Management of International Institutions and NGOs

Professor Eduardo Missoni is a medical doctor with extensive experience in international development cooperation and global health. He is an Adjunct Professor at the SDA Bocconi School of Management, a Visiting Professor at several universities in Italy and abroad, and a former Secretary General of the World Organization of the Scout Movement. Dr Daniele Alesani is a senior United Nations system professional and an Academic Fellow at the SDA Bocconi School of Management. He has worked for over a decade as international civil servant in several International Institutions and authored original research on managerial reforms in the multilateral sector.

• ForewordAcknowledgments List of Abbreviations Introduction 1 International institutions: classification and main characteristics 1.1 Introduction 1.2 Toward a definition of international institutions 1.3 Possible classifications of international institutions 1.4 The United Nations system 1.5 Global and regional international financial institutions 1.6 Other families of IIs 2 International non-governmental organizations: definitions, classification, and relation with the UN system 2.1 Defining NGOs 2.2 Non- profits 2.3 Civil society 2.4 Third sector and social economy 2.5 In search of operational definitions 2.6 Other transnationally operating non-profits 2.7 NGOs and the UN system 3 Transnational hybrid organizations, multistakeholder initiatives, and partnerships 3.1 Introduction 3.2 Defining and classifying multistakeholder initiatives, transnational hybrid organizations, and global partnerships 3.3 Organizational arrangements of THOs and other public– private interactions 3.4 Lessons learned and challenges 3.5 From the idea of “partnership” to multistakeholderism. A historical overview 3.6 Case study: the UN opening to the corporate sector – the Global Compact 3.7 Case study: the Global Fund to Fight AIDS, Tuberculosis and Malaria 4 The evolution of international development cooperation 4.1 The birth of development discourse and international aid 4.2 Critics from the South 4.3 Applying the “shock doctrine”: the neoliberal response to crisis 4.4 Fight against poverty, partnership, and development goals4.5 Financing for development 4.6 The Global Agenda 2030 for sustainable development 4.7 In search of aid coordination and effectiveness 4.8 The aid transparency movement 4.9 Development and the future of international cooperation and aid 5 Coordination and coherence among the actors of the international development system 5.1 From aid effectiveness to system-wide coherence and coordination among development actors 5.2 A decade of UNDS reforms in review: “Delivery as One” and UNDS repositioning to deliver on Agenda 2030 5.3 The “value chain” as conceptual lenses for UN system reforms 5.4 Policy and governance 5.5 Funding for development5.6 Needs assessment planning and programming 5.7 Program implementation and business operations 5.8 Benefits, challenges, and open issues of UNDS reforms 5.9 An inconvenient dilemma for the UNDS reform initiatives 5.10 Looking beyond UNDS coordination – the case of the global action plan for healthy lives and well-being for all 6 Changing paradigms for program implementation 6.1 A new role for IIs in technical cooperation programs’ implementation: status and challenges 6.2 The changing aid environment and a new role for development actors 6.3 IIs: from “transactional” to “strategic” management of implementing partners’ relations 6.4 Capacity building as essential element of the transition to national execution of technical cooperation projects 6.5 Progress to date and future challenges 7 The evolution of IIs’ funding and financing for development mechanisms 7.1 Introduction 7.2 Bilateral and multilateral funding for development 7.3 IOs’ funding sources and mechanisms 7.4 The escalation of non-core resources, its impacts on financial and operational management, and efforts to strengthen sustainability and system-wide coherence 7.5 Results-based aid and financing 7.6 Blended and innovative financing for development 7.7 From funding to financing for development – thriving a “post-budgetary” world 8 Coordination in humanitarian response and the nexus with development 8.1 The humanitarian assistance landscape and evolving coordination strategies 8.2 Drivers and types of coordination in the humanitarian sector 8.3 Spectrum of humanitarian coordination and the need for a