Services Communs Introduction

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1 Services Communs Introduction
C1. Introduction to Common Services First Session, immediately after Opening Session T1. Suggested statement: The objective of this session is to: Acquire from the participants their own group definition of common services, as well as their views on benefits and constraints to be encountered in the implementation of common services. Provide the participants with a brief summary on the UNDG CS Programme

2 QUE SONT LES SERVICES COMMUNS
Définition par le groupe (flipchart) Avantages des services communs (cartes vertes) Défis/contraintes (cartes oranges) This is for the initial group exercise and should be on the screen to ease participants reference in terms of what they need to do. This supplements the step-by-step Session Design instructions for C1

3 Définition des Services Communs
Définition de l ’Assemblée Générale des NU: "Services partagés par une organisation avec une ou plusieurs autres organisations au sein du système des NU, par des mécanismes officiels ou non formels.” (AG A/55/461)

4 Types de Services Communs
Agence exécutante Géré par une agence pour d’autres agences Services extérieurs Services conjoints fournis par le secteur privé Services Partagés Financés et gérés conjointement par l’équipe de pays Mis en commun Contributions conjointes en nature plutôt qu’en liquidité What are the types of Common Services? Present this slide to participants and if time permits, you may want to ask them of their own understanding, experience and knowledge with each of the types above. There may be other types which are mutations but these are the most general of all. Use this portion to generate more discussions and to offload anxieties Careful not to carry the discussions too long or it may result into a “gripe session” between organizations.

5 Contraintes à prévoir Protection turf et mentalité “silo”
Anxiété des petits par rapports aux grands Vieilles procédures et processus de travail Processus et systèmes différents Concepts de revue et d’audits trop conservateurs Charge de travail et temps additionnel Appui et intérêt au niveau de l’équipe dirigeante What are the challenges to Common Services arrangements? Discuss these challenges - they should expect these constraints as advocates of common services Ask participants to add more to the list, cite some from the cluster board exercise. Allow them to offload some of their frustrations

6 Avantages Economie Mise en commun de petites ressources individuelles
Plus de pouvoir de marchandage et d’esprit de groupe - cartel Meilleure profit du réseau Amélioration de la qualité des services Opportunités pour des initiatives innovatrices de projets pilotes What are the Benefits of Common Services? Define each of the benefits above Ask participants to add more to the list Cite some of those in the VIPP cluster Ask them what they see are “progressive and innovative” – remind them that CS is not only for administrative matters but could also pertain to HR initiatives (i.e. Joint learning approaches, HIV/AIDS in the Workplace). You will note that positive interventions increase given the offloading exercise of the other slide on Constraints.

7 The CS Mandate 03 04 05 06 Retraite du CEB Chefs des agences EXCOM
Chief Executive Board Common coherent country programme and operations Rationalized country presence through Joint Office, Common Services Chefs des agences EXCOM TCPR Triennial Comprehensive Policy Review Full integration of operational activities at country level This is an active slide which requires clicking for every region shown. It is strongly recommended that you test the slide show first to ensure that you are comfortable with the sequence of the presentation. This slide summarizes the mandate given to the CS programme. More info on acronyms: CEB- chaired by the SG and the members are all the heads of UN organizations UNDG ExComms – chaired by UNDP administrator and includes ExDirs of UNICEF, UNFPA and WFP TCPR (Triennial Comprehensive Policy Review) – GA body that oversees the UNDG reform programme Integrated country presence ‘one entity’ RAPPORT 2005 DU SG

8 Phase du plan de travail (04-05)
Evolution des SC Phase pilote (02-03) Phase du plan de travail (04-05) Prochaines étapes Niveau Global Equipes régionales 8 pays pilotes Coordination/HQ Atteindre 100% Equipes régionales This is an active slide which requires clicking for every region shown. It is strongly recommended that you test the slide show first to ensure that you are comfortable with the sequence of the presentation. This slide summarized the evolution of the CS programme, from its initial pilot programme effort to its current global outreach. The types of CS have also evolved from in-house CS arrangements to the next level of CS which involves support to Country Programme implementation. Types de SC ont aussi évolué avec le temps OLD NEW Pouch, medical, voyages, transport, achats, exécution des programmes

