Implementation and Progress of the UNV Strategic Framework and Global Programmes

Report Cover Image
Evaluation Plan:
2016-2017, UNV
Evaluation Type:
Others
Planned End Date:
10/2017
Completion Date:
09/2017
Status:
Completed
Management Response:
Yes
Evaluation Budget(US $):
160,000

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Title Implementation and Progress of the UNV Strategic Framework and Global Programmes
Atlas Project Number:
Evaluation Plan: 2016-2017, UNV
Evaluation Type: Others
Status: Completed
Completion Date: 09/2017
Planned End Date: 10/2017
Management Response: Yes
Corporate Outcome and Output (UNDP Strategic Plan 2014-2017)
Evaluation Budget(US $): 160,000
Source of Funding:
Evaluation Expenditure(US $): 160,000
Joint Programme: No
Mandatory Evaluation: No
Joint Evaluation: No
Evaluation Team members:
Name Title Email Nationality
GEF Evaluation: No
Key Stakeholders:
Countries: GLOBAL
Lessons
Findings
Recommendations
1

For the next Strategic Framework, UNV should design clearer and more concise theories of change with a more aligned results framework. The overall logic of the Strategic Framework should also explain how UNV aims to contribute to the achievement of the SDGs.

  • The TOC should be more concrete and ideally visualised through a graphic representation showing clear links between inputs, outputs and outcomes. It should be accompanied by a realistic Integrated Results and Resources Matrix (IRRM) that fully reflects each element of the TOC to facilitate monitoring, reporting and evaluation of results. UNV should elaborate an IRRM that contains only valid and reliable indicators that UNV is able to report on, as well as ambitious but realistic targets based on previous analysis of potential partner demands and UNV’s capacities. The IRRM should be supported by an M&E plan that facilitates monitoring and reporting processes during implementation. UNV also needs to further work on developing indicators and data collection mechanisms to be able to measure the contribution of UN Volunteers towards peace and development. Overall, the next SF should clearly reflect UNV’s ability to provide volunteer solutions relevant to the achievement of the SDGs.
2

UNV should continue to implement its Results-Based Management (RBM) Framework and pay attention to those elements that strengthen Monitoring, Evaluation and reporting capacities, as well as knowledge management and information sharing. Further efforts must be made to consolidate data gathering mechanisms that identify valid indicators and appropriate methods to collect data. Business intelligence can complement these efforts through a system that captures and shares business related data to encourage the better use of information throughout the organisation.

  • A priority should be to integrate different reporting processes and align or streamline different taxonomies and methods that are currently used among different units and organisational levels. This should lead to the ability to better differentiate types of information to be collected (information on volunteer mobilisation and management, knowledge and advocacy and programming, partnerships, among others) and identify appropriate methods to collect this data. Data collection should be streamlined in coherent central databases for key information, preferably by leveraging latest Information and Communication Technology (ICT). In addition, UNV should provide some guidance and templates to the UN host agencies for the creation of work plans that can be used as a basis for reporting on concrete contributions that volunteers make to the organisations’ results and the SDGs. This reporting mechanisms could substitute the current performance appraisals and should be done online. In addition, the collection of evidence-based information will allow UNV to complement the currently practiced story telling by an evidence-based communication on the contribution of volunteers.
3

Without investing again too heavily on internal thinking processes, UNV should update key strategies and create “light” versions to facilitate the implementation of the next Strategic Framework.

  • UNV should think about reducing the number of strategies by combining areas that are complementary like communications and advocacy or partnerships and civil society engagement strategy. UNV should ensure that strategies are accompanied by practical implementation guidelines or tools for the regional and field level to enable operationalisation. Ideally, strategies will clearly reflect Integrated Resource and Results Matrix (IRRM) outputs and will be translated into concrete approaches per region. Regional offices should be leading on creating the regional approach with the participation of UNV Headquarters and Field Units.
4

UNV should focus its programming approach on those key areas where partners perceive it to have a key added value and that can be most clearly linked to its mandate: VI and Youth.

