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old_FAO Shared Services Centre, Budapest

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on 13 April 2015

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Transcript of old_FAO Shared Services Centre, Budapest

The first

Our services today
Six years of growth and continuous improvement
2008 - 2013
The idea to establish the SSC was first conceived in 2005 when FAO identified the need to renew itself to create a more dynamic Organization able to meet the challenges of the 21st century and to deliver on its mandate in a more efficient manner.

One of the main targets of the reform was the improved administration of FAO.
As a first step in 2006, the former, somewhat scattered administrative functions and services were brought under one umbrella, a service centre that was still based in Rome.
Over the first six years of operation, we have gradually off-shored, developed and honed six main areas of support for FAO employees around the world;

Once this Rome-based centre was set up, the Organization looked to the next challenge, namely to off-shore this consolidated administration to a lower cost location.
1. Proximity to Headquarters and being in the same timezone

2. Excellent infrastructure and IT facilities

3. Access to a qualified and economically viable workforce

4. An offer from the Hungarian government to assist with the premises
An agreement with the Hungarian Government was reached in 2007, relocating the centre to new premises in the Ministry of Agriculture (of Hungary).
With a team of less than 30 people, our first operations in January 2008 provided services in three key areas: Help Desk; Travel Operations and Human Resources servicing.
And so the first SSC in the United Nations Common System was born, officially starting business in January 2008.
An Evolution
HR, Support and Travel functions were off-shored to Budapest, January 2008

This was quickly followed by the off-shoring of supplier invoices processing in September
Off-shored services during this phase included global banking maintenance, invoice processing, staff receivables, assets management and additional travel services

In 2010, shipping and insurance invoices were added to the portfolio of services

Management consolidated under new leadership

Let us first remind ourselves of the four principle activities that FAO performs
1. Putting information within reach
FAO serves as a knowledge network.

We use the expertise of our staff - agronomists, foresters, fisheries and livestock specialists, nutritionists, social scientists, economists, statisticians and other professionals - to collect, analyse and disseminate data that assists development.
On any given day, dozens of policy-makers and experts from around the globe convene at headquarters or in our field offices to forge agreements on major food and agriculture issues.
As a neutral forum, FAO provides the setting where rich and poor nations can come together to build common understanding.
FAO lends its years of experience
to member countries in
agricultural policy, supporting planning, drafting effective legislation and creating national strategies
to achieve rural development
and hunger
alleviation goals.
Our breadth of knowledge is put to the test in thousands of field projects throughout the world. FAO mobilizes and manages millions of dollars provided by industrialized countries, development banks and other sources to make sure the projects achieve their goals.
FAO provides the technical know-how and in a few cases is a limited source of funds.
In crisis situations, we work side-by-side
with the World Food Programme and other humanitarian agencies to protect rural
livelihoods and help people rebuild their lives.
2. Sharing policy expertise
3. Providing a meeting place for nations
4. Bringing knowledge to the field
It is for these reasons that
having an effective, efficient and centralized administrative support is crucial to FAO fulfilling its mandate against a background of tighter cost controls
In 2008, 3 regional hubs were created to provide regional coverage
One in Budapest,
one in Bangkok,
and one in Santiago
The hubs in Bangkok and Santiago to this day provide a vital service in the provision of HR, Travel and System support.

But it is the SSC Budapest where the focus has been for the ongoing off-shoring of activities and the corresponding cost savings.
Further improvements:
- 1st and 2nd line help desk introduced for Global Resource Management System support
- new processes introduced
- focus on increased efficiency
- stronger controls
Global vendors' records maintenance and further HR services are off-shored during this phase
Phase 1
30, rising to 45
Phase 2
Rising to 70
Phase 3
Rising to 90
Phase 4
Rising to 110
Rising to 150
Today we employ 147 people. Of these, 13 are international professionals and 134 locally recruited.
86% of our employees are Hungarian nationals.

We are making gains in achieving an equitable balance between male and female employee numbers, although female still represent the higher percentage.
The average age of the locally recruited employees is 33 years

Gender Balance
Cost Savings
The following charts illustrate the trends related to the off-shoring exercise over the last six years.
Transfer of off-shore costs
FAO, Budapest
The graph shows the transfer of costs from HQ and Regional Offices to the SSC, as a percentage of overall costs
Today, the SSC offers a comprehensive and growing range of services to support external and FAO clients around the world:

asset management
user and system support
travel operations
vendor management
human resources
26 published SLAs
26 published SLAs
24 published SLAs
First SLAs published
Agreement reached to develop and publish Service Level Agreements (SLAs)
Knowledge sharing and knowledge transfer are key elements in helping to build the confidence and skills of colleagues in all FAO locations, in
turn leading to capacity building.

