads of the teams in the functional structure and the functions of
the coach should be performed by the senior management team. This calls for the heads of the teams not to be a hierarchical layer in the office but
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Management Consulting Team (MCT)
rather acknowledged as part of the game and as contributors to well functioning work processes. In addition, the existence of teams will ensure that
cross functional tasks are effectively managed.
Joint planning: In order to ensure that the office pulls as one in its efforts, it is essential that the right hand knows what the left one does so that it can be
ready to move forward any work that comes its way. To this end it is critical that Operations are involved in project design, specifically when it comes to
work plan and procurement plan formulations. Not only will this allow Operations to flag capacity constraints to Programme and/or projects in the
formulation or planning stage, it will also facilitate the necessary level of readiness when the required support efforts are needed, e.g. by way of
procurement or contracting. Furthermore, it will, in the case of procurement, also facilitate more cost- and time-effective procurement as it might be
possible to lump procurement of certain items (e.g. cars) together for various projects and in this way both save time, effort and money (as better prices
can be negotiated for bulk orders). Obviously this requires open and active communications channels between Programme, projects and Operations in
order to ensure that changes in plans are duly reflected as timelines or requirements change from what was initially planned.
Communications: In response to the continuous need for mobilization of non-core resources and to the dire 2005 Partnership Survey results, it is
recommended that increased emphasis be put on building strategic partnerships and development of new business opportunities. An important part of
this effort will be to strengthen the strategic communications efforts in order to: 1) facilitate resource mobilization which is content-based and links in with
the programmatic priorities; and 2) communicate systematically on development results both within UNDP and externally to strengthen the branding of
UNDP Angola. The underlying principle is that communications serves both a support and a targeted advocacy function with respect to UNDP‟s
programme. In sum, this is a call for an intensified communications effort from the whole office (communications within the office was highlighted in the
GSS and the SWOT during the mission to be a major weakness of the office). It is suggested to look at the Toolkit for Managing Change for tips on
communications. Also, it should be noted that the Communications Office of UNDP is working on a Communications Toolkit (with guidance on both
internal and external communications) which should be ready before the end of the year. Meanwhile, as another reference the following communications
toolkit may be of use. With regard to the branding of UNDP Angola‟s products and services, the Communications Office has developed various
templates and formats, which need to be adapted by the CO. Finally, the office may consider making use of surveys, both internally and externally, to
gauge how its improvement efforts are being perceived and/or to identify where more efforts are needed.
Building and aligning capacity: The programme of UNDP calls for strong delivery capacity across the board
With a resource framework of $38.7 millions for the CP period 2005-2008 (according to the Resource Target Table in the CPD) plus a Global Fund
portfolio for a 3-4 year period of $63 million, it is clear that the office needs to have a substantial ability to deliver. This is particularly important as the
office – aside from building up a Global Fund project office of more than 20 people – has not aligned itself significantly since it was a much smaller
programme operating a range of legacy systems to manage its operations. The office has managed this large growth in portfolio mainly by building up a
parallel structure in a number of areas through the Global Fund. However, there is an opportunity, both for the office as well the projects, to leverage the
knowledge and expertise accumulated through the Global Fund and to further strengthen the processes, systems, structures and staff capacity.
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Management Consulting Team (MCT)
Key improvements necessary in terms of processes, system and structures have been outlined above. When it comes to developing capacity we will
outline four key elements:
1 – Performance management: A key element in the management of human resources is – as strongly emphasized in the recent management audit
report – appropriate performance management using the RCA process in a transparent and comprehensive manner. When applied as a coherent
process, the RCA makes a significant contribution to overall harmony, staff satisfaction and productivity. The strategic role and responsibilities of all
supervisors in this can not be overestimated. This includes proper use of the mid-term RCA discussions.
As an example of how the results within the office can be linked to the performance assessment, a number of COs in the RBLAC region have tied the
resource mobilization efforts of programme officers to the their performance assessment. This has been done by, at the outset of the RCA period,
agreeing on the number (e.g. 10) and format of project ideas the Programme Officer should develop over the course of the period. Furthermore,
agreement was made that the performance assessment also would be linked to the Programme Officers‟ efforts and success in making an agreed
number of these project ideas materialize to become projects agreed with Government and funded. This type of results formulation directly linked to the
strategic priorities of the office may be worth considering for UNDP Angola.
2 – Alignment of competencies and capacities: In order to realize the CO vision and deliver on the CP in a timely, relevant, effective and efficient
manner, it is critical to ensure that necessary capacity boosts happen in strategic areas and in support of vital functions. This is related to the process of
reviewing the core functions of the office and identify which functions need strengthening. At the same time there is a need to factor in the future
estimated workload and current bottleneck issues and adjust staffing capacities accordingly.
3 – Training: A third pillar of further strengthening staff capacity is training. The exact training needs of the office should be defined as part of the
improvement process and these should in turn be incorporated in the individual learning plans. However, the current corporate drive for
professionalization does offer a number of opportunities which definitely should be taken advantage of. One of these opportunities is the training and
certification of the programme and project management functions mentioned above and already undertaken by the office. Two other recently available
corporate training tools for boosting capacity relate to the areas of procurement and HR:
Procurement certification has been made mandatory for all procurement practitioners, regardless of contract modality, for completion by 30
September 2006 for buyers. The Procurement Certification Course is available through the corporate Learning Management System for all members
of our workforce (including Service Contract holders and UNVs). It is worth noting that this certification initiative is a first step in a larger effort to
professionalize the procurement function. UNDP is participating in an UN-wide programme that aims to partner with procurement institutions in the
regions, which will certify individuals according to common competency standards established by the UN procurement working group.
HR certification: It is recommended that the office makes use of the recently launched HR certification programme which covers four main areas: 1)
strategic HR services; 2) the tools and processes required to effectively manage performance; 3) the management of benefits and services to
clients/staff; and 4) learning. The new certification is mandatory for the senior most HR Focal Point in all COs and recommended for Operations
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Management Consulting Team (MCT)
Managers. In addition, OHR recommends that all UNDP managers take the three courses offered in Organizational Culture and Work/Life Balance;
Communicating and Coaching and Counselling for Improved Performance; and Achieving Year-Round Performance Management and Appraisal.
For more information and registration instructions, log on to the Learning Management System, at http://learning.undp.org, or contact
learning@undp.org.
4 – Building capacity of project staff: As discussed during the business processes mapping and reengineering it is critical to build the capacity of the
project staff to ensure that the projects can take on their parts of the business processes in the spirit of the NEX modality. In order to professionalize this
effort, it is recommended that Standard Operating Procedures (SOPs) and packages of training material for capacity building of existing and new
counterparts are developed in the key areas, such as project management, knowledge management, procurement, HR, finance and administration. This
will ease the efforts of getting projects up to speed with their responsibilities and over time reduce the burden on UNDP staff in a way that will free up
staff to be more involved in advisory work and quality assurance. Also by institutionalizing these approaches new UNDP staff will find it easier to learn
how they can best support projects in a way that will secure national ownership and ultimately, better delivery of results.
Specifically on the issue of knowledge management, it is recommended to consider bringing in project staff to substantive office meetings in order to
cross-fertilize by sharing knowledge and ideas. Project staff has technical expertise and could provide valuable input to results formulation, analysis of
country context, and brainstorming sessions to make sure UNDP gets the policy messages right and identify new project ideas. Think-tanks and
academic institutions could also be part of the CO informal and formal meetings on policy issues. These efforts will ensure that UNDP uses all
knowledge and expertise available in country and the mix of national and international expertise on which UNDP as a global knowledge network relies.
Another way of integrating the CO with the projects will be by granting projects external access to Atlas and thereby allowing them the ability not only to
monitor and manage their projects better but also make it easier for project staff to assure quality. It is recommended that external access is initially
provided to a few projects with good capacity in order to test this modality, and then with time provide access to as many projects as possible in order to
facilitate a larger degree of transactional processing by the projects and in turn ensure that the role of the office becomes one of providing advice and
capacity building.
Finally, it is suggested to make use of the induction materials and training resources when new people join in order to get them up to speed quickly. For
a general introduction one can use of the corporate ondemand resources or for printable material please refer to the Starter Kit.
Mobilizing, recovering and managing resources: Sustaining the resource base and making the most of it
With the strong reliance on non-core revenue and a share of staff costs being funded from XB, it is important that resources are mobilized, costs
recovered and that the financial resources are managed and reported upon in a professional, transparent and accountable way. This includes the
strategic use of XB for staffing and capacity building whilst keeping a rainy day reserve to deal with unforeseen changes in expenses or income. But it
also relates to managing revenue, following up on donor contributions and reporting to donors. It was the impression of the MCT that the office has room
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Management Consulting Team (MCT)
for improvement in this area. As such we would like to make a couple of observations and draw attention to the new corporate donor reporting interface.
At the same time we would like to encourage the office to follow through on its cost recovery efforts.
To this end it is suggested that a financial sustainability analysis is undertaken covering the following:
- Income
- Expenditure
- Breakeven point
- Risk analysis
a) Income: The income evaluation should focus on the application of the Cost Recovery policy.