  • Considering that UNV has made strong communication efforts over the past years to inform partners about the five Global Programmes, which have generated considerable interest of some partners, UNV needs to be careful how this more focused approach will be communicated. In addition, UNV should remain flexible to respond to partners’ programming needs. A good approach might be to see volunteer infrastructure and youth as two overarching areas under which UNV can still work on specific topics, e.g. volunteer infrastructure for disaster risk reduction.
  • In line with a more focused thematic approach, UNV should also revise its strategic use of the Special Voluntary Fund for programming and evaluate possibilities to invest more in larger projects and programmes instead of implementing a high number of small scale initiatives. In addition, UNV should pay more attention to further mobilising volunteers under other financial modalities in joint projects and programmes.
  • In addition, UNV should revise the design of the Youth Volunteer modality in comparison with the regular UN Volunteers modality to avoid overlaps and confusion among partners and clearly define characteristics of each modality.
5

UNV should continue the process of enhancing field presence and correct the current overlapping of tasks and responsibilities among several units and levels of the organisation. UNV should try to mitigate the dichotomy that has been created within the organisation and foster a more collaborative approach between different units and organisational levels.

  • Roles at Headquarters, Regional Offices and Field Units need to be well defined and clear communication channels and reporting lines need to be established. UNV should ensure that further enhancement of field presence does not lead to more bureaucracy but rather to facilitating improved coordination, knowledge management and sharing of experiences between the different organisational levels, as well as among the different units at Headquarters. The strengthening of the field level should include the allocation of staff positions that fill the role of Programme Officers in key Field Units. This will enable a stronger positioning of UNV at the field level and greater continuity of partner engagement for mobilisation, programming and advocacy purposes.
6

For the next Strategic Framework, to diversify its partnership base, UNV should finalise the design of more concise value propositions per type of partner, making clear what the organisation has to offer and why each type of partner should work with UNV. While UNV should continue strong collaborations with the top three UN partners (DPKO/DPA, UNDP and UNHCR) it should continue efforts to strengthen its work with other UN agencies and to diversify financing partnerships.

  • Despite considerable efforts in developing value propositions for programming and financing partners through the Resource Mobilisation Toolkit currently under development, there is still the need to finalise this partnership approach and align it with the next Stragegic Framework. In addition, more concrete guidance should be developed for all organisational levels to strategically work with advocacy partners. UNV should periodically revise the value propositions according to partner needs and global trends.
7

UNV should better integrate and coordinate partnership management of all types of partners by assigning clear responsibilities and focal points, as well as by defining internal communication processes in order to avoid duplication of efforts and to ensure that all partnership information is collected in a systematic way and included in a shared database. The partnership platform project already identified by UNV can be an opportunity in this regard.

  • It is important to set up a mechanism to effectively consolidate and share partnership information in order to ensure communication flows between different organisational levels. Additionally, in order to be more efficient and avoid duplications, it is necessary to continue strengthening partnership management and ensure it is better coordinated by a structure that allows for decentralising this responsibility at all organisational levels, while at the same time coordinating all partnership information efforts centrally in order to create synergies and efficiently respond to partners’ needs.
  • UNV needs to ensure it effectively manages and collects information on partnerships from all organisational levels and should move forward the partnership platform project already identified as a good opportunity to collect and systematise all partnership information in one database.
8

UNV should put more emphasis on the complementary character of mobilisation and programming to improve its communication. With this, UNV should further strengthen external communication efforts with partners and leverage the volunteer community of current and former UN Volunteers for advocacy work.

