Introduction, Session 1 and Session 2
Introduction Review of Retreat aims and agenda, review of last EG team retreat
Where are we starting from?
The EG Team in operation
The introductory session was an opportunity to learn about each team and discuss the objectives of the retreat, staff and areas of coverage for each team and related issues like reporting lines, working relationships with other teams in UNDP Suva, Solomon Islands, Samoa and PNG.
Each Project Manager / Specialist also spoke briefly about their team and issues covered included: their staff, budgets and donors, countries where they work in and strengths and weaknesses interms of programme delivery.
A key issue that was discussed during the session was how EG could better coordinate efforts to ensure that every team within EG delivers. It was noted that some teams were bigger than others interms of staff numbers and had the capacity to assist other teams. Project Managers also spoke about efforts to mobilize resources briefly highlighted pipeline projects and the possibility of EG team expanding.
Session 3
The new UNDP Strategic Plan and the Pacific SRDP. A new strategy for governance Country Director’s presentation focused on the newly approved Strategic Regional Development Plan and the its implications for the UNDP Pacific Office.
• The Sub-Regional Programme Document (SRPD) for 2018-2022, covering the Pacific Island Countries, was approved by the Executive Board in September. The CD emphasized the SRPD is both a programme strategy and indicative resource framework for the next five years.
• All new programmes aim to support the implementation of the SDGs in alignment with national priorities. The Pacific Sub Regional Programme, for example, will support SDG localization, building on MDG experiences.
• A large part of the discussion focused on decreasing core resource globally and the increasing need for all programmes to be more innovative with programmatic approaches to remain relevant and appealing for donor support.
• SRDP aims at greater integration of development solutions by bringing together support for governance, resilience and equity as core elements of their programme approach. Given this, the group discussed ways we could collaborate better as EG team and the greater UNDP Pacific Office to efficiently deliver programmes and make real impact in the communities we serve.
Session 4 Innovation in Governance
Following an informative presentation by UNDP Pacific Office Innovation Specialist, the following feedback and request for support were made:
• Innovation is about creating new methods that work that will help teams achieve results. That said, teams said there was a need to expose all staff to the concept and methodologies of innovation, see what works with teams and connect with people who have done innovation before and how these new ideas and methodologies could be incorporated in existing projects.
• The example of the Solomon Islands Youth project, that was developed with the assistance of UNPRAC, as one of the first projects developed with innovation elements. The project was used as an example of how new methodologies with real application can help us assist countries or communities we serve.
• It was suggested that the potential for proto-typing could be explored as part of innovation and then taken to donors and partners.
• It was emphasized by an EG staff member that innovation should be part of every team’s work, and given the diversity and wealth of experience in each team and the greater EG team, opportunities should be explored for greater collaboration on innovative projects and approaches.
• There was a request that the Innovation Specialist put teams in touch with individuals and UNDP / UN agencies around the world who are already working on innovative projects so that teams can learn more.
• A very useful tool to tap into is the Yammer platform where there is an innovation group that teams can get ideas on what other UNDP offices are doing and in due course share their own stories and experiences.
• Concerns were raised about bureaucracy in the UNDP system and it was suggested that innovation could be applied internally to reduce bureaucratic burdens programme. Innovation could work to the advantage of teams, especially as an enabling mechanism for programmes, to be more efficient and effective in programme.
Session 5: Delivering for the people (group work)
In 5 groups, the team looked at strengths and weaknesses in terms of delivery and potential areas for improvements.