The mentioned policy considers four different scenarios for recovering or sharing costs:
- General Management Support (GMS)
- Implementation Support Services (ISS)
- Agency cost recovery
- Common and Shared Services (CSA)
The office accumulated an extra budgetary (XB) reserve of US$ 1,014,000 as of January 2006. Given that the XB expenditure in 2005 was US$
528,715, i.e. a monthly expenditure of US$ 44,060, this means that the XB reserve was equal to 23 months of sustainability, which is a fair ratio in
comparison with other offices in the region (see Landscaping Tool for a comparison). However, we must consider the evolution of the XB reserve for
the last year and the capability of the office to maintain or increase the reserve.
During 2005 the country office recovered GMS of an average of 3.8% (dividing XB income with overall programme expenditure plus 2% which is
assumed to have been kept by headquarters in line with the cost recovery policy). As the rate according to the policy should be 5-7% (of which 3-5%
is kept by the office) there is a need to review the GMS rates of all projects including the major and most important ones, and decide whether certain
agreements can be renegotiated, and to decide internally what the standards should be going forward.
On the ISS issue, virtually no ISS was recovered in 2005 but we were informed that this is now being recovered retroactively (note for reference that
about US$ 19,000 was recovered in 2004). The ISS should be charged on a transaction cost basis in accordance with the Universal Price List – UPL
or other specific agreements with counterparts.
Regarding the Agency cost recovery, recovery has been processed but the trend is decreasing with recovery of US$ 3.5 million in 2004 and US$ 2.1
million in 2005 (on which US$ 17,134 was recovered). This downward trend is fine if it is due to less services provided as long as charging is being
done properly. However, it may be worth designating a focal point for recovering non-payment transactions (if not already done) and map the
process for billing to create clarity around this.
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Management Consulting Team (MCT)
Overall, efforts are already being made in the area of cost recovery, but it is important to instill a culture and discipline in the office to ensure that
everyone recovers costs for the services that are provided whether it relates to procurement, HR, logistics, or other. In addition to the billing efforts, it
will be important to cost recovery that new agreements with donors are negotiated in a way that ensures a solid GMS income. In order to get a
sense of how much time the office spends on supporting projects, agencies and other clients which could or should be billed for the services, we
would propose that the office makes a timesheet study over a given period (e.g. a month) of the activities of all programme staff involved in providing
such services. For the operations staff the number of transactions should give a fair indication of the cost recovery potential so it is proposed that the
number of transactions are logged over a given time period as well.
b) Expenditure
The XB reserve increased around 10% between 2004 and 2005. Looking Description 2004 % 2005 % 2006 %
Salary Costs - Regular Staff - 61000
behind these figures, it is notable that there was a significant increase both in Other Personnel Expenses - 71000
GMS income and in expenditures, made possible in large part by the XB Miscellaneous Operating Expenses - 74000
General Operating Expenses - 72000
generated by the Global Fund. Work is ongoing within the office to make an Recur Payroll Costs - Reg Staff - 62000
updated projection of what the impact on the XB reserve will be for 2006 but Non-Payroll Staff Cost- Reg - 63000
Overhead Expenses - 73000
given the lower than projected delivery of the Malaria component of the Global Overtime Costs - 66000
Fund it is likely to fall short of the increase projected at the beginning of the Costs Related to Retired Staff - 65000
year (more than US$ 200,000). Staff Mgnt Costs- Reg Staff - 64000
Total 100 100 100
As part of the expenditure analysis it is proposed to look at the composition of Major Description
FT Staff Costs
expenditures by filling in a table like the one shown on the right (the MCT can Other Personnel Costs
provide this in Excel and other tools for forecasting upon request). This will be GOE
Other
useful both for the immediate analysis of costs but also it will give management Total 100 100 100
a rough indication of what e.g. an increase in staff cost will imply for the overall
costs.
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Management Consulting Team (MCT)
c) Breakeven point
In order to make an analysis of the financial breakeven point some variables should be determined as a baseline. It is suggested that – based on the
expenditure analysis proposed above – that it should be decided what the XB income need to sustain necessary costs will be. As a next step a
number of delivery scenarios would be developed, and based on this it can be calculated what the breakeven Cost Recovery (CR) percentage would
be. Also, it could be calculated what the impact on the XB reserve would be if the CR rate continues to be at its current level of 3.8%. Based on an
assumed necessary XB income of $US 500,000 the following illustrative example has been calculated.
Scenarios
Variables 1 2 3 4 5
Delivery 15,000,000 20,000,000 25,000,000 30,000,000 35,000,000
Necessary XB 500,000 500,000 500,000 500,000 500,000
% 3.3% 2.5% 2.0% 1.7% 1.4%
% CR to collect for breakeven point 5.3% 4.5% 4.0% 3.7% 3.4%
Variables 1 2 3 4 5
XB if CR collected = 3.8% 270,000 360,000 450,000 540,000 630,000
Result (230,000) (140,000) (50,000) 40,000 130,000
For easy reference the Scenario variables are explained below:
- Delivery: Program delivery for the country office in a given year
- Necessary XB: Amount of management expenditure from XB funds
- %: Necessary XB / Delivery
- % cost recovery to collect for breakeven point: It is for the sake of simplicity assumed that everything above 2% of the charged GMS can be kept
by the country office (as most of the portfolio is funded by trust funds and third party cost sharing). Please have a look at the financial resources
website for more details on the cost recovery policy, and the level of GMS charges that can be kept by the country office for different funding
sources.
- XB if cost recovery = 3.8%: Total income received by the cost recovery for a given scenario if the average GMS rate was 3.8%
- Result: Deficit or surplus to XB reserve if the GMS charge is established at 3.8%
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Management Consulting Team (MCT)
d) Risk analysis 18,000
16,000
Finally, it is proposed that it is analyzed which eventualities might
result in different delivery scenarios in order to get a sense of their 14,000
likelihood, in order to analyze the risks, and in order to make 12,000
contingency planning. One obvious risk element in this respect 10,000
highlighted on the graphic to the right is that 70% of the total
8,000
delivery volume for Angola is directly related to the 3 Global Fund
projects. 6,000
4,000
Due to the relative large size of the Global Fund within the overall
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portfolio, it is proposed that special efforts are made, involving the
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li z
O
A
D
C
C
P
establishing a business centre – a discussion which has been
AC De
e
N
TH ON ntra
G
E
D
th
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N
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io
E
O
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e
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AT
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at
e:
EN SO
IN abl
TI
TI
ec
t
as
p p por
AC
N
uc
n
D
G
o
ph
ai
ongoing within the office for some years. Without such an analysis
ed
A
p
IN
st
E
E
C
F
or
R
n
IN
Su
O
io
S
M
M
et
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there is no sound basis on which to discuss this.
G
om
TI
W
EN
EA
C
O
R
R
.T
ST
C
IB
TR
N
O
Finally, it was also noted that 12 out of the 38 development projects
C
A
D
SI
(with a positive budget for 2006) have a budget of less than
$100,000. As these small projects still require the standard project management processes to take place and as such contribute to the transactional
workload of the office, it is suggested that they are reviewed with an eye to decide on their strategic value added.
Resource Mobilization: As mentioned above there is a need to ensure business development and sustainable office financials. It is clear that RM is a
function of all staff in the office, with different levels of responsibility. Necessary for RM but not sufficient in and of itself is a combination of client service
orientation and office efficiency. Basically, the office needs to function at all levels and for all tasks in a manner that establishes the credibility of the CO
among external partners and/or clients. Still at the operational level, effective application of cost-recovery policies has clear potential to generate
resources for the CO XB budget. Second, the programme unit must pro-actively investigate and/or define appropriate opportunities for UNDP
interventions. Opportunites exist when a combination of elements come together: there is a national issue to be addressed that aligns in an identifiable
way with UNDP‟s mandate and the CO has a capacity to respond. Third, a new function of Management Support and Business Development will be to
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Management Consulting Team (MCT)
support the idea formulation and targeting of priority partners and providing advice with regards to donor reporting requirements, quality standards, etc.
The fourth level of responsibility is with both programme and management by way of moving ideas from their initial identification through feasibility
assessment (often informal), matching with potential funding, preparation of draft project proposals and closure, i.e. signature against the specific project
or programme objectives and committing financial resources for that end. The proposed structure intends to strengthen the RM function of the office at
all levels (quality and technical capacity, collaboration among colleagues).
In summary, the Management Support and Business Development Team will perform the following functions and support the positioning of UNDP
Angola through:
Regular analysis of the political, economic and social environment in the country.
Support to the Government, UN agencies and other development partners in the analysis and solution identification of key development
challenges of the country (including policy advice and highly qualified technical assistance).
Knowledge and mapping of other partners‟ programmes and projects in order to ensure that UNDP adds value and positions itself in the context
of joint GoA/development partner(s) efforts.
Continuously evaluate, make proposals for improvement of UNDP Angola business model, positioning and services.
