Across any organization and in collections of organizations serving as an enterprise, we can adopt and benchmark any organization from the process with inputs and outputs to a capability. 

In the UN priorities we can assume the capacity building work and strategy are all part of the identity and the outcome of planning is the means of implementation with a requirement to solidify the financing for development. 

Let's look at the Collection of APQC Business Processes in a manner which has been proposed to move the management capabilities to the development where the budget or commitments to finance and strategy sub-systems into the transactional capabilities.

Decisions about the strategy and required changes are developed or designed?  Typically, the management (people) requirements about the strategy were discussed with the workers during the annual planning process or in an off cycle incremental funding decision. 

The design of the vision and strategy is a fully vetted planning process with an outcome of the funds agreed to sustain the headcount and any technology transfer including human resource change management and communications required to execute the strategy. 

The shared service organizations supply the tools to the workers in each line of business. 

The same concept is true in Public Sector Treasury or the Chief Financial Officers organizations.

All workers have an associated cost and value to the organizations who employ the person as an agent of the business, organization, enterprise or governmental agency. 

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