UNDP Pakistan Office intends to undertake a detailed workflow assessment exercise within the context of evolving development context in the country. The changes that are taking place both within and outside of Pakistan office necessitate revisiting the existing work environment so that staff and organization can adjust to changed context. The assessment is primarily meant to support efforts aimed at strengthening internal business processes with a view to promote a results-oriented and rewarding culture of performance. The analysis is to be guided by UNDP’s values and goals. Also the proposed approach to this exercise will follow the UNDP corporate approach as outlined in the Toolkit for Managing Change.
The key objectives behind carrying out ‘workflow analysis’ is;
ïƒ¼ to enhance organizational effectiveness, increase relevance and quality of programming and promote efficiency ensuring cost effectiveness and timeliness
ïƒ¼ to agree on a set of priorities that would lead to optimized business process reflecting optimal organization of functions, improved and efficient interface between the Programme and Operations Division;
ïƒ¼ to have an assessment of existing frameworks in order to prepare and implement a roadmap for strengthening of accountability through effective and efficient workflow processes.
3. RESPONSIBILITIES & DELIVERABLES
i. Under the overall guidance and direct supervision of Deputy Country Director Programme and Deputy Country Director Operations, the Workflow Management Specialist will undertake comprehensive functional/workflow business process analysis encapsulating key capacity gaps. This analysis will touch upon the basis of changes to country office at many levels as the organization strives to continuously adapt to the changing development reality and improve its effectiveness.
Ii. The Specialist will identify areas in need of strategic alignment (with the national priorities and UNDP’s corporate direction), and it will define a shared vision for the work ahead. The analysis will lead to improvement exercise in CO, how and what type of approach management should follow for the transitioning efforts. The analysis will also explore as to what are the significant changes in the way CO functions or at improving the current business processes while determining the rationale and readiness for change. If the core elements of this analysis point to the need for a systematic change effort, the management will rely on the Management Consulting Team including involvement of key staff that represents the different business areas in the office, as well as other stakeholders when necessary for implementation of key changes if required.
iii. The Workflow Management Specialist will produce a comprehensive report with a set of specific and concrete recommendations/roadmap outlining gaps and steps required to be instituted within the office of UNDP Pakistan.
The scope of the analysis provided in the consultant’s report will include but not limited to the following essential elements:
1. review and determine the changes needed for improved business process;
2. determine the needs for re-aligning the structures;
3. determine the needs for improving business processes through an appropriate business-re-engineering model; and
4. propose measures for optimal utilization resources and interface between Operations and Programme.
The visioning exercise goes beyond creating a vision in the sense that it prepares the ground for high performance and development results by helping us turn vision into reality. Specifically, the analysis will need to look at the CO vision (including mission and values), value propositions, demand for CO services and identify CO capacity strengths and gaps.
Based on the rationale for the realignment or improvement exercise, the report will identify potential benefits expected from change management initiatives. The report will provide answers to the following questions;
ïƒ¼ Establish a fair idea of the scope and magnitude of the change effort?
ïƒ¼ Can the key improvement areas be addressed with targeted efforts or is a comprehensive change effort needed?
ïƒ¼ Will external expertise and support be necessary?
ïƒ¼ And finally if at all the CO has established priority areas for the change process?
4.2 Improving the Business Processes
When discussing improvement exercises within any organization, business process re-engineering is a commonly used tool. Why? The reason is that alignment of business processes to eliminate duplicating or redundant steps can contribute significantly to improving organizational efficiency.
The report is expected to asses the key UNDP business processes, examine optimized business process examples, proposed improvements to reflect the Process Excellence Principles and performance management in business process re-engineering. Specifically, the analysis will find out as to what kind of business process re-engineering is required and what tools to be applied for enhanced and optimized key business processes for the Country Office
The report should address the following questions;
ïƒ¼ Do the existing business processes reflect the optimal organization of functions?
ïƒ¼ Whether the assignment of activities to roles in business processes is in compliance with the Internal Control Framework (ICF)?
ïƒ¼ Do the business processes promote professionalization of staff, work-life balance, and overall good management practices?
4.3 Re-aligning the structures
Structures describe the best way of organizing the office into teams, determining which functions can best be performed by those teams, and what governance structure is needed to support those teams. A successful functional structure will be aligned to the office vision and thereby reinforce the strength of CO’s position in the country development context. Changing the structure of office is not a magic bullet that will solve all problems. But it may bring clarity to who is responsible for what, facilitate work and information flow, and in this way help rid of bottlenecks and empower staff.