Ensure integrated management of UNDP‟s pipeline in strong collaboration with the Programme Team and the senior management of the office
(a specific tool developed by RBA has been shared with the CO to this end; see the electronic annex).
Ensure targeting of strategic communications with UNDP‟s partners to their specific needs, whilst delivering a consistent image and portrayal of
the organization‟s values and contribution to the development goals of Angola.
Development and implementation of the CO Advocacy Strategy and efforts to promote the MDGs, the national HDR and other flagship products
of UNDP.
Promote and ensure that the CO uses UNDP‟s branding as the UN‟s global development network from the development of templates for project
concept notes, project initiation documents, meeting minutes, letters, etc. to the quality control of reports to GoA/donors on UNDP projects and
programmes.
Facilitate the internal flow of information and the establishment of a client-orientated culture among CO staff through analysis of corporate tools
in the resource mobilization (RM Toolkit, Partners Survey, Donor Database) and communications.
Donor reporting: As third party cost sharing and trust fund resources corporate have increased dramatically, the management of these resources has
become a complex undertaking requiring considerable care and attention. In order to facilitate the management of these non-core funds, the Bureau of
Management and the Bureau for Strategic Partnership recently announced the following three tools: (1) Donors‟ tracking web-site; (2) Non-core revenue
management – Better Practice guide; and (3) Euro donor reporting.
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Management Consulting Team (MCT)
1) The Donors‟ Tracking Web-Site will enable donors to access financial and narrative progress reports extracted from Atlas. This information will be
available directly on-line, improving transparency and our ability to serve as stewards of funds contributed to UNDP by the donor community. All donors
(OECD/DAC, programme countries, multi-lateral, private, etc.) will be able to see financial and narrative reports at country, fund and project level for
programmes and initiatives towards which they have contributed as well as aggregate data regarding other donors.
For now, the donors‟ tracking web-site has been released only internally in order to allow the Country Offices time to familiarize themselves with the tool
and, very importantly, to upload all agreements and progress reports and make the necessary adjustments to the financial data processed in Atlas. It is
important that the office reviews this website and, when applicable, takes necessary action to update Atlas so that it correctly reflects the actual
situation.
2) The Non-Core Revenue Management – Better Practice Guide supports the management of non-core contribution agreements. The guide provides
links to relevant policies, documents and tools and aims at (1) streamlining and standardizing the management and administration of non-core funding;
and (2) facilitating compliance with corporate standards, contribution agreements and related reporting obligations.
3) Euro Donor Reporting An automated Euro donor report has been designed to reduce the extensive manual effort currently involved in preparing Euro
reports, to ensure timely reporting to EC and to effectively manage our financial exposure and risks related to Euro currency fluctuations.
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Management Consulting Team (MCT)
8. ACTION PLAN
Area of action Action Description (or Comment)
Getting Ready Ensure regular progress meetings
Coach the CFT members at the beginning and throughout the change management process
Review the TORs of the Change Facilitation Team
Finalize the project workplan
Finalize the project budget
Establish the project‟s governance structure (reporting relations with SMT)
Share and consult workplan with the CO
Visioning Finalize vision statement for the CO
Implement analysis and positioning steps defined in the Resource Mobilization Toolkit (in particular
Assessing and Positioning stages)
Identify the priority clients
Finalize the value propositions for each priority client
Define UNDP‟s services and their position based on the demand and CO capacity
Determine services for which UNDP needs to acquire capacities or develop strategy to increase the
demand
Prepare and implement Resource Mobilization and Partnership Strategy
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Management Consulting Team (MCT)
Improving Internal
processes Conduct and document Business Process (BP) re-engineering
Clarify roles, responsibilities and accountability within the various BPs in accordance with ICF.
Determine the first and second authorities for each of the development and management projects in
the CO portfolio.
Decide and implement process simplifications. Begin with the two processes – purchase with a PO
and Direct Payment, which were simplified during the MCT mission.
Avoid unnecessary post-facto controls (e.g. signature of PO by DCD(O) after approval of PO)
Pursue the preparation of Standard Operating Procedures which translate the ICF and encompass
the BPs - see DRC example
Continue efforts on e-documentation
Communicate and operationalize the improved processes
Leverage Atlas
Review Atlas roles (LM 1, LM 2, buyers, etc.)
Programme and Project staff to exercise “budget ownership” (prepare requisitions, do approvals,
budget/expenditure oversight)
Continue efforts to delegate authorities – Programme staff who already have been given LM1 and
LM2 approval authorities should exercise them
Widen access to Atlas for CO staff and project staff (DEX - Atlas roles & NEX through External
Access)
Establish requisitions in the system according to the ICF and to improve procurement planning
Projects to enter receipt of goods in the system instead of the current system where it is done by the
CO Procurement Team
Programme Team
Continue efforts to strengthen results chain and RBM in programme and project management
Correct Expenditure per Practice Area in Atlas (contact ps.support@undp.org)
Implement programme portfolio conversion as per the new Results Management Guide: the
conversion should be informed and take into consideration the CO vision and positioning analysis
Further strengthen strategic, systemic reporting capacity
Strengthen knowledge sharing and codification, incl. involvement of project staff
Do substantive project monitoring and management in Atlas – use the new Project Management
Module and related reports (Quarterly Progress Report, etc.)
Greater interaction between Programme & Operations Teams in the planning (procurement,
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Management Consulting Team (MCT)
contracting, HR) and management of resources (financial analysis, setting of cost-sharing rates, ISS
recovery in development projects)
External
Work on E-banking arrangements
Establish local Long-Term Agreements
Establish criteria for process performance (Service Level Agreements - see example from Moldova)
Measure performance on processes (once the criteria have been agreed)
Implement E-procurement
Implement Harmonized Approach to Cash Transfers with the UN ExCom Agencies, the Government
and the other development partners)
Explore opportunities for strengthened quality common services with the UN agencies as part of the
UN reform agenda
Global Fund Harness potential human resource and capacity synergies
Project Map business processes
Opportunities Transfer knowledge and systems from Global Fund projects to UNDP practice
Aligning Management decision on new office structure
Structures Communicate and share new office structure
Optimizing Financial Resources
Resources Analyze how best to utilize XB resources
Undertake in-depth analysis of available resources and progress on delivery
Make and implement action plan for strengthened Cost Recovery (ISS and GMS)
Use resource management analysis for resource mobilization efforts
Human Resources
Review functional requirements
Align job descriptions
Analyze projected workloads and back-up needs
Decide on staffing implications
Review post classifications
Conversation with staff on JDs and new practices
Develop Learning Plan
Making it Happen Establish and implement new Organigram of the CO
Establish criteria and measure impact of change process (take stock of progress through SWOT
analysis, review of the self-assessment tool by the Management Team, analysis of the next GSS and
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Management Consulting Team (MCT)
Partners Survey results, etc.)
Strengthen the use of RCA – perform mid-term review and provide necessary training to middle
managers on managing of staff and providing feedback on performance
Capitalize on willingness to change and build effective teams (e.g. use opportunities to organize
social events around key stages of the change process to mark progress)
Based on the Learning Plan, implement the various options for capacity building (focus on UNDP
certifications in PR2/RMG, HR, Fin, Proc)
Communications Review Sample Communications Plan
Develop Communications Plan
Communicate on project's progress with all staff – develop appropriate tools (bulletin, change
progress board, etc.)
Develop External Communication Strategy and Plan linked to Resource Mobilization and
Partnerships Strategy
Adapt UNDP corporate branding and develop templates, formats, etc. for UNDP Angola. Use models
available on the Communications Office website.
Develop tools and build capacity for Increased Client Service Orientation
Integrate teambuilding events in the change process
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Management Consulting Team (MCT)
9. DRAFT WORK PLAN & BUDGET
A draft workplan as well as a budget for the change process have been included in the electronic annex to this report for adjustment by the office.
