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Developing IFAD’s Medium Term Plan (MTP) Including the Strategic Workforce Plan (SWP) And the Zero-Based Budget (ZBB)

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Developing IFAD’s Medium Term Plan (MTP) Including the Strategic Workforce Plan (SWP) And the Zero-Based Budget (ZBB) . Informal Seminar of the Executive Board Yukiko Omura Vice President. SWP. ZBB. What is the MTP?. MTP. The 2010-2012 Medium Term Plan:

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slide1
Developing IFAD’s Medium Term Plan (MTP)

Including the Strategic Workforce Plan (SWP)

And the Zero-Based Budget (ZBB)

Informal Seminar of the Executive Board

Yukiko Omura

Vice President

what is the mtp
SWP

ZBB

What is the MTP?

MTP

The 2010-2012 Medium Term Plan:

  • Aligns all resources (both human and financial) of IFAD to deliver on our Programme of Work as agreed in the Eighth Replenishment consultation report
  • A rolling plan that gives medium term perspectives

Programme of Work

mtp conceptual overview
Impact

Outputs

Departments

Budget Inputs

HR Inputs

Zero-Based Budget

StrategicWorkforcePlan and HR Reform

DevelopmentObjectives

Programmeof Work and Portfolio

PMD

CDS

FAD

CSSG

OPV

MTP: Conceptual overview
mtp a planning tool
1

8

7

2

9

3

6

10

4

5

11

MTP: A planning tool

The logframe: a snap shot of what is intended to be delivered during the Eighth Replenishment period and what tools are going to be used to monitor and evaluate our impact and effectiveness

mtp development objectives
MTP: Development Objectives

Impact

  • Development Objective
  • Accelerated expansion of production and incomes of smallholder farmers treated as business entities whose development is dependent upon stronger and more positive linkages to markets and the private sector
  • Results Measurement Framework Targets
  • Country Programmes:
    • With impact on macro-economic indicators of poverty reduction and agricultural development
    • That are rated positively for contribution to incomes and food security and adherence to aid effectiveness agenda
    • That are delivered through projects that are effective, sustainable and innovative

DevelopmentObjectives

programme of work
Programme of Work

Programme of Work 2010-2012

250 projects under implementation

117 new projects

US$ 3.0 billion new loans and grants

Outputs

Programmeof Work and Portfolio

DevelopmentObjectives

regional expected outputs
Regional Expected Outputs

Outputs

Examples of country-level outputs

DevelopmentObjectives

Programmeof Work and Portfolio

regional expected outputs8
Regional Expected Outputs

Outputs

Examples of project-level outputs

DevelopmentObjectives

Programmeof Work and Portfolio

8

global expected outputs
Global Expected Outputs

Outputs

Programmeof Work and Portfolio

DevelopmentObjectives

a reconfigured programme management department pmd
Programme Management Dept.

Associate VP

Departments

Programmeof Work and Portfolio

Operations Policy & Technical Advisory Division

Director

PMD

High Level Task Force on Global Food Security Crisis

Coordinator

Latin America & Caribbean Division

Director

CDS

Asia & the Pacific Division

Director

International Land Coalition

Director

Western & Central Africa Division

Director

FAD

Belgian Fund for Food Security Joint Programme

Programme Manager

Eastern & Southern Africa Division

Director

CSSG

Global Mechanism

Managing Director

Near East & North Africa Division

Director

OPV

Environment & Climate Division

Director

A reconfigured Programme Management Department (PMD)
  • Absorption of the Policy Division into the Operations and Technical Advisory Division
  • Creation of the Environment and Climate Division from the GECC Unit
  • New reporting lines for the hosted entities
programme management department pmd
Programme Management Department (PMD)

Departments

Programmeof Work and Portfolio

PMD

CDS

FAD

CSSG

OPV

  • Service lines:
  • Country programmes; project designs; project supervision; grant design and supervision
  • Main thrusts of planned improvement:
    • Strengthened country presence
    • Scaling-up
    • Focus on small-scale agriculture as business linked to markets and private sector
    • New and more relevant financial instruments (including middle income countries and fragile states)
    • Strengthened technical capacity

11

a new office of the chief development strategist cds
Departments

Office of the President and

Vice President

President

Vice President

Director, OPV

Programmeof Work and Portfolio

PMD

CDS

Finance & Administration Dept.

Chief Finance and Administration Officer

Office of the Chief Development Strategist

Chief Development Strategist

Programme Management Dept.

Associate VP Programmes

FAD

CSSG

OPV

A new Office of the Chief Development Strategist (CDS)
office of the chief development strategist cds
Office of the Chief Development Strategist (CDS)

Departments

Programmeof Work and Portfolio

PMD

CDS

FAD

CSSG

OPV

  • Service lines:
  • Analysis of poverty dynamics and development architecture
  • Strategic placement and guidance to operations
  • Knowledge management and innovation

Main thrusts of planned improvement:

  • New Strategic Framework
  • Report on rural poverty coming out regularly
  • Strengthened capacity to follow and engage in global policy dialogues in agriculture and rural development
  • Strengthened capacity to develop mid-to-long term strategies

13

a reconfigured finance and administration department fad
Departments

Programmeof Work and Portfolio

PMD

CDS

Finance & Administration Dept.

