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.

Foreword

Acknowledgments

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 goals

4.5 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 development

5.6 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 reforms

9.1 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 306

12.2 Basics of accounting in public and non-profit organizations

12.3 Budgeting processes and budget structure in IIs

12.4 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