Update on UNHCR s structural and management change process

Transcription

1 Executive Committee of the High Commissioner s Programme Standing Committee 48th meeting Distr. : Restricted 14 June 2010 Original : English Update on UNHCR s structural and management change process Contents Paragraphs Page Chapter I. Introduction II. Results-based planning and budgeting III. Managing human resources IV. Support to operations V. Oversight and accountability VI. Conclusion GE.

2 I. Introduction 1. This paper is an update on UNHCR s structural and management change process, launched four years ago to reinforce the organization s capacity to deliver assistance, protection and solutions to people of concern. 2. The first phase of this process, roughly covering the years , focused on reviewing structures, identifying gaps and developing a series of tools to align UNHCR s working practices towards Results-Based Management. In the past year, the process has moved to its implementation phase, with the gradual mainstreaming of new planning, budgeting and management tools and structures into UNHCR operations. 3. This paper provides an overview of the main developments related to this process since the last Standing Committee update in March 2009 (EC/60/SC/CRP3) and subsequent oral updates. The changes have been considerable, ranging from full roll-out of the new planning and management software Focus, a new budget structure, changes in human resources management and the restructuring of key support divisions at Headquarters. All of these strands should be understood as inter-connected parts of an overall drive to translate UNHCR s commitment to Results-Based Management into operational reality. II. Results-based planning and budgeting 4. Following the progressive roll-out over the past 18 months of the Operations Management Support software Focus, this year all UNHCR offices have planned their operations using the new application, which provides a systematic framework for resultsbased programming and implementation. 5. The roll-out of Focus was underpinned by the introduction of a new budget structure based on a global needs assessment outlining the full range of UNHCR s budgetary requirements (EC/60/SC/CRP/14). In October 2009, at its sixtieth session, the Executive Committee approved the new four-pillar budget structure for the Biennial Programme Budget (A/AC.96/1078). This year is therefore the first full planning cycle under the new budget structure. 6. In March and April 2010, all operations entered revised comprehensive plans for 2011, including the capturing of output-level budgets and proposed changes to UNHCR offices and positions. Field offices were instructed to prioritize interventions that deliver life-saving assistance; ensure key protection activities; improve access to education and livelihoods in protracted displacement situations; strengthen protection capacity in situations of mixed migration; improve response to urban refugee situations; ensure emergency preparedness and response; and facilitate durable solutions. 7. These priorities are among those outlined in a set of Global Strategic Priorities (GSP), the first-ever attempt for UNHCR to roll up country priorities in a systematic way and to derive priority targets in a number of key areas of concern (EC/60/SC/INF.2). GSP baselines and targets are now being monitored to ensure their relevance as part of the programming cycle. For the next biennium, this effort will be gradually mainstreamed into UNHCR s resource allocation and prioritization processes. 8. From July 2010, recording of progress against 2010 targets will begin in selected operations, with a view to managing all results reporting in Focus in The Focus application is being progressively interfaced, in coordination with other divisions, with the financial, supply and human resources management software MSRP - and with the registration software ProGres. 2

3 9. The Division of Programme Support and Management (DPSM) was established in October 2009 to assist field operations by providing technical support for the design and monitoring of programmes in compliance with results-based management and established standards of protection and assistance. DPSM is also providing guidance to UNHCR s operations on data collection to ensure the systematic analysis and dissemination of data to inform strategic planning and programme management. III. Managing human resources 10. Human resources (HR) management is crucial to results-based management, especially in the context of a global organization that requires considerable flexibly and personal commitment from its staff. With this priority in mind, the High Commissioner is introducing a revised policy for assignments, postings and promotions of international staff to take effect this 11. In order to carry out the planned changes with maximum efficiency, the Division of Human Resources Management (DHRM) has strengthened the operating modalities of its Career Management Support Section. It will provide staff with high-quality career counselling and inform the High Commissioner on the matching of staff skills to the needs of the organization. 12. Related HR issues include: the revision of the assignments and promotions procedures for national staff members; the introduction of a new policy for recruitment into the international professional category; and a review of UNHCR s contracts in the context of a new United Nations contract system that was introduced with effect from 1 July UNHCR has disseminated updated guidelines for the design of its presence in the Field to all regional and country offices, allowing for a more effective use of the National Professional Officer (NPO) category. The number of NPO positions globally has been steadily increasing since 2007, while new and decentralized procedures are planned for the appointment of NPOs in order to further streamline the process. 14. Guidelines on the use of additional workforce personnel are currently being finalized with the United Nations Volunteers (UNVs), the UN Office for Project Services (UNOPS) and with non-governmental organizations with whom the Office has standby arrangements. This will help systematize the use of affiliate workforce in the broader context of workforce planning and deployment. In the meantime, Junior Professional Officers (JPOs) and UNVs with the relevant length of service and demonstrated competencies have been invited to apply to UNHCR s International Professional Roster (IPR). 15. Training functions that were previously dispersed throughout the organization have been consolidated in the new Global Learning Centre (GLC) located in Budapest. The GLC links staff training more concretely and consistently with career development and evaluation, with a primary focus on protection and operations management training. UNHCR will systematically assess the impact of learning activities to ensure that they add real value to the organization s performance and are regularly adjusted to meet changing needs and priorities. IV Support to operations 16. The Division of International Protection (DIP) has been restructured into three pillars: the first dealing with legal and protection policy issues, the second providing operational support to protection activities and the third addressing the issue of comprehensive solutions. The restructuring took place after a thorough review guided by 3

