Induction Session 18 January 2012
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- Lawrence Walsh
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From this document you will learn the answers to the following questions:
What is the project portfolio based on?
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1 Executive Board Induction Session Induction Session 18 January 2012 Resource Management and Accountability Resource Management Department & Accountability Department 1
2 Resource Management and Accountability Department RM Department Overview RM Divisions and Office Deputy Executive Director And Chief Financial Officer Business Innovation & Support Office (RMI) Robert Opp Budget and Programming Division (RMB) Sean O Brien Finance and Treasury Division (RMF) Pedro Guazo Performance & Accountability Division (RMP) Chris Kaye 2
3 Resource Management and Accountability Department RM Department Overview RM Divisions and Office Deputy Executive Director And Chief Financial Officer Business Innovation & Support Office (RMI) Robert Opp Budget and Programming Division (RMB) Sean O Brien Finance and Treasury Division (RMF) Pedro Guazo Performance & Accountability Division (RMP) Chris Kaye 3
4 RM Department consolidates all major resource management functions in one Department RM Department has integral role across all resource management functions RM 'mandate' to support HQ Units, Regional Bureau and Country Offices Plan Budgeting Impleme ntation Resource programming Measure and monitor Project balances Performance and risk management Review and report Financial statements /reports Annual Perf. Report (APR) Oversight provide a clear structure of internal accountabilities and managerial control to safeguard the organizations resources and promote stronger accountability. Insight provide managers with meaningful information on the performance of the organization and its business units. Financial Accounting Treasury Internal control strengthening Foresight identify likely events generating risks and opportunities, promoting actions to minimize risks and to seize opportunities. RM Department functions 4
5 Resource Management and Accountability Department Organization Chart Special Assistant to the DED & CFO M.J. Rojas Deputy Executive Director & CFO Sr. Staff Ass. to DED L. Romani Business Innovation & Support Office R.Opp Budget and Programming Division (RMB) S.O Brien Budget Service J.Crisci Programming Service L.Bukera Grants Management Unit T.Bower Finance and Treasury Division (RMF) P.Guazo Financial Reporting Service G.Craig Treasury & Financial Risk Service R.VanderZee Performance & Accountability Division (RMP) C. Kaye Strategic Plan & Impl. Branch P.Ramaswami Performance Mgt Branch N.Bromme Financial Systems & Processes Support O. Reichner Field Staff Coordinator R.Pittock SMCA Project Regional Finance Officers & Regional Finance Analysts Finance Officers & Finance Analysts 5
6 Resource Management and Accountability Department Regular Activities Deputy Executive Director And Chief Financial Officer Business Innovation & Support Office (RMI) Robert Opp Budget and Programming Division (RMB) Sean O Brien Preparation of Management Plan and associated processes Advance Facility Funding of WFP Payroll PRC and clearance of project budgets Funding proposals for donors SRAC Secretariat Programme confirmed contributions Project resource usage Global analysis based on entire project portfolio Dashboards and fund management tools Grants Management Forward Purchasing Facility Finance and Treasury Division (RMF) Pedro Guazo Corporate reports Donor reports External Auditors and tracking of their recommendations Accounts Payable Payroll Treasury Operations Investments and Financial Risk Management Focal Point of JIU Oversight and Support for RFOs/FOs on financial & treasury processes Technical appraisals of field Finance Officers Performance & Accountability Division (RMP) Chris Kaye Country Strategy Documents Annual Performance Report. WFP s Performance Management Framework. Support to WFP Offices (in Annual Performance Planning and Reviews. Management Responses to Evaluations. Corporate Risk Register. Support to CO for Risk Mngmnt Reporting on Food Aid Flows PROMIS Build capacity of WFP staff in performance and risk management Support for RFOs/FOs on Country Strategies, Performance and Risk Management SMCA Initiative Support for efficiency and innovation projects in HQ and Field, Efficiency Paper for the EB EMC Secretariat Financial Systems and Process for WINGS2 and other corporate financial and accountability systems Support for corporate reports Updating departmental policy and guidance material RM interface with governance and oversight bodies; Staffing coordination for the RM resources (HQ and Field); HLCM Support for the ED; Managing the Office of the DED&CFO. 6
7 Resource Management and Accountability Department RM Department Overview RM Divisions and Office Deputy Executive Director And Chief Financial Officer Business Innovation & Support Office (RMI) Robert Opp Budget and Programming Division (RMB) Sean O Brien Finance and Treasury Division (RMF) Pedro Guazo Performance & Accountability Division (RMP) Chris Kaye 7
8 Management Plan Key Changes Key Plan Figures 2012 From a biennial management plan to a three-year rolling plan with an annual budget. Operational requirements under the new financial framework, segregating commodity and noncommodity costs. Aligned projected operational requirements to the Strategic Results Framework. $5.5 billion budget Assist 85 million beneficiaries in 74 countries $4.8 billion in operational requirements 4.4 million metric tons of food $255 million for Cash and Vouchers Contribution forecast of $3.75 billion Aligned the programme support and administrative budget to Management Result Dimensions. Prioritized areas for extra-budgetary investment. 8