  • A clear communication of UNV’s organisational identity should be streamlined with internal and external audiences. Particularly, communication to UN partners should more clearly explain UNV’s concept of volunteerism within the UN system and how the different modalities, including the Online Volunteers, fit into the overall volunteer concept. UNV should especially pay attention to explaining the difference between UN Volunteers deployed to UN agencies’ offices and other UN contracts such as Junior Professional Officer (JPO) contracts. UNV's communication products should show a balance of stories of UN Volunteers that work at community level and UN Volunteers that work at the national and regional offices of UN agencies.
  • Furthermore, UNV should explore ways to tap into the vast community of current and former UN Volunteers for communication and advocacy work taking advantage of the previous efforts made in this regard. Many former UN Volunteers have staff positions at different agencies, but also work with the private sector, NGOs or governments and could support UNV in spreading its messages. UNV could explore the possibility of creating a UNV alumni or champions network with dedicated former UN Volunteers that are willing to further advocate for UNV and volunteerism beyond their assignments. Additionally, current UN Volunteers can support the Regional Offices and Field Units in communication and advocacy efforts. This aspect could be better included in Descriptions of Assignment (DoA)/ work plans and agreed on with host agencies.
1. Recommendation:

For the next Strategic Framework, UNV should design clearer and more concise theories of change with a more aligned results framework. The overall logic of the Strategic Framework should also explain how UNV aims to contribute to the achievement of the SDGs.

  • The TOC should be more concrete and ideally visualised through a graphic representation showing clear links between inputs, outputs and outcomes. It should be accompanied by a realistic Integrated Results and Resources Matrix (IRRM) that fully reflects each element of the TOC to facilitate monitoring, reporting and evaluation of results. UNV should elaborate an IRRM that contains only valid and reliable indicators that UNV is able to report on, as well as ambitious but realistic targets based on previous analysis of potential partner demands and UNV’s capacities. The IRRM should be supported by an M&E plan that facilitates monitoring and reporting processes during implementation. UNV also needs to further work on developing indicators and data collection mechanisms to be able to measure the contribution of UN Volunteers towards peace and development. Overall, the next SF should clearly reflect UNV’s ability to provide volunteer solutions relevant to the achievement of the SDGs.
Management Response: [Added: 2017/09/05] [Last Updated: 2017/09/05]

UNV accepts this recommendation and agrees that there is a need to establish a clearer results framework for the next Strategic Framework. The UNV 2014-2017 Strategic Framework was the first for the organization and through the findings, conclusions and recommendations of a mid-term review and final evaluation of the Strategic Framework, UNV will work to improve the next UNV Strategic Framework 2018-2021.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The UNV Strategic Framework 2018-2021 will be developed with a clearly outlined theories of change/results chain detailing the expected results linked to the outputs and outcomes required to achieve the expected results. These will be detailed in the methodological notes accompanying the implementation and monitoring of the SF.
[Added: 2017/09/05] [Last Updated: 2018/08/27]
Executive Office (ExO) / Volunteer Advisory Services Section (VASS) 2018/06 Completed The UNV Strategic Framework 2018-2021 along with the Integrated Results Matrix has been finalized and will be presented to the Executive Board in January. A basic results chain is included in the Integrated Results Matrix and a more robust theory of change along with the methodological notes are currently being developed. They will be informed by the evaluability assessment of the UNV Strategic Framework 2018-2021.
The UNV Strategic Framework 2018-2021 will be accompanied by an integrated results and resources matrix (IRRM) with articulated indicators and targets. The indicators will be clearly linked to the outcomes and outputs, representing every result level. Targets will be based on analysis of UNV’s past achievements as well expected capacities and available resources under the new structure following the transformation.
[Added: 2017/09/05] [Last Updated: 2018/08/27]
Office of the Executive Coordinator (OEC) 2018/06 Completed The UNV Strategic Framework and Integrated Results Matrix (without resources) with outcomes and outputs is finalized and will be presented to the Executive Board in January 2018. The indicators, baselines and targets will along with required resource will be completed following the 2017 end of year reporting and as part of the 2018 work planning efforts. A management retreat to undertake these efforts is scheduled for April 2018.
UNV’s value proposition to UN Member States and UN partner entities to support their efforts in delivering SDGs will be clearly formulated.
[Added: 2017/09/05] [Last Updated: 2018/01/15]
Executive Office (ExO) / Volunteer Advisory Services Section (VASS) 2017/12 Completed The UNV Strategic Framework 2018-2021 clearly outlines the value proposition as well as linkages to SDGs. In addition, the Integrated Resources Matrix includes the following outcome indicator "Percentage of countries reporting the positive contribution of volunteerism to the Sustainable Development Goals in voluntary national reports on progress towards the Goals."
A monitoring and evaluation framework, including IRRM Indicators Methodological Notes, will be developed to support the Strategic Framework 2018-2021. An evaluability assessment of the Strategic Framework will be undertaken to inform the M & E plan.
[Added: 2017/09/05] [Last Updated: 2018/08/27]
Executive Office (ExO) 2018/06 Completed The UNV Strategic Framework 2018-2021 along with the Integrated Results Matrix has been finalized and will be presented to the Executive Board in January. A basic results chain is included in the Integrated Results Matrix and a more robust theory of change along with the methodological notes are currently being developed. They will be informed by the evaluability assessment of the UNV Strategic Framework 2018-2021 that is currently being undertaken by an external expert.
2. Recommendation:

UNV should continue to implement its Results-Based Management (RBM) Framework and pay attention to those elements that strengthen Monitoring, Evaluation and reporting capacities, as well as knowledge management and information sharing. Further efforts must be made to consolidate data gathering mechanisms that identify valid indicators and appropriate methods to collect data. Business intelligence can complement these efforts through a system that captures and shares business related data to encourage the better use of information throughout the organisation.

  • A priority should be to integrate different reporting processes and align or streamline different taxonomies and methods that are currently used among different units and organisational levels. This should lead to the ability to better differentiate types of information to be collected (information on volunteer mobilisation and management, knowledge and advocacy and programming, partnerships, among others) and identify appropriate methods to collect this data. Data collection should be streamlined in coherent central databases for key information, preferably by leveraging latest Information and Communication Technology (ICT). In addition, UNV should provide some guidance and templates to the UN host agencies for the creation of work plans that can be used as a basis for reporting on concrete contributions that volunteers make to the organisations’ results and the SDGs. This reporting mechanisms could substitute the current performance appraisals and should be done online. In addition, the collection of evidence-based information will allow UNV to complement the currently practiced story telling by an evidence-based communication on the contribution of volunteers.
Management Response: [Added: 2017/09/05]

UNV accepts this recommendation and agrees that there is a need to continue implementation of the UNV RBM Framework and strengthen M&E and reporting capacity. UNV further agrees that there is a need to streamline, simplify and integrate results reporting at various level, as well as a need to harmonize taxonomy and leverage available latest ICT solutions.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Web-based Volunteer Reporting Mechanism to collect results-oriented volunteer reporting will be developed and rolled-out with accompanying communication and training plans.
[Added: 2017/09/05] [Last Updated: 2018/08/27]
Executive Office (ExO) /Information Communication Technology Section (ICTS) 2018/03 Completed The Volunteer Reporting Mechanism development has been finalized and is scheduled for roll-out in March 2018
UNDP Corporate Planning System will integrate results planning and reporting for all UNV areas of work as well as gathering intelligence from UNV extended data warehouse.
[Added: 2017/09/05] [Last Updated: 2018/08/27]
Executive Office (ExO) and Information Communication Technology Section (ICTS) 2018/06 Completed
Harmonization of taxonomy across all business systems and applications will be implemented.
[Added: 2017/09/05] [Last Updated: 2018/11/02]
Executive Office (RBM Team))/Information Communication Technology Section (ICTS) 2018/12 Overdue-Initiated
Revamping UNV Intranet to be an effective tool for information and knowledge sharing, internal communications and corporate record management.
[Added: 2017/09/05] [Last Updated: 2018/10/30]
Office of the Executive Coordinator (OEC)/External Relations (ExRels) /Operations Section (OS)/Information Communications Technology Section (ICTS)/Volunteer Advisory Services Section (VASS) 2018/12 Completed UNV intranet has been moved to Sharepoint and and is now a central internal communications and knowledge sharing tool for all sections and offices
3. Recommendation:

Without investing again too heavily on internal thinking processes, UNV should update key strategies and create “light” versions to facilitate the implementation of the next Strategic Framework.

