Advancing Common Business Operations Overview

 
 
 
Project overview
November 2019
 
 
 
 
 
Advancing Common Business Operations
 
 
 
 
 
1. Business Operations Strategy (BOS)
Adopt improved Business Operations Strategy by all UN country teams by 2021
Current progress:
BOS 2.0 guidance launched 
in
October.
BOS online tool
 user acceptance
test conducted.
Next steps for the rollout plan
defined, including country
prioritization, capacity development
and support structure.
What’s next?
1.
Finalize online platform.
2.
Global rollout activities led by Development
Coordination Office (DCO):
-
Training of Trainers 
in region workshops
to create core capacity with BOS experts,
starting in Nov 2019;
-
Practitioner training 
for 
general group of
staff in 2020;
-
Webinars 
and 
video tutorials.
 
 
 
 
 
 
4. Common Premises
Increase the proportion of UN common premises to 50 per cent by 2021
 
1. Kosovo1, Bolivia, Burundi, Colombia, Pakistan and Sri Lanka. References to Kosovo on this website shall be
understood to be in the context of Security Council Resolution 1244 (1999).
Current progress:
Requires a 
culture shift to co-locating as the new
norm, 
and a
 whole-country approach 
to review both
capital and subnational offices.
In March 2019, an Investment Request was presented.
As no resources were forthcoming, a scaled down
“consolidating planning” pilot was taken in 6 countries
1
 to
test tools/approach
.
3 pilots completed: 
results suggest that the consolidation
planning will 
require external support 
to the
UNCTs/OMTs, and that a self-review without central
support may not be achievable.
What’s next?
1.
Propose revised resource
requirement.
2.
Create new
 end-to-end
consolidation planning
guidelines / 
tools by Q1 2020.
3.
Complete
 three more pilots.
4.
Support DCO/TTCP+FS to
develop a 
UN-wide premise
database
.
 
 
 
 
 
Three “Enablers”:
Mutual Recognition – Client Satisfaction – Costing & Pricing
 
5. Mutual Recognition Statement
Operate with the mutual recognition of best practices regarding policies and procedures
16 entities signed to date, most recently, 
FAO and UNRWA 
joining the UN Secretariat, ILO,
IOM, ITU, UN Women, UNAIDS, UNDP, UNESCO, UNFPA, UNHCR, UNICEF, UNOPS, WFP, and
WHO
BIG project team is facilitating entity-level and inter-agency level discussion on
operationalization.
 
6. Client Satisfaction Principles
Measure client satisfaction with regard to all back-
office services
 
7. Costing and Pricing Principles
Agree on pricing principles to ensure fairness
and transparency in service provision
 
Principles reviewed and finalized.
Shared with member entities for
signature in September and first
signed by 
UNHCR & WFP.
Process facilitated by 
DCO.
 
 
 
 
 
Advancing Common Business Operations
 
 
 
 
Local Business Case Review
Taxonomy
review
Business
processes
Location
dependent
activities
Location
independen
t activities
Keep at CO Level
Global Business Case Review
Will it be
centralized?
 
YES
 
N
O
Move to
global
solution
Automation Review – Digital Solutions Centre
 
Back-office activity can be optimized through global and local
initiatives
 
 
 
 
 
In-country consultations held 
to inform the overall
design
 
Consultation conclusions:
1.
Highest priority focus should be on centralisation
– can be done either:
A.
Internally, or
B.
W
orking bilaterally with service provider
through 
Marketplace
2.
Second priority is on other global initiatives that
can be cross-entity:
A.
Within BIG the focus is 
Marketplace
 
and
Fleet Services concept
B.
Associated but outside BIG there are
Humanitarian Booking Hub 
and 
Digital
Solution Centre
3.
Third priority is the Common Back Office in
country
, with lower relative business case saving
opportunity but vital for efficiency and quality
improvements
 
 
 
Consultation progress:
Purpose: 
Create fact-base and gather
qualitative feedback on which service
elements could be consolidated in a
common back office.
Six countries participated: 
Albania,
Botswana, Jordan, Laos, Senegal and
Vietnam;
6 back-office service areas in scope:
Administration, Finance, HR,
Procurement, Logistics, and ICT;
Individual country report and a
synthesis report were issued, 
drawing
on the conclusions to form
recommendations for the CBO proposal.
 