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Management Consulting Team (MCT)
Annex I List of electronic annex documents and deliverables
Document or Deliverable File name
Presentations:
Agenda Angola_agenda_01F.ppt
Introduction Angola_1.1_Introduction_01F.ppt
Horizon scan Angola_1.2_Horizon_Scan_01F.ppt
Capacity self-assessment Angola_1.3_Capacity_Assessment_01F.ppt
Positioning Angola_2.1_Service_Portfolio_01F.ppt
-Vision drafts
-List of clients
-Maps of service demand and CO capacity on services
Business Process Re-engineering Angola_3.1_BPRE_Exercise_01F.ppt
Reports for project management, pipeline management Angola_3.2_CO_Session_Project_Management_01F.ppt
Improvement Plan (incl. proposed structure) Angola_4.1_Improvement Plan_01F.ppt
SWOT analysis SWOT_UNDP_Angola_31-10-06
Business process mapping Angola_process_maps_01D.vsd
Comparative process performance Comparative_timestudy_data_01F.ppt
Example of country office process manual (DRC) DRC_PNUD_Guide_sur_le_Processus_de_Travail.doc
Improvement work plan Angola_Improvement_Workplan_01F.mpp
Proposed budget ANG_Improvement_Project_Budget_01D.xls
Example SLA Service_Level_Agreement_Moldova_example.doc
Draft Communication Plan Sample_TMC_Communications_Plan_01D.doc
Reporting guidelines Management and Monitoring tools_v7.doc
Pipeline Management Format Angola_Pipeline_Mgmt_System_01D.xls
Tips on how to facilitate meetings, SWOT exercises Facilitation Tips_01S.doc
Tips on how to facilitate prioritization exercise on services Prioritization_Facilitation_Tips_01S.doc
Draft budget for revision ANG_Improvement_Project_Budget_01D.xls
Instructions on external access External Access Instructions.doc
Document on ICF Internal Control framework for UNDP offices1.doc
Draft Generic Job Descriptions 2006 Draft Generic Job Descriptions 2006 (zip folder)
Trial version: Microsoft Project Microsoft_project_standard_2003_trial.exe
Trial version: Microsoft Visio VisioEval.exe
Terms of reference for CFT TOR_Change_Facilitation_Team_01D.doc
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Management Consulting Team (MCT)
ANNEX 2 Sample of DRC work process manual
The following is an extract from the office manual produced by the UNDP DRC office. For each of the key business processes the office has mapped the
reengineered process, and also made a table that shows who is responsible for each task, what the supporting documents are and also what the
expected turnaround time would be.
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Management Consulting Team (MCT)
Achat d’un bien / service (2,500 - 30,000 USD) pour un projet DEX (> 10 millions) avec délégation
Etape Temps Tache Responsable Détails / Documents requises
1 jours 1. Définition une activité ou un besoin CTP Prodoc, Plan d‟achats, Plan de travail/Requête interne
Préparation 5 jours 2. Préparation les spécifications techniques OM / Spécialiste Formulaire de Spécifications techniques
3. Préparation de la demande d‟achat de biens ou de
1 jours AF projet Demande (Mémo) d‟achat de biens ou de services
services
1 jours 4. Saisi de la réquisition en ATLAS AF projet Numéro de la réquisition
5. Vérification de la disponibilité des fonds AP Project Budget Balance
1 jours
Approbation 6. Vérification de la cohérence programmatique CP Prodoc
7. Approbation RRA/P Dossier complet (demande, spécifications)
1 jours
8. Information du RRA/O, ARR/O CP Dossier complet
1 jours 9. Enregistrement de la demande Réception CdS Dossier complet
Identification 1 jours 10. Réception et Vérification de la documentation Manager CdS Dossier complet
du 2 jours 11. Préparation du cahier de charge / appel d‟offre CA XXX
fournisseur 2 semaines 12. Lancement de l„appel d‟offre SA XXX
13. Comité d‟Evaluation des candidatures CA Formulaires d‟achat, requête visé
14. Elaboration du rapport d‟évaluation et
4 jours CA Rapport d‟évaluation
recommandation
15. Approbation de la recommandation CTP Rapport d‟évaluation
16. Achat d‟un service ?
Engagement 17. Etablissement du contrat de service CA Contrat de service
2 jours 18. Vérification juridique du contrat CJ Dossier complet, contrat de service
19. Approbation du Contrat CTP Dossier complet, contrat
1 jours 20. Saisi du PO en ATLAS CA
1 jours 21. Approuve le PO en ATLAS CTP
1 jours 22. Signature du PO / du contrat CTP Dossier complet
??? 23. Réception des biens SM, CdS Bordereau de réception
Réception 1 jours 24. Contrôle de qualité / quantité SA/Spécialiste PO, spécifications, rapport de contrôle
1 jours 25. Introduction dans l‟inventaire en ATLAS CA
1 jours 26. Réception finale et vérification CTP Bordereau de réception
Paiement 27. Initiation du paiement AF projet Facture, mémo, requisition
(40 jours
END
+ ?)
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Management Consulting Team (MCT)
Angola
Non-existent / Early stages of Good Advanced
ANNEX 3 SELF-ASSESSMENT OF CAPACITIES undeveloped development management practice
practice
1 2 3 4
In an effort to determine the areas of focus and refine the
Strategic Leadership commitment
positioning of the country office, a capacity self- leadership
assessment against 22 basic criteria was developed and Planning
discussed with the management team. The purpose of this
exercise was to assess the capabilities of the country office Functional structure
with respect to its practices, and to identify priority areas Resource management
for improvement. This self-evaluation looked at the
following elements: strategic leadership, values and ethics, Management of partnerships
staff, risk management, accountability and transparency, Client relationship management
integrated performance information, and project
management. The capability descriptions (see following Non-existent / Early stages of Good Advanced
undeveloped development management practice
pages) are based on generally recognized corporate best practice
practices which have been adjusted to the UNDP context. 1 2 3 4
The table on the right summarizes the results and indicates Values and ethics Values and ethics framework
the “as is” (blue) and “to be” (green) capability level for
each of the 22 criteria of the capacity assessment. The “as Staff Management practices
competencies
is” level represents the assessment of UNDP Angola‟s Staff satisfaction
current capabilities for each criterion. The “to be” level
represents the capability level that management believes Enabling work environment
realistically could be achieved within one year. Risk Integrated risk management
management
The overall finding is that the management team believes Integrated management control
framework
that there is considerable room for improvement, and that it
Accountability Clarity of responsibilities and
is committed to make this happen. Commitments to and transparency organization
achieving substantial positive changes in the upcoming External reporting and information
year include the following areas:
Integrated Integrated performance reporting
1) functional structure; performance
information
2) client relationship management; Measuring client satisfaction
3) integrated management control framework;
Financial information
4) external reporting and information;
5) measuring client satisfaction; Project Business process improvement
6) business process improvement; and management
7) external audit. Management tools and techniques
Knowledge management
NEX capacity development and
ownership
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As is:
External audit
To be:
Management Consulting Team (MCT)
Angola
The detailed definitions of performance levels related to each of the 22 criteria, as well as observations and recommendations
related to each are presented in detail in the following pages.
Leadership commitment (rating as is: 0.9 - to be: 2.4)
Findings Recommendations
Management has launched a participative process of rethinking the overall The time is opportune to redefine the
country office strategy. country office direction and strategy, and
There is a sense of commitment and interest on the part of the senior communicate it to staff given that a full
management to implement modern management practices. management team is now in place.
The need for better performance reporting (e.g. Atlas) is emphasized by Build on the sense of commitment and
managers. interest, by continuing to implement modern
Middle managers are committed and proactive in remaining up to date on management practice improvements in areas
modern management practices and have recently improved their ability to work such as performance measurement, and
together as a team. strategic planning.
Provide more training in areas pertaining to
managerial competency, especially with
respect to staff management.
Information and management infrastructure
should be strengthened to support resource
allocation and decision-making.
“as is”
Topic 1 2 3 “to be” 4
Leadership commitment Senior management has only limited Senior management has a broad Senior management has highly A modern management practices
knowledge of the modern management understanding of the concept of modern committed and supportive of modern culture permeates the country office
Awareness and commitment of practices focus. management practices, and recognizes management practices mindset, and and its decision-making process. Senior
RR, and DRR –Senior the need for change. Initial steps were commit resources to implementing management has created a climate
management– to establishing taken to report performance on an modern management best practices. wherein creativity and responsible risk
and implementing a modern integrated basis, including financial and Senior management has established taking are encouraged, barriers are
management practices non-financial, and \short and longer- mechanisms to report performance on broken down between functions, and
environment term plan to improve modern an integrated and consolidated basis. business decisions are challenged.
management practices. Performance Country office is able to report on extent Risks are discussed openly and service
information, accountability and to which standard for modern delivery mechanisms are reviewed
management are high on senior management practices has been met. continuously. Country office reports with
management’s agenda. confidence on performance results
achieved.
ye
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Management Consulting Team (MCT)
Angola
Planning (rating as is: 1 - to be: 2)
Findings Recommendations
Need to further stress the link Unit work plans with clear and measurable deliverables should be drafted and
between the country strategic direction aligned to the country office strategy.
and priorities and work planning at the All units should prepare and/or revise their respective work plans, and incorporate
program and operational level. measurable results indicators which will be reviewed regularly by senior management
Program is currently analyzing the to track progress.
project portfolio to convert projects to the
new Results Management Guide
principles.
Topic 1 2 “as is” 3 “to be” 4
Planning Business plans are developed Strategic and business plans are Desired results, strategic priorities and Strategic and business plans highlight
independently of the country office prepared independently. Business resources are clearly stated in country office issues, major risks, and the
Strategic, business and strategic plan. Little or no effort is plans are primarily focused on meeting business plans. Strong linkages exist resource implications. Assumptions are
operational planning, and the made to reconcile the two. Business senior management reporting between strategic objectives and periodically challenged to ensure continued
linkages between them and to planning is done on an inconsistent requirements. HR, information priorities, business plans, and relevance. Plans reflect needs of clients/
resource allocation basis across the country office. No management, and other horizontal operational plans and budgets. stakeholders who are consulted as part of
effort is made to link/reconcile unit issues are addressed on a project-by- Business plans are comprehensive the process. Business plan resources/
plans. Business plans, once prepared, project basis, and are only partially and reflect resources from all performance targets reflect strategic
are seldom used in support of program reflected in business plans. Some functional areas. Resources are priorities. Results achieved are monitored
delivery. effort is made to ensure consistency adjusted annually to reflect priorities. on a trend basis against strategic priorities.
between business plans and strategic Results achieved in business plans Plans/ resources are adjusted to reflect
plan or to reconcile units’ business are monitored against strategic performance results.
plans. priorities.