  • UNV should think about reducing the number of strategies by combining areas that are complementary like communications and advocacy or partnerships and civil society engagement strategy. UNV should ensure that strategies are accompanied by practical implementation guidelines or tools for the regional and field level to enable operationalisation. Ideally, strategies will clearly reflect Integrated Resource and Results Matrix (IRRM) outputs and will be translated into concrete approaches per region. Regional offices should be leading on creating the regional approach with the participation of UNV Headquarters and Field Units.
Management Response: [Added: 2017/09/05]

UNV accepts the recommendation and is already making progress in simplifying and stream-lining a variety of processes. The restructuring and new organizational structure which will be in place as part of the transformation process will involve devolution of decision making authority and will empower the regional offices and field units. UNV will work to move its work and business closer to its clients in the regions and countries. This will require more involvement from these levels of the organization to ensure operationalization of strategies, policies and processes.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNV will undertake an assessment of current strategies to identify those that will remain relevant in the new strategic framework. This will identify and strengthen those strategies which directly support the SF and accompanying IRRM. Following this review, UNV will phase out irrelevant strategies and consolidate and simplify any remaining relevant strategies.
[Added: 2017/09/05] [Last Updated: 2018/08/27]
Office Executive Coordinator (OEC) 2018/03 Completed
UNV will undertake consultations with regional offices and selected field units as necessary, to ensure strategies, policies and processes are relevant and contextualized for implementation.
[Added: 2017/09/05] [Last Updated: 2018/08/27]
All Sections 2018/06 Completed
UNV will create communication and implementation plans for each strategy. The plans will ensure that the updated strategies are communicated to all levels of the organization (HQ, Regional Offices and Field Units) and that clear guidance and trainings for the implementation of the strategies is available and appropriate to each level of the organization.
[Added: 2017/09/05] [Last Updated: 2018/08/27]
All sections/Human Resources Section (HRS) 2018/06 Completed
4. Recommendation:

UNV should focus its programming approach on those key areas where partners perceive it to have a key added value and that can be most clearly linked to its mandate: VI and Youth.

  • Considering that UNV has made strong communication efforts over the past years to inform partners about the five Global Programmes, which have generated considerable interest of some partners, UNV needs to be careful how this more focused approach will be communicated. In addition, UNV should remain flexible to respond to partners’ programming needs. A good approach might be to see volunteer infrastructure and youth as two overarching areas under which UNV can still work on specific topics, e.g. volunteer infrastructure for disaster risk reduction.
  • In line with a more focused thematic approach, UNV should also revise its strategic use of the Special Voluntary Fund for programming and evaluate possibilities to invest more in larger projects and programmes instead of implementing a high number of small scale initiatives. In addition, UNV should pay more attention to further mobilising volunteers under other financial modalities in joint projects and programmes.
  • In addition, UNV should revise the design of the Youth Volunteer modality in comparison with the regular UN Volunteers modality to avoid overlaps and confusion among partners and clearly define characteristics of each modality.
Management Response: [Added: 2017/09/05]