 
 
 
What’s next?
1.
Develop detailed approach,
including ROI / Cost-benefit
analysis and a prioritized activity
list;
2.
Develop standard SLA
3.
Explore CBO portal design
 
2. Common Back Offices (CBO)
Establish common back offices for all UN country teams by 2022
 
Proposal is to scale up BOS as a foundation for
CBO
BOS is a key deliverable of BIG and a
foundation for CBO
BOS successfully promotes cooperative
behavior
BOS is established, demanded by the field,
and has promoted significant collaboration
and realized tangible cost avoidance
BOS online platform can be scaled to handle
heavier duty Common Back Office functions
BOS will be rolled out to all 132 UN offices
globally starting in 
Q4, 2019
 
 
 
 
 
 
BOS to CBO: 
CBO as a gradual evolution of maturity, not as an
organizational model
 
BOS original
(Current)
 
BOS +
(Q4-2019)
 
CBO
(2020+)
1
2
3
4
6
5
 
 
 
 
 
3. Global Shared Service Centre (GSSC)
Explore consolidation of location-independent business operations into a network of shared service centres
What’s next?
Marketplace Survey Round
Two: 
Follow-up request will be
issued in Q4 2019. The new
survey will seek clarification
on the 
scope and scale 
of
services offered, as well as
request inputs from the
entities which did not respond
to the Round One survey.
Current progress:
‘UN Services Marketplace’: 
network of shared service
centres could be based on a ‘marketplace’ concept to
support the exchange of services.
Marketplace Survey launched in July 2019 through
HLCM:
 
to collect information on services activities each
agency is providing or would be 
prepared to offer 
to other
UN entities, and those service activities that it would
potentially like to receive.
Survey results 
r
eceived from 21 entities, with 
summary
report and individual entity reports 
p
ublished in Oct
2019.
 
 
 
 
 
Overview of respondents
Responses received from 
21 entities 
to date:
o
FAO, ILO, IOM, UNAIDS, UNDP, UNFPA, UNHCR,
UNICEF, UNIDO, UNODC, UNOPS, UNRWA, UN
Women, WFP, WHO, WIPO
o
Five UN regional commissions
: ECA, ECE,
ECLAC, ESCAP, ESCWA
Awaiting response from 15 HLCM member entities
Additional observations:
o
IOM – no activities requested or offered at this
time
o
ECE – no activities offered, because fully served
by UNOG
 
Marketplace survey: 
Response and 
Results
 
Summary of results
Results are 
very positive: 
most entities willing to
embark in the marketplace whether to offer service,
receive, or both
There are 
no services requested which are not
offered 
by at least one entity
Aggregate number of 
activities offered now is
1,109
, with a further 
120 proposed for the future
Aggregate number of 
activities requested is 1,041
 
 
 
 
 
5. Disposal
strategy
Set up a global disposal
scheme
Entities with a
disposal strategy may
realize $2000 -
$6,000/ vehicle more
than those without.
2. Cost
management
Deploy IT tool to improve
fleet cost management
Potential to reduce
operating costs by
$5-13 M annually
Other
opportunities
Insurance
Lifecycle Management
Armored Vehicle
Generators
Tracking systems (fuel,
emissions,
maintenance, repair,
road safety, security)
 
New: Fleet Services workstream
1. Right Sizing
Centralized vehicle
management and car
pooling
Potential to reduce
fleet size by ~20%
Potential one-time
acquisition cost
avoidance of $140 -
$200 M
4. Acquisition
strategy
Centralize procurement for
economy of scale
Potential to realize
recurrent  savings of
+/-$4 million
3. Right Profiling
Avoid over
 
specified
vehicles
1
Acquisition of
vehicles with
lower
specifications will
reduce costs by
$6-7 M recurrently
 
1. 10% target considered for all vehicle categories except 4X4 heavy duty “luxury” vehicles; All 4X4 heavy duty “luxury” vehicles
should be converted to standard 4X4 heavy duty vehicles
Source: UN Fleet 
Services
 stream data template received from UN entities
 
 
 
 
 
Challenges
Highly fragmented fleet
Inappropriate vehicles for
the need
Lack of comms and IT
systems
Informal/ad hoc
management of fleet
Inconsistent
maintenance standards
Poor cost control
 
Future state
Joint light vehicle fleet as a common pool and service:
o
Centrally managed at the country level
o
Tasked centrally via a shared platform
o
Common maintenance and driver pool
Standardisation of requirements and policies:
o
Vehicles and ancillaries
o
Communications tools and IT for vehicle management,
tracking, operational tasking
o
Common mobility policies and standards
Improved cost management:
o
Common costing model
o
Fully self-financed
Professionalisation:
o
Customer Service and Technical needs
o
Increased use of commercial solutions where appropriate
 
