2007 Annual Report

Retooling offices for maximum performance

For several years, UNDP’s country offices have gone through several iterations of re-engineering their business processes, aiming for greater flexibility, quicker responses to partners, and above all, high-impact performance. These change management exercises have comprehensively assessed all aspects of an office, from managerial practices to the alignment of programmes and staff competencies. They are now beginning to pay off.

A particular management challenge for UNDP offices in post-conflict and transition countries involves scaling up capacities quickly enough to manage large shifts in resources. These often flow in after a peace agreement or to support initial steps to consolidate peace, such as elections.

In 2006, the UNDP office in the Democratic Republic of the Congo helped lead the UN’s largest ever elections project, seen as key to stabilizing not only that country, but the west and central African region. Only four years ago, the office managed a budget of $8 million. By 2006, the figure had shot up to $241 million.  Well-organized management structures allowed the office to keep up. Efficiencies in managing programmes and funds meant a doubling in the ratio of programme expenditures over available income. At the same time, programme expenditures per staff post rose steadily, from $1.85 million in 2005 to $2.5 million in 2006. The bottom line: the office was able to do more programming with a lower ratio of staff and reduced operational costs.

A change management process in the office began in 2002 and continued into 2005 as the office began gearing up for the elections. It looked at the office culture, promoting a shift towards innovation and strategic thinking, along with a major emphasis on sharing knowledge and collaboration. Staff expertise and business processes were closely aligned with evolving programme requirements linked to overarching national objectives. New sub-offices in different regions decentralized operations, bringing them close to the people who most directly benefit, while maintaining overall programme coherence. A pro-business approach encouraged cost-effective private sector partnerships for goods and services.  With the election a success, the emphasis within the country and UNDP will shift again towards other post-conflict priorities, such as developing the capacities of the new government. In making itself more nimble and adaptable, UNDP will be prepared for the challenges ahead.