UNV accepts this recommendation. During the Strategic Framework 2014-2017 UNV undertook a more programmatic approach, identifying five priority areas and developed five global programmes and accompanying global projects. Based on the final evaluation of the UNV SF 2014-2017 as well as internal review and analysis, this was not an effective approach for UNV. The next Strategic Framework 2018-2021, including the new Volunteer Infrastructure Global Programme and revised strategies, will re-focus UNV on Volunteer Infrastructure with specific youth targets.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
UNV will have only one Global Programme, Volunteer Infrastructure (VI). The new VI Global Programme will include specific youth volunteer priority targets to address volunteer infrastructure related to youth. It will also be the basis for responding to partner needs according to different SDG thematic areas.
[Added: 2017/09/05] [Last Updated: 2018/11/16]
Volunteer Advisory Services Section (VASS) 2018/12 No Longer Applicable [Justification: Further review of UNV's approach to VI has concluded that a global programme is not recommended, but rather an advisory structure at HQ, supported by outposted VI specialists in ROs will suffice, and ROs can then pitch individual VI projects to the SVF steering committee.]
No Global VI programme will be developed
Within the new VI Global Programme and the Youth modality, based on the SF 2018-2021 Theory of Change, UNV will link the youth modality to expected results related to youth volunteerism. This will clarify the role and definition of youth volunteers versus “young” volunteers. In addition, this will be communicated to partners and volunteers.
[Added: 2017/09/05] [Last Updated: 2018/11/16]
Volunteer Advisory Services Section (VASS) 2018/12 No Longer Applicable [Justification: Further review of UNV's approach to VI has concluded that a global programme is not recommended, but rather an advisory structure at HQ, supported by outposted VI specialists in ROs will suffice, and ROs can then pitch individual VI projects to the SVF steering committee.]
No global VI programme will be developed
In line with the development of the next Strategic Framework 2018-2021, UNV will undertake a review of the current Terms of Reference for the Special Voluntary Fund (SVF). This will be done through a consultative process with Member States. Any agreed changes will be formalized through revised Terms of Reference along with any required internal guidance or processes.
[Added: 2017/09/05] [Last Updated: 2018/08/27]
External Relations (ExRels) /Office in New York (ONY) 2018/06 Completed Consultations with the Executive Board have been completed, all member states agreed to increased flexibilization of use of the SVF and SVF ToRs has been revised to reflect this. Internal guidance and processes are currently being developed.
Specific methods to incorporate thematic areas within the VI global programme will be explored as part of the final Global Programme Evaluation.
[Added: 2017/09/05] [Last Updated: 2018/11/16]
Volunteer Advisory Services Section (VASS) 2018/12 No Longer Applicable [Justification: Further review of UNV's approach to VI has concluded that a global programme is not recommended, but rather an advisory structure at HQ, supported by outposted VI specialists in ROs will suffice, and ROs can then pitch individual VI projects to the SVF steering committee. ]
An evaluation of the Global Programmes will no longer be undertaken.and no global programme will be developed
5. Recommendation:

UNV should continue the process of enhancing field presence and correct the current overlapping of tasks and responsibilities among several units and levels of the organisation. UNV should try to mitigate the dichotomy that has been created within the organisation and foster a more collaborative approach between different units and organisational levels.

  • Roles at Headquarters, Regional Offices and Field Units need to be well defined and clear communication channels and reporting lines need to be established. UNV should ensure that further enhancement of field presence does not lead to more bureaucracy but rather to facilitating improved coordination, knowledge management and sharing of experiences between the different organisational levels, as well as among the different units at Headquarters. The strengthening of the field level should include the allocation of staff positions that fill the role of Programme Officers in key Field Units. This will enable a stronger positioning of UNV at the field level and greater continuity of partner engagement for mobilisation, programming and advocacy purposes.
Management Response: [Added: 2017/09/05]

UNV accepts this recommendation.  Through the Transformation Plan UNV will simplify processes; move functions to become closer to partners; enhance accountability through clearer reporting lines and the removal of structural duplications; and make UNV more flexible to partner needs through the establishment of more partnerships functions (both UN and other partners), volunteer solutions and advisory service functions. In 2016 UNV undertook an internal communication survey to identify areas for improvement and an action plan has been developed.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The new organizational structure outlined within the Transformation Plan empowers regional offices and field units through the devolution of decision making authority and functional accountabilities. Implementation of the Transformation Plan will include clear roles, responsibilities and reporting lines as identified in job descriptions (especially between organisational levels). In addition, some functions will be clustered under a new service centre to minimise current duplications and enhance economies of scale.
[Added: 2017/09/05] [Last Updated: 2018/01/15]
Office of the Executive Coordinator (OEC) 2018/01 Completed The UNV transformation was finalized in January 2018 and regional offices are in the process of being fully staffed. Field units are now supervised by regional offices and reporting structures have been streamlined and clearly communicated.
UNV’s country presence will be re-focused on LDCs, mission contexts, strategic investments and volunteer mobilisation thresholds, and will be led by empowered National staff Programme Officer positions.
[Added: 2017/09/05] [Last Updated: 2018/10/31]
Office of the Executive Coordinator (OEC) 2018/12 Completed The UNV transformation was finalized in January 2018 and regional offices are in the process of being fully staffed. Field units are now supervised by regional offices and reporting structures have been streamlined and clearly communicated. UNV's country presence is finalized with UNV country presence in 61 countries
Implementation of the UNV Internal Communications Improvement Plan 2017-2018 will address improved collaboration and communication between HQs, ROs and FUs.
[Added: 2017/09/05] [Last Updated: 2018/11/16]
ExO 2019/02 Initiated
6. Recommendation:

For the next Strategic Framework, to diversify its partnership base, UNV should finalise the design of more concise value propositions per type of partner, making clear what the organisation has to offer and why each type of partner should work with UNV. While UNV should continue strong collaborations with the top three UN partners (DPKO/DPA, UNDP and UNHCR) it should continue efforts to strengthen its work with other UN agencies and to diversify financing partnerships.

  • Despite considerable efforts in developing value propositions for programming and financing partners through the Resource Mobilisation Toolkit currently under development, there is still the need to finalise this partnership approach and align it with the next Stragegic Framework. In addition, more concrete guidance should be developed for all organisational levels to strategically work with advocacy partners. UNV should periodically revise the value propositions according to partner needs and global trends.
Management Response: [Added: 2017/09/05]

UNV accepts this recommendation and acknowledges the importance of strengthening and expanding its partnership base. Improved partnerships were an expected result of the UNV SF 2014-2017 that was not achieved. However, several initiatives are under development and will be further improved and implemented in-line with the Transformation Plan and the development of the next UNV SF 2018-2021.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
Through UNV Transformation Plan, accountability for UN partnership management will be clearly assigned.
[Added: 2017/09/05] [Last Updated: 2018/01/15]
Office of the Executive Coordinator (OEC) 2017/09 Completed Through the UNV transformation, the UNV Office in New York (ONY) is responsible for UN accounts and and the Office has been appropriately staffed. In addition, related partnership responsibilities have been streamlined and clarified.
The Resource Mobilization Toolkit will be finalized to support all levels of the organization supporting partnership development (HQ, ROs and FUs) and will provide appropriate tools and resources for each of these levels.
[Added: 2017/09/05] [Last Updated: 2018/11/16]
External Relations Section (ExRels) 2018/12 Overdue-Initiated The RMT as drafted before transformation and linked to UNV programmatic roles/duplicating UNDP partnerships toolkits has been discontinued and replaced by the new ERCS partnerships strategies accompanied by requisite tools, resources and SOPs designed specifically for UNV under the new structure and Strategic Framework. Expected to be adopted by the Management team on 21 November
Partnerships functions will be represented in the TORs for new Regional Manager positions, to be complemented by new communications and outreach functions at the regional level. In addition, dedicated resources for emerging partnerships will be included in the new UNV structure.
[Added: 2017/09/05] [Last Updated: 2018/01/15]
Office of the Executive Coordinator (OEC) 2017/09 Completed These partnership functions are included in the regional manager ToRs through the transformation and regional managers have all been recruited.
Introducing Customer Relationship Management solution for Client Management and Partnerships Management.
[Added: 2017/09/05] [Last Updated: 2018/11/16]
Office in New York (ONY)/External Relations (ExRels)/Information Communication Technology Section (ICTS) 2018/12 Overdue-Initiated UNV’s first digital platform for Analytics and Investment (AIS) has been launched as precursor of CRM. CRM needs assessment drafted by ERCS and shared with other responsible sections.
7. Recommendation:

UNV should better integrate and coordinate partnership management of all types of partners by assigning clear responsibilities and focal points, as well as by defining internal communication processes in order to avoid duplication of efforts and to ensure that all partnership information is collected in a systematic way and included in a shared database. The partnership platform project already identified by UNV can be an opportunity in this regard.