 
Fleet services:
Country-level desired end-state
 
 
 
 
 
Challenges
Highly duplicative:
Not leveraging economy
of scale
Poor operational cost
control
Lack of professionalism in
organizational structure
Fragmented approach to
IT and communications
system
 
Future state - A Global Shared Service Centre:
Governance:
o
Governance structure in place, with close relationship to
both HQ and country-level for dynamic responses
o
Common set of policies and SOPS in place, including
requirements planning (right sizing/right profile)
Single Supply Chain:
o
Shared procurement and contract management;
o
Shared light vehicle supply chain, e.g., shipping, insurance,
stocks, spares, ancillary/comms, maintenance, disposal
Financing:
o
Fully self-funded, self sustaining business model
o
Dedicated resources for operations
Shared units:
o
Training and Country Office Support Unit
o
Common Data Systems and Management Unit
o
Road Safety and Security Unit
 
Fleet services:
Global-level desired end-state
 
 
 
 
 
Project team 2020 workplan
Q4 ‘19
Q1 ‘20
 
BOS
 
Commo
n
Premise
s
Support database development as required, led by
DCO/TTCO
 
CBO
 
 
GSSC
 
 
Continue pilots and
testing
Agree on 
CBO
 model
Share
Marketplace 1st
summary report
Develop & conduct pilots, SLAs and portal
Develop CBO tools and guidelines
Complete
platform
 
La
unch led by DCO
Q2 ‘20
Q3 ‘20
Q4 ‘20
 
Launch activities and trainings
 
led by DCO
Finalize consolidation planning tools and
guidelines
Develop
 
Marketplace
2nd
 
survey
Conduct 
Marketplace
2nd
 
survey
Set up 
governance 
and
on-going mechanism
 
La
unch led by DCO
 
Completed / completion
in the very near term
Enablers
Operationalize through CBO and GSSC designs &
Support entity to operationalize through facilitated discussions
 
New: 
Fleet
Services
 
 
 
 
 
Repositioning the United Nations development system also
reinforces the impact of concurrent reforms of internal
management and the peace and security architecture.
United Nations Secretary-General
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Advancing Common Business Operations in November 2019 focuses on key targets and enablers such as Business Operations Strategy, Common Back Offices, Global Shared Service Centers, Common Premises, Mutual Recognition, Client Satisfaction Principles, and Costing & Pricing Principles. The project aims to enhance UN operations efficiency and effectiveness through strategic initiatives and practical implementations across various country teams.

  • Business Operations
  • Strategy
  • Common Premises
  • Client Satisfaction
  • Global Rollout

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  1. Project overview November 2019

  2. Advancing Common Business Operations TARGETS ENABLERS 1 Business Operations Strategy 2 Common Back Offices 3 Global Shared Service Centers 4 Common Premises 5 Mutual Recognition 6 Client Satisfaction Principles 7 Costing & Pricing Principles | 1

  3. 1. Business Operations Strategy (BOS) Adopt improved Business Operations Strategy by all UN country teams by 2021 Current progress: What s next? 1. Finalize online platform. BOS 2.0 guidance launched in October. 2. Global rollout activities led by Development Coordination Office (DCO): BOS online tool user acceptance test conducted. > - Training of Trainers in region workshops to create core capacity with BOS experts, starting in Nov 2019; Next steps for the rollout plan defined, including country prioritization, capacity development and support structure. - Practitioner training for general group of staff in 2020; - Webinars and video tutorials. | 2

  4. 4. Common Premises Increase the proportion of UN common premises to 50 per cent by 2021 Current progress: What s next? Requires a culture shift to co-locating as the new norm, and a whole-country approach to review both capital and subnational offices. 1. Propose revised resource requirement. 2. Create new end-to-end consolidation planning guidelines / tools by Q1 2020. In March 2019, an Investment Request was presented. As no resources were forthcoming, a scaled down consolidating planning pilot was taken in 6 countries1 to test tools/approach. > 3. Complete three more pilots. 4. Support DCO/TTCP+FS to develop a UN-wide premise database. 3 pilots completed: results suggest that the consolidation planning will require external support to the UNCTs/OMTs, and that a self-review without central support may not be achievable. | 3 1. Kosovo1, Bolivia, Burundi, Colombia, Pakistan and Sri Lanka. References to Kosovo on this website shall be understood to be in the context of Security Council Resolution 1244 (1999).