Categories STRENGTHS WEAKNESSES IMPROVEMENTS
STAFFING
Broad skill set of programme and operations team members
Established stakeholder network
Visionary
Lack of trust in delegation
Good leadership Small team covers a large portfolio
Technical skills
Insufficient presence in countries we work in – capacity and staffing
Have more available resources
Better planning
Senior management intervention to solve and manage the dynamics ...better planning
In-house technical expertise and knowledge
Commitment and dedicated staff
To have less corporate activities that pull staff and resources from their main line of work
System that can be easily integrated across the board
Lack of staff training and exposure Out-posting of staff in key countries / and clarity of roles of JPOsSystems and Operations
Operationally functional to be a partner of choice
Systems in place
Bureaucracy
Many corporate requirements to comply with
Monthly briefings
Information sharing
Quality assurance related updates and information
Trust building with partners
Communications and Coordination
Visibility
Good relations with partners
Lack of information sharing Realistic workplans
Lack of coordination -silo effect in communication/coordination
Under staffing for programmes implemented in more than 10 countries
Lack of marketing and innovation regarding resource mobilization
Explore new models of implementation and support
Keeping the competitive edge -leveraging the regional platform more effectively
Undertake relevant and timely training with partners
Programmes
Resource mobilization Funding gaps – Ad-hoc project based
Quick response to country and regional issues
Established stakeholder network
Weak governance structures in governments make our work harder
Lack of internal collaboration
Unrealistic risk assessmentoverly ambitions and optimistic
Political dynamics (bureaucratic)
Project focused
Day 2
Session 7 – Promoting Effective Governance work
Induction programme for partners and stakeholders
Explore across programme support regionally
Better planning
Thinking outside the box
Following an overview presentation on communications provided by the concerned Effective Governance staff, the following feedback and requests for support were provided for further action and the related responses as follows:
External communications
• Enquiries were made regarding how to include articles in the PACNEWS round-ups and also accessing the related distribution list. Response: Request to convey materials to iComms through Jone.
• Enquiries were made on how posts can be shared on the UNDP Pacific social media pages. Request to convey the material to iComms through EG communications staff.
• Requests for training to be provided on effective social media use, in line with the UN/UNDP communications guidelines. The EG communications team conveyed this can be provided on a needs-basis in the coming days as a ‘brown bag’.
• There were queries regarding whether project staff can speak ‘on the record’ at UNDP events they are directly working on/connected with (under their projects etc.). It was conveyed that this may be done, but after speaking the persons are requested to kindly convey to communications staff that they have spoken with external stakeholders/media persons. For media engagements, in exceptional cases if UNDP staff are to represent UNDP Pacific, they may take the authorization from the CD/ResRep. The specifics on this point are to be followed up with iComms by the EG communications staff.
• The ‘reach’ and effectiveness of external communications (through media documents or social media) were also put forward. Maintaining and building on donor relations was also reflected as being an important part of external communications strategies. These topics can be further discussed during the trainings to be provided by the EG communications team. Social media measurement metrics to check external audience engagement also to be considered by EG communications staff when checking the ‘reach’ of posts.
Internal communication
• There was a query regarding if there is one focal person for EG communications. It was conveyed that all the communications persons under EG can provide support on a needs-basis, but bearing in mind their project priorities and respective workloads.
• A request was made regarding EG communications products (e.g., overview introductory brochure etc.), reflecting the work of the whole team. The EG communications team readily conveyed their support for preparing this.
• Concerns were conveyed that the approval process (as per the current drafted iComms SOP) is quite slow at approx. 2 weeks for clearance of these documents. A request was made to expedite this and reduce the timeline so that the news is still relevant for external stakeholders whilst fresh. The response conveyed was that this feedback will be relayed to iComms and the changes reflected in the SOP accordingly.
• There was a request, met with support, for learning budgets to be integrated into projects considering new trends within UNDP and negotiations with donors.
Session 8: Empowering Effective Governance Staff
This session focused on ways EG staff could be empowered to effectively carry out their duties to better contribute to the overall delivery of their teams.
What professional development opportunities are available?
• Develop a comprehensive induction package for new staff
• Request HR that detailed assignment opportunities be made available to the team
• Convene brown bag sessions by teams or collectively as EG (including inviting resource speakers to speak to the area of need)
• Supervisors to encourage EG staff to join Yammer-UNDP online discussion groups in your area of work
• Supervisors to encourage EG staff to participate in seminars and UNDP online courses
• Supervisors to encourage staff to participate in relevant workshops (both internal and external)
• Mentoring opportunities for new staff by senior staff
How can we pool information and learning?
• All staff who participate in trainings to compile and circulate report to EG team. This also includes BTOR which showcases learnings by different projects.
• Have a calendar of events that EG team members can access. Additionally, if EG team member is going on mission to a country, staff can follow-up on your activities
• Forecasting training opportunities and informing supervisors who then communicates to the TL
• Supervisors to share learning needs of the unit to TL
• As a way of empowering staff and sharing responsibilities, it was suggested that EG should be exploring ways to pool resources and work collaboratively instead of the silo approach that we tend to take. For example, the smaller teams could use the REACH graphic artist and Communications team if they needed, but in consultation with the REACH Programme Manager.