  • It is important to set up a mechanism to effectively consolidate and share partnership information in order to ensure communication flows between different organisational levels. Additionally, in order to be more efficient and avoid duplications, it is necessary to continue strengthening partnership management and ensure it is better coordinated by a structure that allows for decentralising this responsibility at all organisational levels, while at the same time coordinating all partnership information efforts centrally in order to create synergies and efficiently respond to partners’ needs.
  • UNV needs to ensure it effectively manages and collects information on partnerships from all organisational levels and should move forward the partnership platform project already identified as a good opportunity to collect and systematise all partnership information in one database.
Management Response: [Added: 2017/09/05]

See management response and key actions for Recommendation 2 and Recommendation 6.

Key Actions:

8. Recommendation:

UNV should put more emphasis on the complementary character of mobilisation and programming to improve its communication. With this, UNV should further strengthen external communication efforts with partners and leverage the volunteer community of current and former UN Volunteers for advocacy work.

  • A clear communication of UNV’s organisational identity should be streamlined with internal and external audiences. Particularly, communication to UN partners should more clearly explain UNV’s concept of volunteerism within the UN system and how the different modalities, including the Online Volunteers, fit into the overall volunteer concept. UNV should especially pay attention to explaining the difference between UN Volunteers deployed to UN agencies’ offices and other UN contracts such as Junior Professional Officer (JPO) contracts. UNV's communication products should show a balance of stories of UN Volunteers that work at community level and UN Volunteers that work at the national and regional offices of UN agencies.
  • Furthermore, UNV should explore ways to tap into the vast community of current and former UN Volunteers for communication and advocacy work taking advantage of the previous efforts made in this regard. Many former UN Volunteers have staff positions at different agencies, but also work with the private sector, NGOs or governments and could support UNV in spreading its messages. UNV could explore the possibility of creating a UNV alumni or champions network with dedicated former UN Volunteers that are willing to further advocate for UNV and volunteerism beyond their assignments. Additionally, current UN Volunteers can support the Regional Offices and Field Units in communication and advocacy efforts. This aspect could be better included in Descriptions of Assignment (DoA)/ work plans and agreed on with host agencies.
Management Response: [Added: 2017/09/05]

UNV accepts this recommendation with the exception of the alumni or champions network which is partially accepted. The alumni network is currently under consideration but will only be further developed based on the ability to identify alumni and the available resources to dedicate to the effort.

Key Actions:

Key Action Responsible DueDate Status Comments Documents
The UNV Strategic Framework 2018-2021 more clearly identifies promotion of volunteerism and the benefits of volunteerism as the primary work of UNV. This will be communicated to all levels of UNV (HQs, ROs and FUs).
[Added: 2017/09/05] [Last Updated: 2018/01/15]
Office of the Executive Coordinator 2018/01 Completed The UNV Strategic Framework has included the promotion of volunteerism as outcome 1 and the SF has been presented to staff during an all staff town hall.
Guidance for promoting volunteerism and the role of UNV in this will be developed for staff working with partners at each of the organizational levels. The Communications Associates in each of regional offices will directly contribute to ensuring the guidance is contextualized for each region and available in appropriate languages.
[Added: 2017/09/05] [Last Updated: 2018/11/16]
VASS/ROs/ERCS 2018/12 Overdue-Initiated Guidance will be developed and contextualized following the completion of the transformation and the full staffing of the regional offices including the content associates who are currently under recruitment.
Communications Associates in each of regional offices will directly contribute to ensuring the guidance is contextualized for each region and available in appropriate languages.
[Added: 2017/09/05] [Last Updated: 2018/11/16]
ROs/ERCS 2018/12 Completed Guidance will be developed and contextualized following the completion of the transformation and the full staffing of the regional offices including the content associates who are currently under recruitment.
UNV will explore the possibilities of implementing an alumni or champions network. This should include consideration of resources required, options for engagement, and a cost-benefit analysis.
[Added: 2017/09/05] [Last Updated: 2018/11/16]
External Relations (ExRels) 2018/12 Completed The implementation of an alumni or champions network will be explored in the ERCS 2019 workplan following the completion of the transformation and the full implementation of the Regional Office structures and work flows.

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