4 the key principles of added value, comparative advantage and relevance to the Field in an increasingly complex protection climate. 17. A new Division of Emergency, Security and Supply (DESS) was set up in October 2009 to build on UNHCR s emergency capacity, notably by integrating the three components of emergency preparedness and response, supply and procurement, and staff security (EC/61/SC/CRP.3). In March 2010, the Division conducted UNHCR s first emergency training workshop for senior managers, in response to the need for more experienced staff to be available for emergency deployment. DESS also reorganized its Supply Management Service (SMS) in Budapest into three distinct functions, in order to further improve delivery of relief items and supply chain solutions. 18. The strengthening of the Division of Information Services and Technology (DIST), the last remaining piece to complete the overall review of Headquarters structures, is under way. The changes will aim to provide a high-performing service corresponding to the needs of a global organization. 19. The four workstreams guiding the restructuring of the division will center on: (i) Organizational Design to establish a flexible design responsive to the needs of the organization; (ii) Service Management and Delivery to set up an in-depth service management and delivery model; (iii) ICT Strategy and Architecture to spearhead improvements in ICT strategy, architecture and standards; and (iv) Programme, Project and Portfolio Office to design an effective risk management, project management and communications plan. 20. Several regional IT hubs are currently under consideration in an effort to decentralize services and bring expertise and support closer to the point of delivery. V. Oversight and accountability 21. While there has been a strong focus this year on the practical implementation aspects of mainstreaming new structures into operations, efforts are also being pursued to strengthen the organization s managerial framework. In this respect, the completion in May of the Global Management Accountability Framework (GMAF) was a crucial step. 22. The GMAF clearly identifies the roles, accountability, responsibility and authority of all UNHCR job categories at Headquarters, and in regional and country offices. It is an essential tool for guiding managers and helping to enhance individual and collective performance. Under a pilot project, 40 job descriptions have been rewritten using the GMAF as a reference grid. It is planned that all job descriptions will in future be aligned with the accountability/authority/responsibility format. 23. The Inspector General s Office was restructured this year as part of a drive towards Results-Based Management and to implement the 2008 recommendations of an Independent Panel Review carried out by the European Anti-Fraud Office (OLAF). As a result, the former Inspection and Investigation Sections have been upgraded to Services, to bring them into line with other oversight entities in UNHCR. 24. A current priority for UNHCR is to review its various oversight mechanisms with a focus on coordination, synergies and accountability. Some elements for consideration include the composition of the Oversight Committee, which is currently made up of a 4

5 mixed board of two external members and senior UNHCR managers, as well as the enhancement of the organization s capacity for risk assessment and management. VI Conclusion 25. In his closing statement to the sixtieth session of the Executive Committee in October 2009, the High Commissioner took note of the Committee s encouragement to consolidate UNHCR s management and structural reforms. Consolidation, he observed, does not mean that things will become static, but rather that we will focus on fine-tuning processes so as to improve delivery capacity. 26. The first half of this year has marked a decisive turning point in the mainstreaming of new structures and tools into UNHCR operations. The impact of this will be closely monitored in the coming months, for further adjustment and fine-tuning as needed, underlining UNHCR s commitment to provide the best possible results for people of concern. 5