The report needs to provide for a roadmap for re-aligning structures outlining how to change office structure, which structure is best for office and whether a Service Center or Sub-office should be on the office’s “to do” list. Specifically, the consultant needs to give understanding of why proposed new CO structure is important and how proposed structural changes will help deliver on the CO’s vision. In this context, its important to assess how CO structure might be improved, positioning and delivering on the vision, whether the proposed structure will be facilitating the re-engineered business processes and the information flow in the office, how new structure will be supported by funding environment, projects in pipeline, demand for services, and CO staff capacity and if the CO is making strategic use of your resources.
4.4 Optimizing Resources
Optimizing Resources is about effectively managing resource that can strengthen CO. It is about ensuring that the job of each staff is interesting and aligned with business processes and structure in a way that supports CO vision and ensures efficient delivery and development results. The report should guide as to how to align job descriptions to improvements in the business processes and office structure, and support CO staff in adjusting to changes in their jobs. Specifically, the report will offer guidance on designing jobs, UNDP Generic Job Descriptions, Classifying jobs both at the CO level as well as classification guidelines at HQ and Considering different staffing model scenarios (position management) in line with a sustainable financing strategy.
These themes need to be introduced in the report backed up by information related to the following aspects of change management approach;
ïƒ¼ how to populate new structure in a way that makes sense in terms of workload and divisions of functions?
ïƒ¼ Provide an accurate sense of how much staffing model ‘costs’ and the proposed staffing model is financially feasible and sustainable.
ïƒ¼ The report should have a proposed organigramme with proposed structural changes?
In the main, the report should focus on the big picture of restructuring plans for the office to respond to what drives structure, the principles that have been agreed to (e.g. more team work), the office vision and the positioning. This will include analysis related to job design, such as defining the roles, jobs, and competencies needed to support vision and consider the financial feasibility of introducing a specific staffing model. Assessing the work and information flow, establish a few parameters for selecting a structure. This analysis will be underpinned by an overarching UNDP principle that “People are key to performance improvement, and the success of UNDP will depend largely on the capacity of its staff to deliver on organizational goals.”
6.1 Corporate Competencies
• Demonstrates integrity by modelling the UN values and ethical standards
• Promotes the vision, mission, and strategic goals of UNDP
• Displays cultural, gender, religion, race, nationality and age sensitivity and adaptability
• Treats all people fairly without favouritism
• Excellent analytical and organizational skills
6.2 Functional Competencies
Knowledge Management and Learning
• Promotes a knowledge-sharing and learning culture in the office
• In-depth knowledge on development issues
• Ability to advocate and provide policy advice
• Actively works towards continuing personal learning and development in one or more Practice Areas, acts on learning plan and applies newly acquired skills
• Knowledge of UNDP/UN policies and programmes in crisis and post-crisis situations
• Knowledge of UNDP/UN regulations, rules, policies, procedures and practices; operations
Development and Operational Effectiveness
• Ability to lead strategic planning, results-based management and reporting
• Ability to lead formulation, implementation, monitoring and evaluation of development programmes and projects, mobilize resources
• Strong IT skills, including proficiency in Microsoft Office software and experience with web-based management systems
• Ability to lead implementation of new systems (business side), and effect staff behavioural/ attitude change
Management and Leadership
• Focuses on impact and result for the client and responds positively to feedback
• Leads teams effectively and shows conflict resolution skills
• Consistently approaches work with energy and a positive, constructive attitude
• Demonstrates strong oral and written communication skills
• Builds strong relationships with clients and external actors
• Remains calm, in control and composed even under pressure
• Demonstrates openness to change and ability to manage complexities
Demonstrates strong oral and written communication skills
• Communicates effectively with staff at all levels of the organization
• Acts with tact and diplomacy.
• Proves outgoing and comfortable in handling external relations at all levels.
• Builds strong relationships with clients and external actors.
• Demonstrates openness to change and ability to manage complexities.
• Demonstrates compelling communication skills and cross-cultural effectiveness.
• Demonstrates excellent political / conflict analysis, experience in bilateral and/or multilateral negotiations, and negotiating and training / facilitation skills.
• Possesses the ability to convey difficult issues and positions to senior officials, proven political judgment, sensitivity to local cultures.