9 Généralisation des services communs dans les bureaux de pays des NU
Buts et Objectifs Couvrir tous les pays Outils & Soutien 3 nouveaux services communs 10% d’économie budgétaire par agence et par an Généralisation des services communs dans les bureaux de pays des NU

10 “Boite à outils” Services Communs
SC – Ateliers et Missions techniques Renforcement des capacités et formations Suivi des Résultats Soutien des connaissances par le Web Audit inter-agences

11 Approche Régionale Six Régions de Services Communs: Asie/Pacifique
Afrique de l’Est/ du Sud Afrique de l’Ouest États Arabes/ Afrique du Nord Amérique Latine/Caraïbes Europe de l’Est/CIS

12 Experts des Services Communs Régionaux (ESC)
4 ESC Régionaux à temps partiel Chacun soutenu par 4 ECS à temps partiel 2 ESC régionaux à plein temps

13 ROLE DES ESC RÉGIONAUX APPUI AU DÉVELOPPEMENT DES SC
RENFORCEMENT INSTITUTIONNEL, FORMATION DES COMITES DE GESTION - OMT’s CONSEILLERS TECHNIQUES ET FORMATEURS FACILITATION DES ACCORDS RÉGIONAUX ET INTER-RÉGIONAUX DE TRAVAIL EN RÉSEAUX, (DE COLLÈGUES À COLLÈGUES) SUIVRE ET INFORMER SUR LES PROGRÈS DES SC APPUYER LES BUREAUX LOCAUX RÉFRACTAIRES À UN CHANGEMENT DE POLITIQUE.

14 Approche de régionalisation
Siège Site Web Demande du Bureau de pays Point focal régional Expert SC Coordinates IA interventions for target countries Links countries to technical area experts (i.e. procurement, logistics) Strengthens operational linkages between country teams (buddy system approach/peer2peer) Facilitates regional and global networking Raises awareness of CS support available (funds training...) Works with HQ: On CS policy issues/constraints that need to be addressed In identifying countries needing support and type of support needed Reporting and tracking progress User of technical/financial assistance Share local experience and lessons learned Regional and peer networking Sustain CS activities Support to COs on general operations areas (assessing, planning, governance/ management and reporting) + follow-up Technical advice and support to COs on specific technical areas (i.e. procurement, logistics) + follow-up Groupe d’Experts techniques: Equipement, Logistique, Radio Com, etc.

15 HQ Structure MANAGEMENT GROUP 10 Working Groups report to MG
Toshiyuki Niwa (Chair/UNICEF) Jan Mattsson (UNDP) Susanna Malcorra (WFP) Subhash Gupta (UNFPA) + other UNDG agencies COMMON PREMISES & SERVICES RC ISSUES PROCUREMENT FINANCIAL POLICIES PERSONNEL SERVICES (adhoc) Many of the participants will wonder who are the actors involved with UN reform in relation to their organizations. Who is the Management Group (MG)? Senior level functionaries on the rank of Assistant Secretary General compose the MG currently chaired by UNDP How many Working Groups (WG) exist ? Seven WGs currently report to the MG, however 2 sub-WGs (Procurement and Audit) have specifically been established under the Joint Office initiative. A WG on Legal has recently been organized however they meet irregularly and are considered “Informal” JOINT OFFICE ICT AUDIT HACT Advisory (Harmonized Appro. To Cash Transfer) MDTF (Mult. Donor Trust Fund) 10 Working Groups report to MG

16 Rôle de membres OMT DÉVELOPPEMENT PROGRESSIF DES SC
INVITER D’AUTRES PARTENAIRES ET ASSOCIÉS DANS LE PAYS RÉSEAU DE TRAVAIL AVEC D’AUTRES PAYS DU SC USAGE D’ACCORDS RÉGIONAUX DES ESC ASSURER LA PARTICIPATION DU PERSONNEL NATIONAL MAINTENIR LES AGENDAS DES SC COMME UN SUJET PERMANENT

17 Introduction au Modèle d’Approche par Processus pour Services Communs
We shall now touch upon the first phase of the CS Approach Model – ASSESSMENT.