Chief Finance and Administration Officer

FAD

Financial Services Division

Director and Controller

Treasury Division

Treasurer

CSSG

Administrative Services Division

Director

OPV

IT Services Division

Director

A reconfigured Finance and Administration Department (FAD)

Move of two corporate services divisions

  • Human resources
  • Strategic planning and budget
finance and administration department fad
Finance and Administration Department (FAD)

Departments

Programmeof Work and Portfolio

PMD

CDS

FAD

CSSG

OPV

  • Service lines:
  • Financial services and investments management; information technology infrastructure; physical infrastructure
  • Main thrusts of planned change:
    • Financial management: Integrated corporate financial management; new IT- based loan and grant administration system; new financial products to respond to member needs; upgraded technical capacity to service new products and resource mobilization; Assertions & attestations (2011 & 2012)
    • Administrative cost management: Rationalization and streamlining reviews of key processes; IT support process to streamlining and automation; out-sourcing transaction-intensive activities
    • Support to country presence: Integration of decentralized operations into corporate financial and administrative support systems

15

a new corporate services support group cssg
Departments

Programmeof Work and Portfolio

Office of the General Counsel

Office of the Secretary

Office of the President & Vice President

PMD

CDS

Office of Audit and Oversight

North America Liaison Office

FAD

Communications Division

Human Resources Division

Strategic & Budget Planning Division

Arab & Gulf States Liaison Office

CSSG

OPV

A new Corporate Services Support Group (CSSG)

A conglomerate of divisions and offices with reporting lines to the Office of the President and Vice President

corporate services support group cssg
Corporate Services Support Group (CSSG)

Departments

Programmeof Work and Portfolio

PMD

CDS

FAD

CSSG

OPV

  • Service lines:
  • Corporate planning and performance management; support to Governing Bodies; communications; corporate human resource management; legal services; internal audit and investigation
  • Main thrusts of planned change:
    • Cluster of independent divisions essential to corporate strategy
    • Integration of all corporate plans and management platform for monitoring efficiency
    • Integration of communications and advocacy
    • Strategic management of human resources to support results agenda
    • Strengthening oversight and accountability

17

a unified office of the president and vice president opv
Departments

Office of the General Counsel

General Counsel

Office of the President and

Vice President

President

Vice President

Director, OPV

Office of Audit & Oversight

Director

Programmeof Work and Portfolio

PMD

Office of the Secretary

Secretary of IFAD

CDS

FAD

CSSG

OPV

A unified Office of the President and Vice President (OPV)

Resource Mobilization & Partnership Unit

Strategic Planning Division

Director

Human Resources Division

Director

  • A unified Office of the President and Vice President (OPV) working as one
  • Heads of the CSSG reporting to OPV

Communication Division

Director

North America Liaison Office

Director

Arab Gulf States Liaison Office

Director

a unified office of the president and vice president opv19
A unified Office of the President and Vice President (OPV)

Departments

Programmeof Work and Portfolio

PMD

CDS

FAD

CSSG

OPV

  • Service lines:
  • External relationship management; high level advocacy; overall internal management and coordination; corporate governance, resource mobilization
  • Main thrusts of planned change:
    • Coherent and sustained high level advocacy and relationship management
    • Vice President with direct responsibilities for HR, Strategic planning and budget and resource mobilization
    • Strengthened risk management
    • Change and Reform

19

strategic workforce plan swp
HR Inputs

PMD

StrategicWorkforcePlan and HR Reform

CDS

FAD

CSSG

OPV

Strategic Workforce Plan (SWP)
  • Function:
  • To ensure that IFAD has the right workforce in the right place with the right skills to achieve its targeted development impact through the programme of work and portfolio of projects. A workforce that is more decentralized, more focused on operations, more qualified for task.
  • Strategic Workforce Plan(planned completion Q3 2010):
    • Analysis of as-is workforce profile
    • Projection of to-be workforce to support programme of work and project portfolio impact
    • Inclusive (HQ and decentralized) strategy of rotation, recruitment, retention, release and development to achieve projected deployment
indicative workforce requirements in ftes
HR Inputs

PMD

StrategicWorkforcePlan and HR Reform

CDS

FAD

CSSG

OPV

Indicative workforce requirements(in FTEs)
indicative workforce requirements in ftes22
Indicative workforce requirements(in FTEs)

HR Inputs

PMD

StrategicWorkforcePlan and HR Reform

CDS

FAD

CSSG

OPV

22

human resources reform
HR Inputs

PMD

StrategicWorkforcePlan and HR Reform

CDS

FAD

CSSG

OPV

Human Resources Reform
zero based budget zbb
Budget Inputs

StrategicWorkforcePlan and HR Reform

Zero-Based Budget

PMD

CDS

FAD

CSSG

OPV

Zero-Based Budget (ZBB)
  • Functions:
  • Ensure that IFAD budgets are focused on providing the workforce and other requirements for delivering impact through the programme of work and portfolio – on the basis of chain of results and scrutiny of necessary costs and prioritization
  • Shift resources towards operations; contain administrative costs across all groups; raise efficiency
  • Methodology:
    • Covers all expenditures financed from all sources
    • Historic allocations discarded
    • Identification of service lines supporting POW and project portfolio
    • Specification and enumeration of key outputs
    • Challenge to costing base
indicative budget requirements
Budget Inputs

StrategicWorkforcePlan and HR Reform

Zero-Based Budget

PMD

CDS

FAD

CSSG

OPV

Indicative budget requirements
indicative budget requirements26
Budget Inputs

StrategicWorkforcePlan and HR Reform

Zero-Based Budget

PMD

CDS

FAD

CSSG

OPV

Indicative budget requirements
timeline and approval mechanisms
Budget Inputs

StrategicWorkforcePlan and HR Reform

Zero-Based Budget

PMD

CDS

FAD

CSSG

OPV

Timeline and approval mechanisms
thank you for your kind attention
Empowering the smallholder farmers (businesses) , especially women, to create wealth and move out of poverty

Thank you for your kind attention

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