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Prioritization of Step 4 Analyses

Prioritization of Step 4 Analyses. NOTE: This tool/guidance has been developed based on the experiences of the DaO Pilot countries. UNCT to engage in discussion on which analyses to prioritise. PURPOSE OF THIS DOCUMENT.

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Prioritization of Step 4 Analyses

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  1. Prioritization of Step 4 Analyses • NOTE: • This tool/guidance has been developed based on the experiences of the DaO Pilot countries. • UNCT to engage in discussion on which analyses to prioritise.

  2. PURPOSE OF THIS DOCUMENT • The following exercise helps to review the most important issues of the organizational structures and to prioritize actions, accordingly. • By discussing a number of questions for each of the aspects of the organizational structure, the UNCT will reach consensus on what actions need to be taken. • They will decide which of the Step 4 analyses to conduct and which step 4 tools are therefore relevant to the country.

  3. ASPECTS OF ORGANISATIONAL CHANGE Structures, Processes & Systems Skills & Capacities Incentives & Motivation Culture, Values & Attitudes

  4. APPROACH TO THIS PLANNING SESSION • Discuss each of four aspects of organisational change in breakout groups: • First pair: (1) Skills & Capacities; (2) Structures, Processes & Systems • Second pair: (3) Incentives & Motivation; (4) Culture, Values & Attitudes • Each breakout group should report back on: • What is required to deliver development impact? • What they think might be the biggest gaps in what is required • Possible actions to consider (doesn’t have to be specific plan at this stage) • Plenary discussion to review most important issues and prioritise actions

  5. QUESTIONS TO CONSIDER – SKILLS & CAPACITIES • What subject areas (i.e., health, economic development, etc.) are particularly needed for the UNDAF/common programming tool? • What will be our mix of intervention types expected – policy advice, technical assistance, programme management, research, direct project implementation? • Where are there gaps in subject area expertise or ability to implement particular intervention types? • What “soft skills” will be vital for working together that may have been ‘nice to have’ in the past?

  6. QUESTIONS TO CONSIDER – STRUCTURES, PROCESSES & SYSTEMS • What organisational structures – e.g., committees, working groups, etc. – will encourage greater coherence, efficiency and effectiveness in our work? • Which current structures could make it difficult to change siloed working patterns in practice? • What processes & systems (a) within the UNCT in country and (b) between agencies and their HQs/Regional Offices could reinforce coherence in the work of the UN system in country? • Which processes & systems (a) within the UNCT in country and (b) between agencies and their HQs/Regional Offices make it difficult to be more coherent across agencies in country? • How can the transaction costs associated with processes & systems be limited – either by limiting the costs of new & valuable processes or by finding ways of reducing or eliminating current & unimportant or counter-productive processes?

  7. QUESTIONS TO CONSIDER – INCENTIVES & MOTIVATION • What motivates / demotivates people? (In all of these questions, consider both UNCT members and agency staff separately) • Which incentives make a difference to people, and which have no real effect in practice? • What excites / could excite people about CER? • What demotivates / could demotivate people about CER? • Which incentives do people have to work on aligning the UN to better support national priorities? Are they among the important incentives that really influence people? • Which incentives mean that people are taking risks to commit to CER? Are they among the important incentives that really influence people?

  8. QUESTIONS TO CONSIDER – CULTURE, VALUES & ATTITUDES • What are the key features of the culture and values in each agency/unit today (globally and in country)? • What of these culture features / values naturally lead to “aligning the UN to better support national priorities” (without significant incentives, external political attention, etc.)? Which could deter people from engaging fully in “aligning the UN to better support national priorities”? • What attitudes do UNCT members and staff hold that could affect – positively or negatively – engagement in “aligning the UN to better support national priorities”? Consider attitudes on, e.g., importance of the UN system to country, roles of the UN system and individual agencies, what constitutes the “real work” and what is additional, and so on.

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