18 Modèle d’Approche par Processus pour Services Communs
Inventaire des Opportunités Planification Let us first refresh ourselves on the 4 phases of the CS Approach Model, they are…. Read each one to the participants Gestion Prise de décision

19 CADRE DE GOUVERNANCE UNCT Prise de décision Propositions Directives
Rapports Analyses Directives Décisions Ligne de conduite OMT Inventaire, Planification et Direction Rapports de mise en oeuvre Résultats Techniques Instructions Termes de Référence Groupe de Travail-Services Communs Intrants techniques

20 CADRE DE GOUVERNANCE Sommaire des Options UNCT OMT Directives
Équipe de Travail OMT Sommaire des Options Inventaire Des Opportunites Intrant Technique Directives

21 CADRE DE GOUVERNANCE UNCT OMT Intrant technique Plan de Faisabilité
Planification OMT Équipe de Travail Intrant technique

22 CADRE DE GOUVERNANCE Prise de décision Accord signé UNCT OMT
Équipe de Travail OMT Accord signé Prise de décision

23 CADRE DE GOUVERNANCE UNCT Équipe de Travail Appui technique
Rapport Périodique OMT Gestion Équipe de Travail Appui technique

24 CADRE DE GOUVERNANCE UNCT OMT GROUPE DE TRAVAIL Gestion Accord Signé
Plan de Faisabilité OMT Accord Signé Rapports Périodiques Sommaire des Options Intrant Technique Inventaire des Opportunites Gestion Planification Directives

25 Services Communs Modèle par Processus
Guide Opérationnel Cadre de Gouvernance Rapports périodiques UNCT Processus continu Plan de faisabilité Prise de décision Sommaire d’options Directive OMT Gestion Planification Inventaire Accord signé As presented earlier, this CS Process Approach model fits into the country office governance framework as exemplified in this slide. Task Force Input technique Input technique Input technique

26 Introduction au Modèle d’Approche par Processus pour Services Communs
We shall now touch upon the first phase of the CS Approach Model – ASSESSMENT.

27 Modèle d’Approche par Processus pour Services Communs
Inventaire des Opportunités Planification Let us first refresh ourselves on the 4 phases of the CS Approach Model, they are…. Read each one to the participants Gestion Prise de décision

28 Services Communs Modèle par Processus
Guide Opérationnel Cadre de Gouvernance Rapports périodiques UNCT Processus continu Plan de faisabilité Prise de décision Sommaire d’options Directive OMT Gestion Planification Inventaire Accord signé As presented earlier, this CS Process Approach model fits into the country office governance framework as exemplified in this slide. Task Force Input technique Input technique Input technique

29 Planification Evaluation Prise de Decision Gestion

30 Inventaire Sommaire des Options Inventaire des services existants
Besoins opérationnels / priorités Coûts préliminaires et avantages Gestion des services communs Sommaire des Options

31 Inventaire Ce qui fonctionne SC existants Mécanismes de gestion
Feedback des clients Ce qui fonctionne

32 L’étendue des possibilités
Besoins Opérationnels et Priorités Etablir une liste des besoins et des priorités Ce qui fonctionne / Ce qui ne fonctionne pas L’étendue des possibilités des services communs

33 Coût et Avantages Valeur ajoutée des services communs
Détermination des coûts basiques Détermination des avantages principaux Utilité des services Nécessité des services Valeur ajoutée des services communs

34 Gestion des Services Communs
Rôle des bénéficiaires Rôle des gestionnaires/revue Prise de décision et supervision Spécification technique/opérationnelles Services Communs gérables