  5. Three Enablers: Mutual Recognition Client Satisfaction Costing & Pricing 5. Mutual Recognition Statement Operate with the mutual recognition of best practices regarding policies and procedures 16 entities signed to date, most recently, FAO and UNRWA joining the UN Secretariat, ILO, IOM, ITU, UN Women, UNAIDS, UNDP, UNESCO, UNFPA, UNHCR, UNICEF, UNOPS, WFP, and WHO BIG project team is facilitating entity-level and inter-agency level discussion on operationalization. 6. Client Satisfaction Principles Measure client satisfaction with regard to all back- office services Principles reviewed and finalized. Shared with member entities for signature in September and first signed by UNHCR & WFP. Process facilitated by DCO. 7. Costing and Pricing Principles Agree on pricing principles to ensure fairness and transparency in service provision | 4

  6. Advancing Common Business Operations TARGETS ENABLERS 1 Business Operations Strategy 2 Common Back Offices 3 Global Shared Service Centers 4 Common Premises 5 Mutual Recognition 6 Client Satisfaction Principles 7 Costing & Pricing Principles | 5

  7. Back-office activity can be optimized through global and local initiatives Automation Review Digital Solutions Centre Global Business Case Review Entity s own centralization activities Taxonomy review Location independen t activities Move to global solution YES Will it be centralized? Marketplace Bilateral initiatives Consolidation Multi-entity initiatives Business processes Local Business Case Review Entity s own processes improvements NO Location dependent activities Business Operations Strategy (BOS) - Cooperate Keep at CO Level Common Back Office (CBO) - Consolidate & cooperate Marketplace Bilateral initiatives | 6

  8. In-country consultations held to inform the overall design Consultation progress: Purpose: Create fact-base and gather qualitative feedback on which service elements could be consolidated in a common back office. Six countries participated: Albania, Botswana, Jordan, Laos, Senegal and Vietnam; 6 back-office service areas in scope: Administration, Finance, HR, Procurement, Logistics, and ICT; Individual country report and a synthesis report were issued, drawing on the conclusions to form recommendations for the CBO proposal. Consultation conclusions: 1. Highest priority focus should be on centralisation can be done either: A. Internally, or B. Working bilaterally with service provider through Marketplace 2. Second priority is on other global initiatives that can be cross-entity: A. Within BIG the focus is Marketplace and Fleet Services concept B. Associated but outside BIG there are Humanitarian Booking Hub and Digital Solution Centre 3. Third priority is the Common Back Office in country, with lower relative business case saving opportunity but vital for efficiency and quality improvements > | 7

  9. 2. Common Back Offices (CBO) Establish common back offices for all UN country teams by 2022 Proposal is to scale up BOS as a foundation for CBO What s next? 1. Develop detailed approach, including ROI / Cost-benefit analysis and a prioritized activity list; BOS is a key deliverable of BIG and a foundation for CBO BOS successfully promotes cooperative behavior 2. Develop standard SLA BOS is established, demanded by the field, and has promoted significant collaboration and realized tangible cost avoidance 3. Explore CBO portal design BOS online platform can be scaled to handle heavier duty Common Back Office functions BOS will be rolled out to all 132 UN offices globally starting in Q4, 2019 | 8

  10. BOS to CBO: CBO as a gradual evolution of maturity, not as an organizational model CBO (2020+) BOS + (Q4-2019) BOS original (Current) 1 1. 2. 2 Approach Functional areas Cooperation Ad-hoc selection of activities, followed by CBA Cooperation & M&E elements Ad-hoc selection of activities and ROI recommendations, followed by CBA Streamlined guidelines & digital processes Mutual recognition SG mandated target All UNCTs N/A Consolidation & Cooperation More directed focus on potential high ROI areas; followed by CBA Mutual recognition Costing & Pricing principles Client satisfaction principles 3. 3 Enabler BOS guidance and templates Operating framework Technology N/A Service Level Agreement (SLA) 4 Paper-based / Excel Online BOS platform Online BOS platform CBO portal Clear governance structure 5 Governance UNCT/OMT + Entity-led UNCT/OMT + Entity-led 6 9

  11. 3. Global Shared Service Centre (GSSC) Explore consolidation of location-independent business operations into a network of shared service centres Current progress: What s next? UN Services Marketplace : network of shared service centres could be based on a marketplace concept to support the exchange of services. Marketplace Survey Round Two: Follow-up request will be issued in Q4 2019. The new survey will seek clarification on the scope and scale of services offered, as well as request inputs from the entities which did not respond to the Round One survey. Marketplace Survey launched in July 2019 through HLCM: to collect information on services activities each agency is providing or would be prepared to offer to other UN entities, and those service activities that it would potentially like to receive. Survey results received from 21 entities, with summary report and individual entity reports published in Oct 2019. | 10

