VI.D: Integrated Management
Integrate planning, budgeting, performance and human resource management Other Information:
129. The strategic plan, 2008-2011 is based on an integrated financial resource framework covering development and management
activities funded from both regular and other resources. The resource alignment reflected in the strategic plan is supported
by two distinct resource frameworks that are submitted to and considered separately by the Executive Board – the programming
arrangements framework, 2008-2011, and the biennial support budget, 2008-2009. These frameworks are inextricably linked. Comprehensive
and results-based operational plans at the country office and unit levels, derived from the strategic plan, drive the allocation
of resources. Thus the alignment and integration of the strategic plan with the resource frameworks and operational plans
provide for coherent planning, budgeting and reporting on the allocation and utilization of resources, in line with planned
results. 130. The programming arrangements framework is the regular resource funding framework that supports the development
objectives reflected in the strategic plan. Top priority is given to the allocation of resources to low-income countries,
with emphasis on strengthening national capacities in support of achieving the MDGs. The biennial support budget represents
management plans for implementing and supporting UNDP activities and support to the United Nations system. With the introduction
of results-based budgeting in the 2008-2009 biennial support budget, management activities are planned and resources allocated
for the first time based on results. The classification and attribution of all resources will be aligned with: (a) Support
to United Nations system-wide coordination; (b) UNDP programmes and related costs; and (c) Management functions. 131. To enhance
the delivery and effectiveness of UNDP work, human resources have to be aligned with the needs of the organization. UNDP will
strengthen strategic human resource management so that the skills mix and staff capacity mirror corporate requirements. The
current demographic makeup of UNDP indicates a very high retirement rate over the course of the plan: talent management including
succession planning, career development and staff ‘retooling’ warrant special attention. 132. In line with the focus on accountability
and performance management, and the need to institutionalize this in the human resource management system, an ethics office
function and ethics training are being introduced. Strengthened learning, especially in the substantive programmatic areas
and in leadership and management skills, will enhance staff capacities to implement the strategic plan effectively. 133. Some
key outputs and performance targets for 2008-2011 include: (a) Competency needs framework completed and rolled out by 2008;
(b) Succession planning framework implemented by 2008; (c) Gender and diversity benchmarks in line with the TCPR resolution
59/250 in place and targets achieved; (d) Implementation of a learning strategy addressing strategic plan priorities as well
as management and leadership skills training; (e) Professional development and certification programmes available and implemented
in functional areas by 2009. 134. The strategic plan offers performance-based indicators for monitoring the three dimensions
of UNDP work: development, coordination, and management. This is the basis for a monitoring and evaluation framework of the
strategic plan. Tools already in place will be consolidated and refined to establish an integrated, coherent system to support
results management throughout the organization, aligned with the strategic plan. The information management system will enable
the organization to access, interpret and analyse the same set of data, thereby enhancing transparency and effectiveness.
Indicator(s):
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