35 Inventaire: Recapitulation
Inventaire des services existants Besoins opérationnels / priorités Coût preliminaire et avantages Gestion des services communs See Sample Let’s recap! Assessment of the possible; will lead to the development of an Options Report for submission to the Country Team (CT). This function is mostly performed by the OMT, although in selected cases Task Forces/WG’s or external consultants will deal with specific technical and operational issues. Inventory of existing services; starting from UN common system functions (salary surveys, place to place surveys, housing surveys etc.) and expanding into other services, the existing level of cooperation should be reviewed. Operational needs and priorities; in a number of situations, Programme priorities or country specific situations could provide indications for common services. These should be reviewed in consultation with the Country Team (Provide an example!) Preliminary cost and Benefits; as we are in the preliminary stages of the process we need rough estimations of associated benefits and costs of the CS identified. These need not be exact, as details can be assessed during the planning stage. Common Service Management; these are institutional arrangements that a common service may require i.e. admin. system, decision making and oversight etc. OPTIONS Report: is ‘optional’ IF the OMT feels comfortable jumping into a detailed feasibility study, which includes detailed financial and technical analyses. A good sample is hyperlinked so that OMT can actually take a look before doing the group work. (Hand out the sample report) Do the “easy” first Sommaire des options SCs

36 List of Existing CS ~ Hyperlinked Sample ~ ADMIN Services:
Pouch/courier Security Travel Cafeteria Building Maintenance and Cleaning Common House/premises/ sub-offices Dispensary Fuel Library/Docs Centre/multimedia center PABX Reception Staff transportation Hotel/Guest houses/ field staff housing Meeting Conference facilities, Vehicle Maintenance (admin fleet) Insurance Commissary IT Internet/ VSAT LAN/LAN management FINANCE Services Banking Cashier IVA recovery system C. Supply, shipping and Logistics Procurement HF/VHF Radio Communication Custom clearing and forwarding Vehicle Maintenance (programme fleet) Reproduction center, printing, publications Common dbase supplier Warehousing HR Services Consultancy/NPPP rates Privileges and Immunities Staff insurance Common dbase consultants Health services HIV/AIDS in the Workplace PER for CS staff

37 Lao PDR: Medical Services Questionnaire
~ Hyperlinked Sample ~ Lao PDR: Medical Services Questionnaire How many times have you or family members sought medical care in 2002? 2. If you need medical care for yourself/family, is your first approach generally in: Lao ? b) Out of Lao? Do you seek medical care at different facilities for minor illnesses than for major ones? a) Yes b) No, if so where? For complete list of questions, Click Below to: Return

38 Planification Evaluation Prise de Decision Gestion

39 Un Modèle pour Services Communs
Approche par Processus Un Modèle pour Services Communs

40 Planification Evaluation Prise de Decision Gestion

41 Plan de Faisabilité Planification
Fonctions du service et spécifications Ressources et coûts Gestion et responsabilité Plan de Faisabilité

42 Fonctionnement du Service et Spécifications
Critère d’appréciation du service Possibilités techniques Droits et obligations Rendements opérationnels attendus Faisabilité Technique et Opérationnelle

43 See Cost benefit Samples:
Ressources et Coûts Ressources humaines Biens meubles et immeubles Coûts opérationnels / Récurrents Estimation des économies attendues Partage des coûts Budget annuel Mobilisation de Ressources Mécanisme de décaissement See Cost benefit Samples: Premises Mail/Courier Faisabilité Financière

44 Gestion et Responsabilité
Prise de décision et mécanisme de supervision Mécanisme de mise en oeuvre Plan de Travail / Business Plan Standard/critère de détermination de la responsabilité globale Suivi de la Performance Faisabilité Institutionnelle

45 Planification: Récapitulation Plan de Faisabilité
Fonction du service et spécifications Ressources et coûts Gestion et responsabilité Plan de Faisabilité

46 Planification Evaluation Prise de Decision Gestion

47 Un Modèle pour Services Communs
Approche par Processus Un Modèle pour Services Communs

48 Planification Evaluation Prise de Decision Gestion

49 Prise de Décision Accord signé Revue par les agences
Négociations inter-agences Préparation de documentation Accord signé

50 Revue par l’ Agence Position de l’Agence Réalité des coûts
Rentabilité et economie d’échelle Controle, audit, supervision Délégation d’autorité Équité Prévoyance Efficience Résultats Effectifs Position de l’Agence

51 Négociations Inter - agences
Plateforme pour négociation Accords sur les Systèmes de gestion (Adm) Accords sur les taches et les gestionnaires des services Périodicité des rapports Modalités de mise en œuvre et milestones(étapes) Système de gestion/suivi de la performance Plan annuel de travail et Budget Accord de Principe