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Management Consulting Team (MCT)
Angola
Functional structure (rating as is: 1.3 - to be: 3.4)
Findings Recommendations
As part of the improvement efforts started the country There is a need to continue the work to finalize the CO vision,
office is now reviewing the functional structure to develop clarify strategic priorities, and to align the functional structure to
further synergies where possible. support this.
The further realignment of the functional structure should be
motivated by a deliberate effort to focus everyone on having impact
by strategically responding to the needs of clients and partners.
Topic 1 2 3 “to be” 4
Functional structure No clear functions within the country“as is”
Managers of functional units and staff Managers of functional units and staff The entire country team is playing a
office. Role of functional units is seen assist senior management in assessing are members of the executive team leadership role in integrating processes
Extent to which functional units primarily as transaction or process the management implications of major advising the senior management, and and systems to ensure the country
authorities and supporting oriented (e.g., payment processing). decisions (e.g., financial, HR). are often called upon to provide office is making sound business
organizations are used for Advice is focused mainly on the Managers of functional units are often strategic advice and support in new decisions, maintaining controls,
objective commentary and process. called upon to provide strategic advice, program initiatives. Scope includes not managing long term risks, and
independent advice while supporting country office is only functional matters, but also achieving high standards of
primarily transaction or process effectiveness/ efficiency of operational performance. Role of functional units is
oriented. and development services delivery and well understood and highly valued.
management controls and practices
required.
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Management Consulting Team (MCT)
Angola
Resource management (rating as is: 1.2 - to be: 2.4)
Findings Recommendations
Efforts are ongoing to create a stronger basis for Continue to improve the basic systems supporting planning and
income and expenditure projections (scenario based). resource allocation, in particular, the consolidation of intelligence and
The above includes efforts to strengthen XB risk information at the country office level, costing systems,
projections (pipeline management, cost forecasting, etc). performance measurement systems and internal financial reporting.
It is acknowledged that CR efforts have to be The cost recovery policy and its application should be reviewed
strengthened (e.g. ISS is now being charged and implemented accordingly (e.g. increase GMS rate charged).
retroactively for 2005). Financial projections of income and expenditure should be
developed and analyzed based on scenarios in order to consider
possibilities for – and risks associated with – strategic investments in
increased capacity.
“as is” “to be”
Topic 1 2 3 4
Resource management No systematic/formal approach or Resource levels are reviewed periodically, Resource planning models are used to Mechanisms are in place at the organization
process to resource allocation, adjusted for new activities/priorities, and are estimate resource requirements. level to help make choices between competing
Mechanisms for ranking budgeting or forecasting. managed independently by each unit. There Mechanisms are in place to facilitate priorities and to reflect changes in business
program options, Resource levels are adjusted on is a clear formal process for budgeting. resource re-allocations between plan objectives/ assumptions. Managers at all
identifying funding an incremental basis from year to Budgets and forecasts are prepared by branches/ regions. Budgets are levels are involved in resource allocation/ re-
requirements and year. Limited consultation or finance based on a broad understanding of prepared by operational/finance staff allocation decisions. Budget re-allocations
allocating resources, and involvement of operational staff in longer term plans and base assumptions with advice and input from decisions are fully transparent. The resource
budgeting and forecasting budgeting and forecasting. provided by operational staff. Forecasts are management, and are clearly linked to allocation culture supports openness and
Financial information and not reviewed for realism of assumptions. strategic/ business plans. Forecasts flexibility. Budgets link resources to activity
analysis is not integrated into the Actual results rarely correspond to forecasts. are reviewed for realism of and programs. The processes for budgeting
evaluation of program options There is limited commentary prepared for the assumptions, and re-forecasts made and forecasting are streamlined. Managers are
and priorities. financial assumptions. regularly. held accountable for budget variances, and
are rewarded/ penalized accordingly.
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Management Consulting Team (MCT)
Angola
Management of partnerships (rating as is: 0.6 - to be: 2.0)
Findings Recommendations
Management of partnerships is done in an ad hoc Improve information collection and dissemination across the
manner. country office and with partners.
The Partnership Survey is reflecting past failures to Develop a culture of partnerships and resource mobilization
deliver on a number of initiatives, and it is acknowledged Promote training on negotiation, marketing/“sales” of development
that serious efforts have to be made to gain the trust of and advisory services.
partners. Strengthen the use of regular meetings with partner and
counterparts to foster greater cooperation and communication.
“as is” “to be”
Topic 1 2 3 4
Management of partnerships Roles and responsibilities as they The country office proactively reviews Managers regularly consider options The country office has a long-term plan and
pertain to identifying and its project activities and services to in terms of development and advisory has committed resources at the corporate level
Partnerships are used implementing partnerships and assess where partnerships are service delivery methods including to support new development and advisory
extensively by the country donors are generally not well appropriate. Managers see partnership opportunities. Training service delivery methods including
office in support of understood. No formal mechanisms partnerships as one way of mobilizing programs are in place for managers partnerships. Major partnership risks are
development and advisory exist for the country office to manage resources but have only a broad and program staff. Toolkits exist to identified in strategic and business plans, and
service delivery by leveraging its relationship with partners. understanding of their benefits and guide managers at each stage of the the assessment of partnerships is an integral
the capabilities of external Information on the success of risks. A clear decision-making process. Systems are in place to part of business planning and on-going
stakeholders, partners, and partnership arrangements is process is in place for authorizing monitor the performance of external decision-making. Partnership opportunities are
other government institutions unreliable. major partnerships. A formal partners. Risk management policies identified on a cross-functional basis.
consultation process exists for are in place for major partnerships. Processes are in place at the project level to
stakeholders to provide input at allocate risks to the parties. Partnership risks
critical stages of a project. are monitored on an on-going basis. Tools and
techniques are well-developed and used
consistently across the country office.
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Management Consulting Team (MCT)
Angola
Client relationship management (rating as is: 1.0 - to be: 3.2)
Findings Recommendations
The Partnership Survey is reflecting past failures As clients and partners are an important source of ideas for new
to deliver on a number of initiatives, and it is development products and services, the country office should further
acknowledged that serious efforts have to be made to strengthen mechanisms to learn from them, to anticipate and respond to
gain the trust of partners. their changing demands.
Develop more systematic mechanisms to share feedback obtained from
clients during consultations and to improve development and advisory
services provided by the country office.
Leverage the donor reporting site to share dynamic information on
programs with clients and partners using the web as a channel.
Place great emphasis on continually improving the quality of the
advisory and development services provided.
Develop a clear strategy and plan for client relationship management as
part of the efforts to implement the RM toolkit.
“to be”
Topic 1 “as is” 2 3 4
Client relationship There is no formal client management A client management function (e.g., The country office liaises with key client The country office develops close client
management role in the country office. Relations with client managers, client relationship organizations to address existing and relationships directed toward fully
clients/ stakeholders are primarily at the teams) has been established where new service requirements, promote new understanding clients’ needs. The client
Commitment to consciously individual level. The country office has warranted by the scale and complexity services, and to share information on management function sets objectives
strengthening relationships with limited systems and infrastructure to of a client’s interactions with the country clients’ future plans and priorities. Client for the country office with key clients,
clients, and to integrating and support the operations of the client office. Personnel from key operational, service plans have been developed for and monitors existing service delivery
coordinating how client management function. program and supporting policy and key clients. A client management performance and client satisfaction.
services are developed and functional groups work together to serve function marshals and coordinates Client organizations participate directly
delivered. key clients. Basic information exists on resources from across the country office in planning sessions. Products and
key clients and stakeholders. Clients to ensure service delivery commitments pricing are well understood by clients.
are aware of who to contact in the case are satisfied and service delivery The supporting infrastructure is in
of issues or new service requirements. problems are resolved. place—systems that track client
intelligence, record client activity,
service levels. The performance of the
country office is tracked for each key
client account.
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Management Consulting Team (MCT)
Angola
Values and ethics framework (rating as is: 0.5 - to be: 1.9)
Findings Recommendations
The country office has set up a Well-Being As part of the visioning and positioning exercise, consider developing a
Group which has allowed all staff to contribute with set of published core values based on broad staff consultation process
ideas and recommendations to further improve the which could make up the “charter” that binds the country office together (the
office atmosphere and work values. MCT can provide examples for inspiration).
Take action on quick win suggestions made by Staff Well-Being Group.