  12. Marketplace survey: Response and Results Overview of respondents Summary of results Responses received from 21 entities to date: Results are very positive: most entities willing to embark in the marketplace whether to offer service, receive, or both o FAO, ILO, IOM, UNAIDS, UNDP, UNFPA, UNHCR, UNICEF, UNIDO, UNODC, UNOPS, UNRWA, UN Women, WFP, WHO, WIPO There are no services requested which are not offered by at least one entity o Five UN regional commissions: ECA, ECE, ECLAC, ESCAP, ESCWA Aggregate number of activities offered now is 1,109, with a further 120 proposed for the future Awaiting response from 15 HLCM member entities Additional observations: Aggregate number of activities requested is 1,041 o IOM no activities requested or offered at this time o ECE no activities offered, because fully served by UNOG | 11

  13. New: Fleet Services workstream Priority areas Secondary areas 3. Right Profiling Avoid over specified vehicles1 Acquisition of vehicles with lower specifications will reduce costs by $6-7 M recurrently 5. Disposal strategy Set up a global disposal scheme Entities with a disposal strategy may realize $2000 - $6,000/ vehicle more than those without. 1. Right Sizing Centralized vehicle management and car pooling Potential to reduce fleet size by ~20% Potential one-time acquisition cost avoidance of $140 - $200 M 2. Cost management Deploy IT tool to improve fleet cost management Potential to reduce operating costs by $5-13 M annually Other opportunities Insurance Lifecycle Management Armored Vehicle Generators Tracking systems (fuel, emissions, maintenance, repair, road safety, security) 4. Acquisition strategy Centralize procurement for economy of scale Potential to realize recurrent savings of +/-$4 million 1. 10% target considered for all vehicle categories except 4X4 heavy duty luxury vehicles; All 4X4 heavy duty luxury vehicles should be converted to standard 4X4 heavy duty vehicles Source: UN Fleet Services stream data template received from UN entities | 12

  14. Fleet services: Country-level desired end-state Future state Joint light vehicle fleet as a common pool and service: o Centrally managed at the country level o Tasked centrally via a shared platform o Common maintenance and driver pool Standardisation of requirements and policies: o Vehicles and ancillaries o Communications tools and IT for vehicle management, tracking, operational tasking o Common mobility policies and standards Improved cost management: o Common costing model o Fully self-financed Professionalisation: o Customer Service and Technical needs o Increased use of commercial solutions where appropriate Challenges Highly fragmented fleet Inappropriate vehicles for the need Lack of comms and IT systems Informal/ad hoc management of fleet Inconsistent maintenance standards Poor cost control | 13

  15. Fleet services: Global-level desired end-state Future state - A Global Shared Service Centre: Governance: o Governance structure in place, with close relationship to both HQ and country-level for dynamic responses o Common set of policies and SOPS in place, including requirements planning (right sizing/right profile) Single Supply Chain: o Shared procurement and contract management; o Shared light vehicle supply chain, e.g., shipping, insurance, stocks, spares, ancillary/comms, maintenance, disposal Financing: o Fully self-funded, self sustaining business model o Dedicated resources for operations Shared units: o Training and Country Office Support Unit o Common Data Systems and Management Unit o Road Safety and Security Unit Challenges Highly duplicative: Not leveraging economy of scale Poor operational cost control Lack of professionalism in organizational structure Fragmented approach to IT and communications system | 14

  16. Project team 2020 workplan Completed / completion in the very near term Q4 19 Q1 20 Q2 20 Q3 20 Q4 20 BOS Complete platform Launch activities and trainings led by DCO Commo n Premise s Continue pilots and testing Finalize consolidation planning tools and guidelines Launch led by DCO Support database development as required, led by DCO/TTCO Develop & conduct pilots, SLAs and portal Agree on CBO model CBO Develop CBO tools and guidelines Share Marketplace 1st summary report Launch led by DCO GSSC Develop Marketplace 2nd survey Conduct Marketplace 2nd survey Set up governance and on-going mechanism Enablers Operationalize through CBO and GSSC designs & Support entity to operationalize through facilitated discussions New: Fleet Services Agree on model and pilot proposals Develop & conduct pilots Develop Gov, Finance, IT proposal Develop final proposal | 15

  17. Repositioning the United Nations development system also reinforces the impact of concurrent reforms of internal management and the peace and security architecture. United Nations Secretary-General | 16

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