At a personal level, SSC staff are always willing
to help colleagues with any administrative queries.

On a broader footing, we provide training to
FAO administrative colleagues around the
world. These training sessions are provided at
the SSC or in specific locations upon request.
We care about helping to develop the next generation of UN staff.

We do this by reaching out to the local universities in Budapest, where there is a growing interest in the work of the UN.

Through our visits to their career fairs, we are constantly adding to our pool of potential recruits for the FAO SSC.
United Nations

Providing a single point of contact
for guidance, advice and support

Delivering the full range of administrative services
– HR Servicing, Asset Management, Financial transactions, Travel and User Support

Working with our stakeholders and clients
to develop, streamline and continuously improve our business processes

Developing and supporting staff
to provide the most highly skilled SSC team

SSC Functional Statement
helps us to achieve these demanding goals,
delivering a ‘best in class’ Shared Services Centre for our clients globally:
In line with the majority of SSCs in the industry, the FAO SSC is following a well-defined path of evolution.

This evolution is described in terms of three distinct phases:

1st Generation
– Setup

2nd Generation
– Maturity

3rd Generation
– Best in Class

The three generations, as apply to the FAO SSC, are as follows..
Rapid Cost Reduction
Single Function
Single Geography
1st Generation – Setup
Initiating and stabilizing operations

Delivering savings

Initially tasked with transactional processes within a single function

Responding to changes within the Organization

Increased Efficiency
More Productivity
Stronger Controls
2nd Generation – Maturity
Scope remains transactional, but with focus on increasing efficiency and productivity

Stronger controls

Further cost reduction and off-shoring

Fully Optimized for Business Impact
Strategic Decision Making
Deeply Embedded SSC

3rd Generation – Best in Class
Drive effectiveness and become true business partners

Knowledge-based centre of excellence

Continued expansion of functional scope (further off-shoring)

We are currently
working on a number of
major projects to strengthen
our business partnerships,
facilitate growth and further
improve as a knowledge
-based centre of
1. SSC Evolve Project
The project is the development of a single point of contact for all client inquiries

The project is built on three pillars:

1. A new Client Relationship Management (CRM) structure

2. A reinforced client relationship culture

3. A supporting CRM system

Overall, figures show a consistently high performance
2. Standard Operating Procedures Project
The project is the application of Standard Operating Procedure (SOP) principles to all business processes across the SSC.

This brings greater efficiencies, streamlining and ultimately, further cost savings.

3. Premises expansion
Works on the new premises of the SSC, provided by the Host Country, started in 2013.

The new offices, providing almost 30% increase in space, will allow for expansion, reduce the pressure on currently over-staffed offices and provide temporary accommodation for colleagues in the European Regional Office as they undergo their own refurbishment project.

The new offices open in 2014.
Food and Agriculture Organization
of the United Nations
Welcome to this six minute presentation of the FAO SSC, Budapest.
Shared Services Centre, Budapest
To navigate use the on-screen arrows
You can also view in full-screen or select to watch in 'autoplay' mode,
the options are available from the bottom right of this window.
Past, Present and Future
Food and Agriculture Organization
of the United Nations
Thank you for watching
Shared Services Centre, Budapest
Past, Present and Future
Kossuth Lajos tér 11,
1055 Budapest, Hungary
Staff post cost savings 2007-2011
The graph illustrates the comparative cost differences year-on-year between SSC and the off-shoring sources.
Average annual savings 2008-2011: USD 6.6M
Budapest was chosen for a number of key reasons:
Movement of staff posts
The graph illustrates the progressive increase in staff posts at Budapest SSC, against the reduction in posts at Headquarters and RO (Regional Offices)
Meet the SSC team!

Today’s customers require faster, more agile processes
- it’s about looking more critically at how improving processes together with new technologies can create stronger,
more agile businesses

SSC Evolution
takes us from
Cost Reduction
Strategic Partnership

“Evolution is moving from
, through
Best in Class

Best in Class
facilitates a
strategic enabler
sustaining high levels of
continuous improvement

What the SSC Industry Sector says about evolution:
% Service Level Agreements achieved in 2012/2013
4. Career opportunity
Works on the new premises of the SSC, provided by the Host Country, started in 2013.

The new offices, providing almost 30% increase in space, will allow for expansion, reduce the pressure on currently over-staffed offices and provide temporary accommodation for colleagues in the European Regional Office as they undergo their own refurbishment project.

The new offices open in 2014.
Full transcript