52 Préparation de Documents
Comptes-rendus des réunions Notes prises Accord de base Conditions minimales Revues et révision Adhésion / Rejection Documentation

53 Récapitulation: Prise de Décisions Documentation Signée
Revue par agence Négociations inter-agences Préparation de documents Documentation Signée

54 Planification Evaluation Prise de Decision Gestion

55 Un Modèle pour Services Communs
Approche par Processus Un Modèle pour Services Communs

56 Planification Evaluation Prise de Decision Gestion

57 Gestion Services Communs Améliorés et continus
Démarrage (OMT gouvernance) Mise à disposition des services Gestion/suivi de la performance Supervision Services Communs Améliorés et continus

58 Démarrage Services Communs Mise en Place Mobilisation des ressources
Revue et rapport sur les milestones Établissement de systèmes administratifs Services Communs Mise en Place

59 Prestation de Services
Plan de travail annuel Budget annuel Collecte des fonds Établissement des contrats Décaissements Rapport financiers Rapport d’activités Produit final

60 Gestion/Suivi de la Performance Rapports de Performance
Critères de performance Indicateurs de mesure Periodicité des rapports Audits Rapports de Performance

61 Feedback sur la Performance
Supervision Globale Apprentissage institutionnel Renforcement des capacités Innovation / Amélioration Feedback sur la Performance

62 Récapitulation Gestion Démarrage /(OMT Gouvernance)
Prestation de services Gestion/suivi de la performance Responsabilité globale Services Communs Rendus et Ameliores

63 Services Communs Modèle par Processus
Guide Opérationnel Cadre de Gouvernance Rapports périodiques UNCT Processus continu Plan de faisabilité Prise de décision Sommaire d’options Directive OMT Gestion Planification Inventaire Accord signé As presented earlier, this CS Process Approach model fits into the country office governance framework as exemplified in this slide. Task Force Input technique Input technique Input technique

64 Planification Evaluation Prise de Decision Gestion

65 Basic Cost Benefit Analysis
Common Premises Agency Current Rent/ annual Projected Rent /annual Current Operating costs /annual  Projected Operating costs/ annual Fit out costs/ annual Projected Cost Savings UNDP UNICEF UNFPA -Number and type of CS -Apportionment of costs: based on space, # of staff, etc. -Qualitative components: increased efficiency through CS -One-time capital investment costs: construction, renovation, relocation, project manager 1 2 3 There are 3 basic components to this very basic cost benefit analysis for common premises. Click In order to determine whether moving to new premises has financial merit, you need to know 1) current & projected rental costs, 2) current & projected operating costs, and 3) one-time fit-out costs. Projected rental cost: This cost should be based on a percentage of space used by each agency, based on JIU standards. When planning for space, UNCT needs to think about projected staffing as well. Projected operating costs: the following issues need to be considered before determining the projected operating costs:  types and number of new CS, qualitative components: better access to services, improved efficiency. Example: ‘in house’ travel agency cost apportionment base (based on agencies’ space usage? # of staff? # of phone line for common phone charge? bandwidth for internet charge? etc.)  Fit out costs: Fit-out costs are ‘ONE TIME’ capital investment costs, not annual one -- thus calculations can not be made assuming they are annual. The one-time fit-out costs may include cost of renovation, project manager, temporary relocation & moving costs, security upgrade, etc.    Naturally, cost savings should be achieved by efficient use of space via establishing one reception, common conference rooms, cafeteria, mail, library etc, as well as economies of scale (facilities maintenance, security, telecommunications, transportation etc.)

