Why Invest in UNEP

Efficient and Effective 

UNEP continuously strives to improve its operations to be more efficient and effective.

Here are some of the results of the efforts:

  • UNEP’s overhead costs cut from 8.5 per cent (2006-2007) to 7.7 per cent (2014-2015)
  • Staff productivity: ratio of staff to funds invested improving from 2.4/ US$1 million (2012-2013) to 1.8/ 1 US$ million (2014-2015)
  • Since 2008 Member States have increased their voluntary contributions to UNEP by 52 per cent
  • 100 per cent of UNEP Member States rated UNEP effective in keeping the world situation under review (source: UN Office of Internal Oversight Services – OIOS, Progamme Evaluation of UNEP 2013)
  • 88 per cent of UNEP Member States rated UNEP effective in providing policy advice on environmental issues based on sound science assessment (source: UN OIOS, as above)
  • MOPAN, an informal network of 16 donor nations, concluded that UNEP has made considerable progress in becoming a more results-oriented organization. (MOPAN assessment of UNEP 2011)

UNEP is making a fundamental shift from producing outputs to delivering results while increasing accountability and transparency. Results Based Management is a culture change that is being developed throughout the organisation since 2006, including:

  • Creating clear linkages from the medium term strategy, to the programme of work, its expected accomplishments& budget and onwards to every project the organisation manages;
  • Increasing and tightening the monitoring and reporting mechanisms, including the Project Information Management System (PIMS) and the half-yearly Programme Performance Report (PPR);
  • Better aligning the roles and responsibilities of the staff, as well as recruitment and post management with the PoW;
  • More strategically using the results of evaluations and other oversight work to improve the organisation’s operations and delivery in line with the theory of change;
  • Strengthening the delivery of the PoW at national level through the implementation of a strategic presence. for the delivery of the programme of work;
  • Focusing the PoW on UNEP’s comparative advantages;
  • Applying RBM principles to administrative and other corporate functions by, for example, setting internal targets and indicators for streamlining, and delivering these services, and for employing cost-recovery principles for increased efficiency;
  • Applying new corporate management tools, in particular a successful transition to IPSAS (International Public Sector Accounting Standards) and UMOJA.
  • Medium term strategy, the programme of work & budget and its expected accomplishments  as well as every project the organisation manages are now linked to each other;
  • The monitoring and reporting mechanisms including the Project Information Management System (PIMS) and the half-yearly Programme Performance Report have been increased and tightened;
  • The roles and responsibilities of the staff as well as recruitment and post management are being better aligned with the PoW;
  • The results of the evaluations and other oversight work are being better used for improving the organisation’s functions and delivery;
  • The engagement at national level delivery and implementation of strategic presence continue to be strengthened.

UNEP - Value for Money leaflet
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