Topic 1 “as is” 2 “to be” 3 4
Values and ethics framework No clearly enunciated ethics and values Values and ethics are recognized as an The country office has put a structure in Ethics and values principles/ guidelines
policy. Policy statements are issued on issue. The country office has engaged place and resourced it to promote are well understood by all staff, and are
Values and ethics policies and an ad hoc basis. Limited attention has staff in a dialogue on ethics and values. values and ethics (e.g., shared reflected in country office documents
activities (e.g., codes of been given to values and ethics. There Leadership has been demonstrated in statement). Written policies have been and communications. Senior managers
conduct) that visibly support is an absence of dialogue on the championing values and ethics. The communicated across the country demonstrate a consistent ethical
and prioritize ―modern subject. The country office follows country office may have a values and office, and are generally understood. leadership. There is consistent
management practices‖ minimum guidelines such as a code of ethics statement. Values and ethics are incorporated in application of processes on values and
conduct. country office training programs. The ethics. Demonstrated ethical behaviors
country office is developing a better are assessed in performance
understanding of how to deal with evaluation. An atmosphere of mutual
ethical dilemmas. trust exists at all levels. There is
ongoing monitoring, assessment and
evaluation of trends in values and
ethics.
42 / 58
Management Consulting Team (MCT)
Angola
Modern management practices competencies (rating as is: 1 - to be: 1.9)
Findings Recommendations
Training is available via LRC to improve competencies in a number of Strengthen the learning efforts in the office,
areas. However time constraints and workload sometimes impinge on starting with making use of corporate certificate
staff participation. trainings available.
Consider establishing a formal training tracking
mechanism to enable staff to demonstrate individual
achievement of competency goals (link this to RCA).
Perform country office-wide competency gap
analysis to facilitate development of a training
strategy and succession plan.
Link the use of competencies to performance
appraisal, succession planning and staffing.
“as is” “to be”
Topic 1 2 3 4
Modern management Little or no information exists on Modern management practices Managers’ skills gaps in modern Managers are applying modern
practices competencies competency requirements for modern competencies have been defined. management practices are being management practices in their day-to-
management practices for either staff or Additional knowledge requirements for addressed. Learning plans have been day operations. Training and funding in
Extent to which modern managers. modern management practices have developed. Training requirements on modern management practices have
management practices been identified. Skills gaps have been modern management practices are high priority. Functional specialists and
competencies are defined and established. There has been limited being sourced. There is ―cross- managers have been trained. Modern
staff have access to training focus on improving modern fertilization‖ between functional management practices are an integral
management practices competencies specialists and line managers. element of the country office training
(e.g., training, sharing of best Mechanisms are in place to share best program.
practices). practices.
43 / 58
Management Consulting Team (MCT)
Angola
Staff satisfaction (rating as is: 1 - to be: 2)
Findings Recommendations
The GSS 2005 pointed to serious short-comings in staff satisfaction across Monitor and evaluate staff satisfaction by
nearly all surveyed dimensions. However, management is determined to address piloting surveys in specific areas of the
this. country office (see main report for survey
Aside from the GSS there are no mechanisms in place to monitor staff tools).
morale and staff relations at the country office level aside from retreats and Explore the use of other consultative
meetings. processes to determine staff satisfaction
(focus groups, staff meetings).
The country office senior management
should put emphasis on developing staff,
making them feel valued and encouraging
them to contribute to the business, providing
them with a degree of autonomy and
accountability for achieving development
results.
“as is” “to be”
Topic 1 2 3 4
Staff satisfaction Information on staff satisfaction is Different arrangements for surveying Formal mechanisms are in place to Staff satisfaction is a key consideration
collected on an informal and ad hoc staff satisfaction exist across the survey staff satisfaction on a regular in strategic and business planning, and
Mechanisms in place to basis. organization. Limited monitoring and basis, and results are tracked over time. in the performance evaluation of
monitor staff morale and staff analysis of results on a trend basis. Results are communicated across the managers. Staff satisfaction issues are
relations organization. Improvement teams are addressed on an ongoing basis. Results
created to develop plans to address of staff satisfaction surveys have been
high priority issues. improving.
44 / 58
Management Consulting Team (MCT)
Angola
Enabling work environment (rating as is: 1.7 - to be: 2.8)
Findings Recommendations
The office building is not supportive of team work due to the Develop an internal communications plan in order to better
many floors (9). Efforts are ongoing to upgrade the building with manage the change process the country office will have to
a lift and other improvements. Also, it is envisaged that there deal with in coming months and years. This plan should be
might be possibilities to move to another building within the near developed in the context of an „overarching‟ change
future. management strategy.
A Staff Well-Being Committee has been established and it Move ahead with key proposals from Staff Well-Being
has come up with a number of suggestions for improving the Committee
work environment.
Management has an open door policy which has recently
improved communication between staff and management.
There is no current internal communications plan.
“as is” “to be”
Topic 1 2 3 4
Enabling work environment The prevailing culture reinforces Though there is management control, Staff are acknowledged as a key asset The importance of employees is
compliance behavior where staff are staff are encouraged to increase and programs are implemented to allow emphasized through the supportive role
Practices for communication, expected to follow orders and defined productivity and look for efficiencies. growth on the job. Staff are given of management. Open and rapid
wellness, safety and support procedures. Communication tends to be Staff provide input and are allowed to opportunities to provide input, to modify communication and information flow are
that enable staff to provide downward, with management make suggestions when changes occur. procedures and to make decisions apparent. Staff have access to process
client-focused delivery while controlling and limiting information to Information is available for monitoring regarding their immediate work. Staff and client service data so they can
reaching their full potential staff. Changes are decided by purposes and shared amongst functions are consulted before major decisions make decisions independently for
management and communicated as where interrelationships exist. are made, and are often enrolled in continuous improvement.
necessary to staff. Staff have little input Newsletters and bulletins are used to cross-functional taskforces to Communication with clients and
into decisions. Cross-functional keep staff informed of changes and recommend solutions. Information flows stakeholders is open and constant, with
communication is limited. Staff have initiatives. Work/life balance is freely within functional areas, and is information and decisions being shared
little influence over their work or work emphasized. shared between functional areas. in partnership arrangements. Staff are
environment. involved in all decisions regarding their
work environment.
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Management Consulting Team (MCT)
Angola
Integrated risk management (rating as is: 1.0 - to be: 2.0)
Findings Recommendations
The country office does not have an integrated and systematic approach to risk Prioritize more formally the risks and
assessments. country office-wide priorities at the senior
management meetings and communicate
these to staff. Prioritize the risk
assessments that need to be done.
Continue to improve risk analysis
processes.
Use risk logs for project management
as proposed in the Results Management
Guide.
Implement mechanisms to improve
staff training and information sharing on
risk analysis.
Topic 1 2 “to be” 3 4
Integrated risk management No formal risk management measures Risk management policies and An integrated risk management Integrated risk management is
are in place. Concept of risk guidelines are in place for specific framework is in place. Management embedded in the country office’s
Measures are in place to management is not well understood. operational areas. Risk assessment is direction on risk management and corporate strategy and shapes the
identify, assess, understand, done extensively at the operational organizational risk tolerance is country office’s risk culture. Continuous
act on, and communicate risk level. Risk management is applied communicated and senior managers risk management learning is
issues in a corporate and primarily to major initiatives involving champion risk management. Major risks encouraged. The results of risk
systematic fashion significant resources. No policy or are identified and plans developed to management are integrated in
guidelines exist at the country office- manage risks. Risk management is organizational policies, plans and
wide level. Country office-wide issues integrated into decision-making. projects. Learning from experience is
are dealt with on a ―one-off‖ basis as Managers apply risk management valued, and lessons are shared.
they arise. Potential liabilities have been concepts, techniques and tools. Various tools and methods are used for
identified and strategies have been Consultation with stakeholders is managing risk (e.g., risk maps,
developed and implemented to manage ongoing. Evaluation and reporting modeling tools). The country office
them. The organization is beginning to mechanisms are being developed to reviews its risk tolerance over time.
use a common risk management report on risk performance. Sharing best practices and experiences
language. is used to increase managers’
knowledge base.
46 / 58
Management Consulting Team (MCT)
Angola
Integrated management control framework (rating as is: 0.5 - to be: 2.5)
Findings Recommendations
Mapping of business processes revealed that staff did not share a common Map and reengineer processes – to be
understanding of what the current work processes and control points were subsequently communicated to and
Control was found to be centralized to a large degree with the DCD (O) causing implemented by all staff.
bottlenecks with regards to workflow. As part of this process ensure that
Bi-monthly reviews take place of key reports and bank reconciliation is reported approval is taking place by the budget
to take place on a weekly basis. owners to the extent possible.
Establish reporting systems and
monthly review routines to ensure internal
controls.
Agree on a few reports that the
management should review on a regular
basis (e.g. Resource Planning Framework
report, financial summary from Snapshot,
financial details by Programme Officer
from Snapshot, Office at a glance, XB
Status Report).