66 In 5 yrs, total cost will go down. It makes sense to move !
UNDP Scenario Agency Current Rent/ annual Projected Rent /annual Current Operating costs /annual  Projected Operating costs/ annual Fit out costs/ annual Projected Cost Savings or cost UNDP $ 5K $ 0  $10K  $ 7K $ 30K  Is this a good move for UNDP? Let’s look at costs in 5 yrs. Let’s do a simple analysis! Case of UNDP Let’s assume that UNDP currently pays $5 rent annually and has $10 operating costs. Since the Government has offered a rent-free building to the UN, UNDP’s rent will be $0. The UNCT plans to create a number of new CS, and as a result, UNDP’s projected operating cost is expected to go down to $7 per year. Click Now, does this move make sense to UNDP financially in 5 yrs? If UNDP did NOT move, it would have spent $75 in 5 yrs to remain at the current location. However, if UNDP DID move, it would have spent only $65 at the new place. So the answer is yes. Keep in mind that this is a rough estimate only looking at numbers!! If UNDP didn’t move: Rent ($25K) + current operating costs ($50K) = $75K If UNDP did move: Rent ($0) + future operating costs ($35K) + fit out cost ($30K) = $65K In 5 yrs, total cost will go down. It makes sense to move !

67 Cheaper to stay where you are, even after 5 yrs!
UNICEF Scenario Agency Current Rent/ annual Projected Rent /annual Current Operating costs /annual  Projected Operating costs/ annual Fit out costs/ annual Projected Cost Savings or cost UNICEF $ 5K $ 0  $5K  $ 10K $ 20K  Is this a good move for UNICEF? Let’s look at costs in 5 yrs. Case of UNICEF Let’s assume UNICEF also pays $5 rent annually but has only $5 current operating costs. Contrary to UNDP, UNICEF’s projected operating costs will double, and its share of fit out cost is expected at $20 based on its space usage. Click Now, does this move make sense to UNICEF financially in 5 yrs? If UNICEF did NOT move, it would have spent $50 in 5 yrs to remain at the current location. However, if it DID move, it would have spent $70 at the new place. So the answer is no. UNICEF should stay at the current premises. Keep in mind that this is a rough estimate only looking at numbers!! If UNICEF didn’t move: Rent ($25K) + current operating costs ($25K) = $50K If UNICEF did move: Rent ($0) + future operating costs ($50K) + fit out cost ($20K) = $70K Cheaper to stay where you are, even after 5 yrs!

68 Basic Cost Benefit Analysis
All agencies combined: 5 yr analysis Agency Current Rent/ annual Projected Rent /annual Current Operating costs /annual  Projected Operating costs/ annual Fit out costs/ annual Projected Cost Savings or cost UNDP $ 25k ($5*5) $ 0  $50K ($10*5)  $ 35K ($7*5) $ 30K  Save $10k  UNICEF $ 25k ($5*5) $25k  $ 50k ($10*5) $ 20K  Cost up by $25k UNFPA $ 0 $10k $15k $ 10K Cost up by $35k Does this move make sense to the UNCT as a whole? Click Let the audience come to their own conclusion. Now UNFPA’s figures have been added to the overall picture. Look at the projected cost savings column, only UNDP would save $10 in 5 yrs. The costs of UNICEF and UNFPA will go up. Therefore, the answer is no. NOTE: ‘Common Premises Module’ has more detailed information on premises issues. You might want to present this optional module at a later stage. Does this move make sense to UNCT as a whole?

69 Run by agency vs. joint outsourcing
Cost Benefit Analysis Mail Services Run by agency vs. joint outsourcing This is a summary page of a Cost and Benefit Analysis (CBA) prepared by UNICEF Manila to compare costs and benefits of operating a registry and mailroom services on its own versus doing it jointly with other UN agencies. Do not go into the details here. Just explain that UNICEF Manila realized approx. $15,600 annual cost savings via jointly outsourcing the mail-related services. The CBA analyzes savings by combining volumes of each agency to be able to leverage with service providers, negotiate for lower rates and gain economies of scale. It includes a review of administrative requirements and capacities and redefining organizational structures to meet these needs and priorities, identifying outsourcing opportunities, simplifying work processes and improving staff productivity. Now, let’s look at the above line-items individually.

70 Let's look first at the additional discounts and reduced rates that UNICEF Manila was able to negotiate by combining the volumes and transactions of UN agencies in the Philippines. UN agencies’ mail distribution requirements include international and domestic mails (documents and parcels), diplomatic pouch, same-day deliveries within the cities and postal requirements. This shows the top 10 destinations of UNICEF Manila international mails in a year. It summarizes the number of documents and parcels sent to each of the 10 countries (plus the combined volume for the rest of the other countries), the total weight, and the rate charged by the service provider based on volume, destination, weight and frequency of the different categories of international mails (parcels, documents, registered mails and postal). As a result of combining the international mails of UN agencies based in Manila, the UN System was able to negotiate collectively for a reduced rate equivalent to 56% lower than what UNICEF Manila was paying on its own.