• There was a query about the learning budget allocation and which staff were entitled. It was clarified that: i) UNDP learning budget was US$40,000 for this year; and ii) only FTA contract holders were entitled to access the learning budget. It was suggested that the EG Team Leader make a case to senior management that both FTA and SE contract holders be entitled to access the learning budget.
• Mozeem is the current EG representative to the Learning Committee and staff can seek advice from him on training opportunities and how to access learning budget.
• A likelihood of the EG team growing with a few pipeline projects. Given this, work space will be a key issue but the team agreed they would like to stay together on the same floor. EG management must consider options for work space within Kadavu House or elsewhere as level 7 cannot accommodate everyone.
Annex 1
Attendees
1. Dyfan Jones – Team Leader, Effective Governance
2. Nanise Saune – Deputy Team Leader, Effective Governance
3. Mihaela Stojkoska – Anti-Corruption Specialist
4. Maria Adomeit – Anti-Corruption Adviser, UNODC
5. Maria Lee – Programme Assistant, Anti-Corruption
6. Anna Chernyshova - Programme Manager, Multi-Country Western Pacific Programme
7. Isikeli Valemei – Programme Associate, Effective Governance
8. Adelle Khan – Programme Associate, Effective Governance
9. Sala Mataikabara – Programme Associate, Effective Governance
10. Luisa Senibulu- Programme Analyst, Effective Governance
11. Jone Raqauqau – Communications Associate, Effective Governance
12. Christine Fowler – Programme Manager – ASJ, ROL and HR
13. Debra Williams – Programme Associate, REACH
14. Tevita Dawai – Deputy Programme Manager, REACH
15. Ardahshna – Finance Associate, REACH
16. Merewalesi Nanovo, IC, REACH
17. Milika Aisake, IC, REACH
18. Akuila Sovanivalu, IC, REACH
19. Viliame Vocevuka, UNV, REACH
20. Joeli Uluinayau, Graphic Designer, REACH
21. Salesi Savu, Outreach Coordinator, REACH
22. Arti Kumar, Programme Associate, Effective Governance
Naviti Resort, Coral Coast, Fiji
Afternoon / Evening Check in
7.00pm Evening meal
Annex 2 Retreat Agenda
Wednesday 13th September 2017
Thursday 14th September 2017
8.30am Introduction
Review of Retreat aims and agenda, review of last EG team retreat
09.15am Session 1 – Where we are starting from?
The EG team portfolio and staffing
09.45 Session 2 - The EG Team in operation
Strengths and weakness in current operations and activities How do we improve delivery?
10.45 Tea Break
11.00 Session 3 – Innovation in Governance
What is ‘innovation’ and what are the new and innovative governance approaches being trialled by UNDP through the world?
Innovation in resource mobilisation and in office working.
12.30 Lunch
13.30
Nanise Saune
Team Leader and project leads
Facilitator: Hamidan Bibi
Johannes Shunter
E-mail catch up window - Opportunity for staff to respond to urgent office emails
14.00 Session 4 – The new UNDP Strategic Plan and the Pacific SRPD. A new strategy for governance: Discussion
15.30 Tea Break
Country Director
15.45
Session 5 – Delivering for the people (group work)
Within our office what are the challenges in delivering our work and what are the opportunities for freeing EG staff to focus on delivering change for Pacific people?
This sessions follows on from some of the issues raised in session 2.
17.00 END
Facilitator: Hamidan Bibi
17.00 – 18.00 E-mail catch up window - Opportunity for staff to respond to urgent office emails
18.30 – 19.30 Cocktail Evening Free
Friday 15th September
08.30 Review of Day Team Leader
09.00 Staff Town Hall Meeting
EG team to join by skype
10.30 Tea Break
11.00 Session 7 – Promoting EG work
How can we better promote the EG work being done by the Pacific Office in Fiji?
Examples of good practice and challenges.
12.15 Empowering Effective Governance staff
How can we improve our skills and capacity to better deliver?
What professional development opportunities are available?
How can we pool information and learning?
Facilitator: Nanise Saune
Wrap up and Close Team Leader
Jone Raqauqua, Ria Sen, Tomoko Kashiwazaki