Topic 1 “as is” 2 3 “to be” 4
Integrated management Transaction controls are largely paper Systems are in place to control Effective systems in place and Control framework is in place and fully
control framework based. Multiple approval levels in place. overspending, manage accounts integrated or interfaced where integrated. Controls are built into, not
Appropriateness of Account verification is done on a 100% receivable and assets. Limited systems necessary. Taking materiality, onto processes. Controls are working
management controls in place, basis without regard to materiality or integration, and controls redundancies sensitivity and risk into account, there is as intended, and are integrated
and linkages between controls risk. Revenue controls are weak. Fixed exist in operating systems. Limited use an adequate system of internal control functionally to avoid unnecessary
through an integrated control asset records are incomplete, of statistical sampling based on risk. over assets, liabilities, revenues, duplication. Controls are regularly
framework verification is not done regularly. Approval levels and authorities are expenditures, contracts and contribution reviewed as to risk (potential benefit or
Delegation records are not regularly documented and reviewed periodically. agreements. All legislation, regulations amount of exposure to loss). Processes
maintained. Controls are perceived to The authority structure is seen as a and executive orders are complied with, are in place to ensure that corrective
be impeding decision making and control instrument rather than a and spending limits are observed. action is taken. Alternative controls are
managers’ ability to fulfill their strategic tool. Authorities are applied Comprehensive authority structure developed, where appropriate. Strong
accountabilities. Policies and inconsistently across the country office. exists for most functions of the fit exists between the authority structure
procedures are not up-to-date. organization, and is updated and the corporate values and culture of
periodically. Delegations of authorities the organization. Authorities support
are consistent with operating responsive service delivery to clients.
responsibilities.
47 / 58
Management Consulting Team (MCT)
Angola
Clarity of responsibilities and organization (rating as is: 2 - to be: 3)
Findings Recommendations
Both the GSS and business process mapping reflected that there were issues with Improve interfaces between
respect to the clarity of roles and responsibilities. Program and Operation.
Reviewing the transactions of the office it appears that transactions below US$5,000 Continue the participative
represent more than 85% of all vouchers created in 2006. This transactional work should to business process mapping exercise,
the extent possible – both for the DEX and NEX projects – be entered into Atlas by the including processes related to Global
projects rather than by the country office. Fund.
Further enable projects to enter
transaction data into Atlas by
providing access and training.
Topic 1 2 “as is”
3 “to be”4
Clarity of responsibilities and Management and technical roles and Some confusion exists as to Authority, responsibility, and Responsibility within the country office
organization responsibilities are generally not well responsibilities of management and accountability are clearly defined and for dealing with new and emerging
understood in the country office. specialists. Some overlap in roles and aligned with the country office’s financial and non-financial issues is
Clarity of assignment of Confusion exists in accountabilities for responsibilities among managers and/or objectives. Accountabilities are clearly clear. There is a clear understanding of
responsibilities and achieving and reporting results. technical staff. defined at each management and responsibilities that provides the
accountabilities throughout the technical level, and are well understood framework for modern management
country office throughout the country office. Little or practices such as resource
no overlap in responsibilities. management and performance
Accountability issues are resolved reporting.
quickly. Accountabilities for controlling
resources and reporting and achieving
results are clearly delineated.
48 / 58
Management Consulting Team (MCT)
Angola
External reporting and information (rating as is: 0.5 - to be: 2.4)
Findings Recommendations
The country office produces the minimum amount of external reports Continue to improve country office-wide
required but does not use reporting and information sharing as an performance measurement and reporting so as to
opportunity to demonstrate professional management and client further enhance the quality of performance
orientation information included in external reports.
Review data integrity in preparation for sharing
more information with donors and partners as part of
the launch of the donor reporting site. For this
purpose it may also be worth reviewing the donor
related data on the Snapshot.
Topic 1 “as is” 2 3 “to be” 4
External reporting Information reported satisfies minimum Process for consolidating financial and Organization is recognized by projects, Strong linkages exist between
external reporting requirements. non-financial information required for partners and key stakeholders for information reported externally and
Extent to which project, partner external reporting is reviewed on a producing useful, consistent, and strategic and business plans. Integrated
and other key stakeholder regular basis. Close contacts are credible financial and non-financial information input by staff and managers
information reporting maintained with projects, partners and information in a user-friendly format. in strategic and business plans is used
requirements are met key stakeholders to ensure information External reports are easily understood to prepare external reports. Senior
meets their requirements. External and are meaningful to users. management plays an active role in
reports are aligned with planning and Information in external reports is preparing and communicating external
accountability structures within the reported on a trend basis so that reports.
country office. changes can be monitored over time.
49 / 58
Management Consulting Team (MCT)
Angola
Integrated performance reporting (rating as is: 1.3 - to be: 2.0)
Findings Recommendations
As part of the CPD and the included Results and Resources Framework, Consider setting up a compact between
key performance indicators and key outcomes have been developed for the program staff and senior management with
practice lines. concrete deliverables such as development
Corporate IT systems are providing tools (e.g. dashboards, scorecard) projects and actions taken, partnerships, and
supportive of performance reporting which could be used more systematically financial resources mobilized. Ultimately,
by the country office to measure performance. performance measurement should be linked to
performance management (i.e., RCA).
Topic 1 “as
2 is” “to be” 3 4
Integrated country office No country office performance Country office priority areas to be High level strategic measures for the Performance results are reported for the
performance reporting measures. measured have been identified. Country country office are in place, and are country office as a whole over time.
office performance measures have linked to strategic vision and priorities. Results are monitored against targets
Key measures exist to monitor been organized in a wide reporting Linkages between measures are and the country office’s strategic
overall organization-wide framework (e.g., balanced scorecard). evident. Performance measures have objectives. Information is valued by
performance and best-value The methods of collecting the been communicated, and agreed upon. senior management, and is often used
results information, and sources of information, Staff have received training. Measures for decision-making and external
have been identified. cover both financial and non-financial. reporting. Results are used to make
Information on the results of the trade offs in country office priorities.
performance measures is available in
part. A mix of quantitative and
subjective l information is used.
50 / 58
Management Consulting Team (MCT)
Angola
Measuring client satisfaction (rating as is: 0.5 - to be: 2.0)
Findings Recommendations
Counterparts and clients expressed apprehension with regards to the country Consider other ways to measure and
office work in the 2005 Partnership Survey gauge client satisfaction than the yearly
The senior management team is well aware of the need to work on improving Partnership Survey, and devise plan for
client satisfaction taking quick corrective action when needed
(see report for suggested survey tools).
“as is” “to be”
Topic 1 2 3 4
Measuring client satisfaction Client satisfaction information is Approaches to collecting client Formal systems exist across country Client satisfaction information is
collected on an informal and ad hoc satisfaction vary across the country office to survey clients on level of collected through a wide range of
Utilization of client survey basis. office, and tend to vary from year to satisfaction. Results are tracked over techniques. Information is collected on a
information on satisfaction year depending on management time, and are considered in strategic consistent basis across program areas.
levels, and importance of priorities. Limited monitoring and and business planning. Limited analysis Results are consolidated on a country
services analysis of results. Information collected of results on a country office-wide basis. office-wide basis, and overall trends
is not always seen to be useful. Complaint information is consolidated analyzed. Results are a key element of
and reported, and a complaint strategic and business planning, and
resolution process exists. are used to assess service standards
and service improvements.
51 / 58
Management Consulting Team (MCT)
Angola
Financial information (rating as is: 1.5 - to be: 2.5)
Findings Recommendations
The transition to an enterprise resource management system Provide managers with training on Atlas reporting and
(Atlas) has lead to a revision and standardization of financial the use of financial information.
management processes. Improve active monitoring of internal controls and
With the implementation of Atlas the timeliness and the quality of transactional process to establish a higher level of
the information has (over time) been improving and managers have confidence in financial information generated through
become more familiar with Atlas. Atlas.
Due to some inconsistencies between ledger report and Consult headquarters on the Atlas data integrity issue
expenditure detail in Atlas, the data shown on financial reports is not to evaluate improvements in the quality of financial
always accurate and need to be thoroughly revised before being information produced for purposes of external reporting.
shared with external partners. This revision implies an additional
workload.
“as is” “to be”
Topic 1 2 3 4
Financial information Voluminous hard copy reporting Mostly hard copy reporting to financial Appropriate reporting frequency. Fully integrated on line, real time
dictated by financial reporting timetable timetables with some on-line access to Monthly information available within one systems with flexible reporting. All
Reliable financial information is with monthly/ quarterly/ annual reporting supporting data. Reporting based on to five days. All reports and data transactions in financial, asset, human
available in a timely and useful taking up to six weeks. Commentary on information from various sources but available in appropriate media. Data resource and other operating systems
fashion results prepared solely by finance. coordination is haphazard and data availability and accuracy are seldom an (e.g., outputs, cycle time, and workload)
There are persistent problems with data integrity not assured. Detail to support issue. Financial information is available are linked and interfaced/integrated to
accuracy. Standard reporting from high level information is not readily from a single source, but requires meet business requirements. Financial
financial accounting system but its accessible. Finance prepares manual intervention for interfacing with information is considered to be a
inadequacies lead managers to commentary on results with limited input other operating information. Finance corporate asset, and is fully transparent
maintain their own records and reports from operational staff. Financial works closely with operational across the organization.
which are not checked for consistency reporting cycles are not always in sync managers to understand results and
with other sources of information. with operating information reporting jointly prepare commentary. Managers
cycles. Finance is responsible for have strong sense of ownership of
meeting overall organization financial financial information. External reporting
information requirements. requirements (e.g., Parliament) are
consistently met.