71 This shows the top 10 destinations of UNICEF Manila domestic mails in a year. It summarizes the number of documents and parcels sent to each of the 10 provinces and cities (plus the combined volume for the rest of the other provinces), the total weight, and the rate charged by the service provider based on volume, destination, weight and frequency of the different categories of domestic mails (express mails, ordinary mails, registered mails, parcels and postal). As a result of combining the domestic mails of UN agencies based in Manila, the UN System was able to negotiate collectively for a reduced rate equivalent to 35% lower than what UNICEF Manila was paying on its own.

72 This shows the destinations of UNICEF Manila pouches in a year
This shows the destinations of UNICEF Manila pouches in a year. It summarizes the number of pouches sent to headquarters of UN agencies in New York, Bangkok and Geneva, and the costs of sending these pouches based on combined volume, weight and frequency of diplomatic pouches of UN agencies based in Manila. No savings generated from pouches since this joint initiative already existed before the common courier services was introduced. The UN agencies who have handled the different pouches were already extended preferred rates by service providers because of the combined volume.

73 UNICEF Manila contracts 2 motorized messengers to deliver mails around the city and do collections for its fund raising campaign (PSD). By outsourcing these tasks with the same courier service provider who has larger resources, better facilities and a wider network, UNICEF Manila was able to get better services at a cheaper rate equivalent to 30% lower than when these tasks were contracted individually.

74 By outsourcing the services jointly with the other UN agencies, UNICEF Manila was able to reduce headcount by one person (Registry Clerk). The joint UN initiative also created an opportunity for the country office to restructure its administrative unit and reduce one more staff (Utility man) by outsourcing clerical and manual tasks that included messenger work and distribution of internal correspondences to the different sections and between other UN agencies in the same premises. It also resulted to enriching the functions of one of the existing staff (Operations Assistant) and improving staff productivity. In addition to the above, the office was able to relieve one driver (20% of his time) from delivering and picking up mails and pouches, packages and other documents. A Courier Administrator was hired and cost shared with other UN agencies based on total annual cost of transactions. UNICEF share based on annual volume is 24%. The TOR of the Courier Administrator includes managing the UN Mailroom, quality assurance, providing accurate and timely management and operational reports, reviewing rates, process flows and administrative systems, coordinating performance review of service providers, coordinating the preparation of the Annual Work Plan and budget, and evaluating new technologies and industry trends.

75 A common UN Mailroom was established to service the registry and mail distribution requirements of all participating UN agencies. The total cost of renovating the mailroom was shared by participating UN agencies based on total annual volume of transactions.

76 Office maintenance covers the expenses required to operate the UN Mailroom. These include office supplies, share for building maintenance, utilities (water and electricity) and security based on area occupied by the Mailroom, telephone and leased line charges. Office Maintenance costs is shared by participating agencies based on annual cost of transactions.

77 The contract with the service provider includes the provision of 4 qualified staff for the UN Mailroom (1 Mailroom Assistant, 1 Internal Messenger, 2 External Messengers), computers, mail management software/system, mail tracking system and mailroom equipment. The mailroom services cover the collection, sorting and distribution of incoming and outgoing international and domestic mails and pouches, internal and external dispatch within the UN System, mails through the Post Office and messenger services. For these resources and services, a Mailroom Management Fee is charged by the service provider every month. UNICEF cost shares this management fee based on total annual volume and costs.

78 Run by agency v.s joint outsourcing
Cost Benefit Analysis Mail Services Run by agency v.s joint outsourcing Again, this is the summary page you saw at the beginning of this PPT. It is very clear that outsourcing the service jointly with other agencies achieved cost-savings, increased productivity, and improved operational effectiveness.

79 END Again, this is the summary page you saw at the beginning of this PPT. It is very clear that outsourcing the service jointly with other agencies achieved cost-savings, increased productivity, and improved operational effectiveness.