contingent approach 8.4 Overview of humanitarian coordination reform efforts 8.5 Humanitarian coordination roles and mechanisms 8.6 The humanitarian program vycle and inter-agency coordinated appeals 8.7 Joint and pooled humanitarian funding mechanisms 8.8 The nexus between humanitarian and development assistance 8.9 Selected open issues with humanitarian coordination 9 Governance models and reforms9.1 Governance in IIs and INGOs: definition and key concepts 9.2 Institutional governance: organizational arrangements and the “rules of the game” 9.3 Decision-making mechanisms in IIs and INGOs 9.4 Good governance in IIs and INGOs 9.5 International regimes and global governance 9.6 Conclusions 9.7 Case study: governance structures at the ILO and the ITU 9.8 Case study: UN Security Council – veto power and reform proposals 10 Strategic thinking and planning 10.1 Introduction 10.2 The notion of strategy and the need for a tailored approach to public sector organizations and NGOs 10.3 The growing importance of strategy and strategic management in public and intergovernmental organizations 10.4 Toward a working definition of strategy for IIs and INGOs 10.5 Strategy formulation in IIs and INGOs: “thinking” and “planning” 10.6 Managing strategy in IIs and INGOs 10.7 Case study: new strategic decisions made by IFAD 11 Results-based management 11.1 Results-based management in international development 11.2 RBM as a management cycle 11.3 Key concepts and building blocks of RBM 11.4 The RBM information system in IOs and the results-based budget architecture 11.5 Specificities, challenges, and maturity of RBM in international organizations 11.6 Does performance matter? A donor’s perspective 12 Financial management – budgeting, reporting, and leveraging financial data 12.1 Introduction 30612.2 Basics of accounting in public and non-profit organizations 12.3 Budgeting processes and budget structure in IIs12.4 Benefits of the transition to accrual basis accounting and reporting 12.5 Using financial information to support operational decision-making 13 Human resources management 13.1 Introduction 13.2 The need for a tailored approach to HRM in IOs 13.3 The evolution toward strategic HRM in international organizations 13.4 The HR management cycle – main phases, open issues, and good practices 13.5 The future of HRM reforms in international organizations 14 Humanitarian operations and supply chain management 14.1 Defining humanitarian supply chain 14.2 The role of supply chain in disaster management 14.3 Components and specificities of the humanitarian supply chain 14.4 Gaps, critical success factors, and maturity of humanitarian supply chain 14.5 The “performing” humanitarian supply chain: trade-offs and strategies 14.6 Selected humanitarian supply chain partnerships 14.7 Strategic and operational impacts of the transition to cash and voucher assistance on humanitarian organizations 15 Digital transformation in IOs – toward a human-centered approach 15.1 Introduction 15.2 Digital transformation and its impacts on international organizations 15.3 Digitalization pathways of modern international organizations 15.4 FIR applications for business processes in IOs 15.5 FIR applications for program management and policy advocacy in IOs 15.6 Maturity of IOs’ digital transformation efforts – UN system assessment 15.7 Organizational preparedness to digital transformation 15.8 Assessing the preparedness for human- centered digital transformation and looking ahead 15.9 Case study – the introduction of blockchain technology for cash-based humanitarian assistance 16 Building and managing the organization’s profile 16.1 Introduction 16.2 Communication and branding 16.3 Stakeholder management 16.4 Resources mobilization 16.5 The web and social media as a “system” 16.6 Case study. Communication and the challenge of Infodemics 16.7 Case study: the management of strategic partnerships with civil society organizations at UNICEF 17 Leadership 17.1 Introduction 17.2 The challenges ahead 17.3 Leading international organizations 17.4 Being a leader in the global environment 17.5 Conclusions 18 Ethics and international organizations 18.1 Introduction 18.2 Defining ethics 18.3 Ethics of international organizations 18.4 Ethics in international organizations 18.5 The ethical versus unethical organization 18.6 Conclusions 18.7 Appendix: main fields of study in ethics 19 Conclusions Bibliography Index

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