52 / 58
Management Consulting Team (MCT)
Angola
Business process improvement (rating as is: 0.7 - to be: 2.5)
Findings Recommendations
Work on reviewing processes (procurement with PO, etc) has been Decide on key business processes to map and
started. reengineer
Process improvements and redesign has been designated a strategic Identify key business process improvement
priority. opportunities country office-wide and prioritize
Agreement has been reached to map and reengineer key processes in opportunities to maximize cost benefit and
order to ensure process improvements efficiency.
Produce the following deliverables:
o Documented new workflow
o Formal designation of internal control
responsibilities
o Aligned Atlas user profiles
o Document management system to handle
(at a minimum) supporting documentation for
transactions.
Leverage best practice/process improvement
initiatives from other country offices.
Promote and reward a culture of innovation.
Topic 1 “as is” 2 3 “to be” 4
Business process Processes are not well defined. There Processes are defined to varying Main service delivery processes are There are systems and processes to
improvement are no systems or processes which degrees depending on the unit. Process well documented and understood identify and assess service delivery
support the analysis and assessment of improvement projects are initiated on an across the organization within each options. Processes are improved on an
Extent to which processes are service delivery options. ad hoc basis. No or limited work done service area. Some best practice ongoing basis. A variety of analytical
clearly understood, are regarding ―most efficient country office‖. assessment has been carried out and techniques are used to support process
conducted in a uniform fashion, Little change in processes in the last processes updated. Major process improvement including best practice
and are continuously improved years. improvements and/or most-efficient reviews and benchmarking. Processes
in line with best practices organization analyses are underway to are assessed on a cross functional or
improve program delivery. Key cross organizational basis, with client/
processes are monitored to ensure stakeholder involvement.
consistency in program delivery.
53 / 58
Management Consulting Team (MCT)
Angola
Management tools and techniques (rating as is: 0.8 - to be: 1.8)
Findings Recommendations
Locally developed solutions and customized spreadsheets Develop better processes business case analysis (e.g.,
are utilized as work planning and management tools. cost-benefit and risk analysis for new projects in line with
An Intranet exists but this and other channels of Prince2, and overall resource modeling).
communications could be better utilized for sharing knowledge Raise awareness of management tools available.
and improving communications. Train managers on management tools such as the
Financial Snapshot.
“as is” “to be”
Topic 1 2 3 4
Management tools and Limited tools and techniques available Techniques such as life cycle costing, Managers at all levels are exposed to Well developed and a wide range of
techniques at a country office level to assist cost benefit analysis and benchmarking tools and techniques. Managers have decision support tools and techniques
managers in conducting business case are primarily financially focused. access to various analytical models and are available and fully understood and
Range of analytical techniques analysis. Managers tend to use their Country office capacity in analytical techniques (e.g., project management) used by all staff. Tools are an integral
(e.g., cost-benefit, sensitivity, own individual approach. techniques is maintained within the and decision making support tools that part of decision-making by managers.
life cycle, benchmarking) organization of the functional authority. integrate financial and non-financial Analysis is done using integrated
available to managers information. Managers use tools in information. A consistent suite of tools
close partnership with functional is used across the country office.
specialists.
54 / 58
Management Consulting Team (MCT)
Angola
Knowledge management (as is: 0.5 to be: 1.5)
Findings Recommendations
The country office has meetings regularly but more focus could be on Develop a knowledge management strategy
sharing of information, discussion of best practices and improvement of that includes a focus on continuous learning, and
performance. the development of knowledge management tools
IT infrastructure could be more supportive of knowledge management. and vehicles to support this.
The country office does not have a records and document management Continue to strengthen the IT infrastructure
system to retain, retrieve and share documents and other information. through development of information systems that
support initiatives and further sharing of knowledge
and information.
Continue work on ensuring greater participation
in practice networks.
Topic 1 “as is” 2 “to be” 3 4
Knowledge management The country office culture is not Deployment of the organizational Organizational learning initiatives are Country office-wide knowledge sharing
conducive to a knowledge sharing learning concept has been initiated and widespread at the unit level. Senior technologies (e.g. groupware) have
Performance/management environment and limited information processes exist to support information management recognizes the been implemented to capture, create
information is readily accessible management processes are in place. acquisition and storage. Access to importance of knowledge sharing and is and disseminate knowledge and best
to internal and external users Mechanisms or structures to encourage intellectual capital and knowledge supportive of collaborative mechanisms practices. The sharing of knowledge
via technology, and lessons organizational learning or the sharing across organizational and structures to encourage knowledge and best practices to support modern
learnt are shared across the acquisition and dissemination of boundaries is limited. transfer and lessons learned. management practices is encouraged
country office. modern management practices related and rewarded.
knowledge are not evident.
55 / 58
Management Consulting Team (MCT)
Angola
NEX capacity development and ownership (as is: 1.5 to be: 2.5)
Findings Recommendations
The management audit highlights a lack of capacity of the government Roles and responsibilities of all parties
executing agencies. involved at different stages of implementation
and a capacity development strategy with
monitoring and evaluation mechanisms should
be clearly defined and communicated. Training
program for projects should be established for
NEX
All the information relevant to the execution of
NEX projects should be posted in the country
office web page (NEX Manual, honorarium scale,
bid processes, etc). Ideally, this information
should be mirrored in the national counterpart
web page.
Topic 1 2 “as is” 3 “to be” 4
NEX capacity development No formal service NEX standards exist. NEX service level arrangements and Formal service level NEX arrangements NEX service standards are periodically
and ownership Quality of service is monitored on an standards exist on an inconsistent basis and standards have been established reviewed with clients/stakeholders and
informal basis. across the country office. Clients have for all projects, and results are tracked improved to reflect changing priorities.
Executing standards of UNDP been involved to varying degrees in and analyzed over time. Country office NEX service standards are re-assessed
assisted projects in which a development of NEX standards. standards are well known. Clients based on cost, overall delivery and
national institution is the participate in the development of the impact. NEX service standards reflect
executing agent. standards. Results are used to identify different priorities of client groups.
service improvements and transfer of Results are a continuing source of
capacities. pressure for new service and quality
improvement initiatives.
56 / 58
Management Consulting Team (MCT)
Angola
External audit (as is: 0.5 to be: 2.5)
Findings Recommendations
OAPR/RASC-SA recently completed a management audit Make clear who will take responsibility for follow up on
indicating that the office is partially satisfactory with regards to each of the recommendation items.
overall risk management, governance and control processes. Of Publish items, “ownership” and timeline in a public place
64 recommendations made 53% were considered high priority. within the office building.
Use the Atlas Project Management Module
functionalities to monitor audit recommendations.
Monitor the audit recommendations into the project work
plans.
“to be”
Topic 1 2 3 4
External audit Results of external audits are Coordination is carried out to ensure Results of external audits are used as Detailed follow-up is made to ensure
responded to on a ―one-off‖ basis. results of external audits are input into strategic and business plans. decisions and plans resulting from
Process for ensuring adequate disseminated to managers, and follow- Action plans are developed to address external audits are implemented in the
attention to results and up is done. audit findings, and project long term, and results are reported back
recommendations of external implementation teams are created to external auditors. The country office
audits of country office where appropriate. Good linkages exist is pro-active in identifying priority areas
operations between internal audit and external to be addressed by external auditors.
audit and review. A good working
relationship exists between the external
and internal auditor. A formal
coordination role exists in the country
office to monitor external audit activity.
-
57 / 58
Management Consulting Team (MCT)
Angola
ANNEX 4 Microsoft Visio and MS Project evaluation versions
Microsoft Visio evaluation version
The business process flows are created with the Microsoft Visio software, which you will need to install in order to be able to
manipulate the files. You can download a trial version of the software (30 days) by going to
http://www.microsoft.com/office/visio/prodinfo/trial.mspx (please note that you need a good internet connection to download this).
The Visio software will allow you to tailor the "template business processes" so that they reflect the business processes of your
country office. If you feel like learning more about the software, a fairly good training package can be found at
http://office.microsoft.com/en-us/training/CR061832751033.aspx (you will have free access to these training tools).
Microsoft Project evaluation version
The work plan is created using Microsoft Project and for managing your plan in a professional way you can also make use of this
software. To download a 30-day trial version of Microsoft Project please click the following link
http://www.microsoft.com/office/project/prodinfo/trial.mspx (You will need a good internet connection in order to be able to
download).
If you feel like learning more about the software, a fairly good training package can be found at http://office.microsoft.com/en-
us/training/CR061832711033.aspx (you will have free access to these training tools).
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