9 Aligning the Management Plan to the Strategic Results Framework WFP Mission SO 1 SO 2 SO 3 SO 4 SO 5 $2.6B 54% $0.4B 9% $1.1B 23% $0.5B 11% $0.2B 3% $4.8B SO1 SO2 SO3 SO4 SO5 Save lives and protect livelihoods in emergencies Prevent acute hunger and invest in disaster preparedness and mitigation Restore and rebuild lives and livelihoods in post-conflict, post-disaster or transition situations Reduce chronic hunger and under nutrition Strengthen the capacities of countries to reduce hunger, through handover strategies and local purchase 9
10 Resource Management and Accountability Department RM Department Overview RM Divisions and Office Deputy Executive Director And Chief Financial Officer Business Innovation & Support Office (RMI) Robert Opp Budget and Programming Division (RMB) Sean O Brien Finance and Treasury Division (RMF) Pedro Guazo Performance & Accountability Division (RMP) Chris Kaye 10
11 Finance and Treasury documents regularly submitted to the Board 1. Annual Financial Statements 2. Management Responses to External Auditors Performance Audit Reports 3. Update on the implementation of External Auditors Recommendations 4. Annual Report on Investment Management 11
12 Resource Management and Accountability Department RM Department Overview RM Divisions and Office Deputy Executive Director And Chief Financial Officer Business Innovation & Support Office (RMI) Robert Opp Budget and Programming Division (RMB) Sean O Brien Finance and Treasury Division (RMF) Pedro Guazo Performance & Accountability Division (RMP) Chris Kaye 12
13 Linking Management Dimensions and Strategic Results 13
14 Risk Management in WFP - a key part of actions to strengthen Financial Management & Accountability Risk management policy approved by the Executive Board Requires all managers to undertake regular risk assessments and to maintain risk registers 2005 Adoption of International Public Sector Accounting Standards Standards applied for new annual Accounts 2008 Implementation of WINGS II Considerably increase in the reach of existing Enterprise Resource Planning system 2009 Strengthening Managerial Control & Accountability Programme Implementing best practices on Internal Controls including Performance & Risk Management 2009-ongoing Risk Management information system development Development of a system to systematically collect and share risks up/down the organization 2010-ongoing 14
15 Risk Management escalation process Escalation process currently effected through normal management channels (To be automated under new IT based Risk & Performance management system) Country Offices Event identification Risk Assessment Risk responses Escalation when needed Regional Bureaux Regional risks Escalated risks/responses Escalation when needed DED, Operations Programmatic risks Escalated risks/responses Escalation when needed Executive Management Council (EMC) Corporate risks Corporate risk responses Escalated risks/responses Performance & Risk management policy RMP Division Support for EMC on risk & performance issues CO networks - PARCs Risk assessment pilots Guidance & training 15
16 On-going Challenges Agreeing on common risk thresholds Risk tolerance levels in complex humanitarian contexts. Integration within existing business practises Making it simple, practical, fit for purpose Ensuring linkages between corporate and operational risks Putting in place a workable and dynamic risk escalation system Demonstrating Value Internally and externally 16
17 Resource Management and Accountability Department RM Department Overview RM Divisions and Office Deputy Executive Director And Chief Financial Officer Business Innovation & Support Office (RMI) Robert Opp Budget and Programming Division (RMB) Sean O Brien Finance and Treasury Division (RMF) Pedro Guazo Performance & Accountability Division (RMP) Chris Kaye 17
18 WFP has developed a formal framework on Internal Control based on COSO international best practice, through SMCA 1.Internal Environment 2. Risk Management 3. Control Activities 4. Information & Communication 5. Monitoring Ethical values Organization structure Strategic objectives HR policies Management style Identification of threats & opportunities Risk assessment Risk response Management review of actions Segregation of roles in WINGS II IT systems password policy Sharing of relevant information Information escalation Timeliness & quality of information Balancing supervision & micro management Periodic review of systems Reporting deficiencies The five components of Internal Control are used as framework for all Internal Control improvement tools 18
19 SMCA develops improvements for Internal Control and Accountability Internal Control Decision-making structures Internal Control Framework Statement on Internal Control Manager s Guide to Internal Control Internal Control self assessment checklists Internal Audit recommendation mgmt. follow-up Delegated authorities review Committee analysis Executive Management Council Update guidelines Financial Resource Mgmt. Manual (FRMM) Ready In progress 19
20 Several Internal Control support tools are now being distributed to Offices/Divisions Manager s Guide to Internal Control (support tool) 1 Easy-to-use guide on Internal Control 3 Internal Control self-assessment checklists (support tool) Manager s Mini Guide to Internal Control (support tool) 2 Mini guide with key messages Additional tools 4 5 Bookmark with top five internal control tips for managers User Guidance for Internal Control tools 20
21 Additionally, a Manager s Guide has been developed with key guidance on strengthening internal control Manager s Guide and Mini version developed Manager s Guide content Answers question what are we trying to control? What you need to know about the internal control framework Explains limitations of internal control Outlines action to be taken to address weaknesses Explains the background to the Statement on Internal control and manager certification of internal controls Top ten tips for managers Source: Managers Guide on Internal Control Guide on how to carry out an Internal Control Self assessment Contains key messages 21
22 Executive Board Induction Session THANK YOU Resource Management and Accountability Resource Management Department & Accountability Department 22
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