1. Business Process Review Briefing prepared for Directors & Responsible Chiefs to share with staff 28/07/2015

2. 1 Optimised Regional / Country office structures Reorganized and consolidated Policy Departments Establishment of Central Research Department Increased geographical & staff mobility Improved internal communications Realigned organizational structures Built critical mass by focusing on areas of critical importance Strengthened external relationships and partnerships Optimized functioning of GB and ILC Now we need to «hard wire» in this change and make it sustainable Since 2012, we have come along way on our journey of Reform … Introduction of Flagship Reports New Contracts Policy Roles & Responsibilities clarified And more to come...

3. 2 We now need to go further and deeper Reform Agenda Technical excellence & quality policy advice Delivering as “one ILO” Increased influence in the multilateral system Improved internal communication Effectiveness, efficiency, transparency and fairness Quality service delivery As a part of improving quality service delivery and effectiveness, efficiency, and transparency, the Reform Agenda includes “a thorough review of business processes”. «HQ» «Field» «Comms»

4. 3 2016 -17 P&B Highlights 60 positions re-profiled to better meet the technical needs in the regions & at HQ $6m reinforcement of technical capacity in the regions $2.5m in regular budget technical cooperation resources for the regions $2.67m contribution towards the funding of the UN Resident Coordinator system 2 nd Regional Meeting in 2016 in Asia & the Pacific & in 2017 in Europe & Central Asia in resources for oversight purposes We will redeploy $25m to strengthen technical capacity Our commitment to the Governing Body

5. 4 We know there is a lot of frustration out there… “How can share documents with my GTT colleagues easily” “Work is being duplicated or not being done at all” “Why does it take such a long time to get an invoice paid ” “Bottlenecks in the system mean everything is delayed” “I am still uploading PDF’s to the website one – by- one” “ Its stopping me doing the job I love ” “ Why is budgeting so complex ” “We are buried under admin” Early extracts from contractor interviews “We keep re- inventing what should be standard approaches”

6. 5 We need a better approach “A new level of efficiency & effectiveness can’t be attained merely by ‘squeezing more’ out of the old ways of working” Guy Ryder – Director General, ILO

7. 6 Administrative Services & Business Process Review objectives

8. 7 Project principles – same as previous Reviews Consultative approach throughout Improving the way we do our work Transparent process This doesn’t mean we won’t be making some tough decisions Over 50 interviews planned with Directors and Staff in HQ, the Regions & at a country level Regular communications planned on progress

9. 8 A ‘fresh set of eyes’ from a firm that has had extensive experience in improving processes in other similar organisations A considerable amount of work to look at processes in detail; too big for an internal team to tackle alone Considered the best way of introducing new processes that are as robust as they are simple and practical based on experience Why use an external consultancy for this review?

10. 9 Team Greg Vines DDG-MR Gilbert Houngbo DDG-FOP Sandra Polaski DDG-POL Luca Bormioli Adnan Chughtai Peter Rademaker Bojana Sosic Tine Staermose Steven Webb Mike Buchholtz STEERING COMMITTEE PROJECT COORDINATION TEAM With support from contractor

11. 10 In scope Finance IT & Information Management HR processes Procurement Document Preparation Programming & Fundraising Performed by any department or unit in any location Business Processes

12. 11 Simplified project time line Setting the scope Diagnostic (process analysis) Design Implementation 2 weeks8 weeks~12 weeks Starting Jan 2016 Kick-off (Jul 13) Agree Scope Recommend priority processes Prioritisation & phasing Decision Points by Steering Committee Communication Updates planned throughout

13. 12 What does success look like? A higher share of the budget devoted to direct service delivery to constituents More streamlined & modernized procedures requiring less work time of both support staff & users A stronger orientation to service, collaboration, & efficiency Embedded cultural change & continuous improvement