operational support and management - unhcr · operational support and management i n 2010,...

Operational support an d m anagem en t

In 2010, Headquarters’ divisions and bureaux continued to support the Field and exercised overall management of operations, with a particular focus

on policy setting, strategy development and oversight.

Headquarters is responsible for the following key functions:

•Doctrine and policy development

•Strategic direction articulation

•Fund raising and resource mobilization

•Prioritization and resource allocation

•Executive Committee and other governance support

•Financial control in accordance with United Nations and UNHCR rules and regulations

•Monitoring, measuring and reporting (including results-based management)

•Oversight (inspection, evaluation, investigation and audit)

•Communications and external relations

•Inter-agency relations and strategic partnerships

•Central emergency preparedness and response management

•Security management

In addition to its country and regional operations, UNHCR undertakes a range of projects and activities of a global nature. These global programmes are designed to be implemented at the field level, but budgeted for and managed at Headquarters.

UNHCR’s expenditures on Headquarters and global programmes in 2010 are included in the lists which follows. More details can be found in the relevant thematic chapters of this book and in the detailed description of Headquarters’ activities found in the attached CD-ROM. n

UNHCR staff gather in the atrium in Geneva to kick off Sixteen Days of Activism Against Violence Against Women.

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138 UNHCR Global Report 2010138 UNHCR Global Report 2010

In 2010, UNHCR focused on maintaining and enhancing its capacity to respond to simultaneous emergencies. To this end, the Office adopted a new organizational approach to emergency response. While the central emergency capacity remains within Headquarters, this new approach enables UNHCR to draw on resources globally in order to tailor the response to the needs of each emergency.

In 2010, UNHCR strengthened policies, processes and practices in preparedness and contingency planning for emergencies. Support was provided to the regional bureaux to ensure contingency planning, particularly for Azerbaijan, Burundi, Chad, Lebanon, Somalia, Southern Sudan, the West Africa subregion, and Yemen.

UNHCR introduced the “global matrix on emergency preparedness”, a tool which draws an inter-agency efforts and helps prioritize preparedness measures. The Office contributed to the IASC working group on emergency preparedness aiming to strengthen collaborative early-warning preparedness mechanisms and capacities. UNHCR invited the Economic Community of West African States (ECOWAS) and other regional organizations to its emergency training workshops.

In 2010, UNHCR deployed 236 emergency staff (including stand-by partners) to 41 countries. The largest deployments were to Kyrgyzstan and Pakistan. UNHCR has consistently maintained a stand-by capacity of some 300 trained

professionals to be deployed within 72 hours, including full-time Emergency Preparedness and Response Officers (EPROs), Emergency Response Team members and stand-by partners.As in previous years, in 2010, almost half of the deployments were to Africa. UNHCR’s stand-by capacity provided the core of these deployments. Areas of improvement were identified and pursued in collaboration with stand-by partners, to improve the speed and technical expertise required in emergencies.

UNHCR conducted three sessions of the Workshop on Emergency Management (WEM) in 2010, in Germany, Norway and Sweden. One Workshop included a leadership training element and was dedicated to senior staff who may be called upon to lead emergency response operations. During the Pakistan emergency, recent participants of the senior-level WEM were deployed to support the operation.

The Office also conducted two sessions of the Emergency Team Leadership Programme on behalf of the Inter-Agency Standing Committee.

In 2010, the Government of Japan and UNHCR celebrated the 10th anniversary of the Regional Centre for Emergency Training in

International Humanitarian Response (eCentre) based in Tokyo. By offering emergency and security management training, the eCentre works to strengthen emergency response capacity in Asia and the Pacific.

In 2010, the eCentre organized technical support workshops and training events which addressed topics such as contingency planning, rapid needs assessments, emergency management, inter-agency coordination, humanitarian negotiation, security risk management, and safety in the field. Many training events were conducted in the field and involved live simulations. The eCentre also promoted self-learning through a number of web-based resources.

}}Emergency preparedness and response

}}Supply management In 2010, UNHCR finalized the restructuring of its Supply Management Service, strengthening supply functions in the Field and at Headquarters and, improving management practices and oversight.

Global stock management, a strategy now employed in UNHCR for efficient delivery of relief items, has strengthened UNHCR’s supply chain for operations and improved the speed, flexibility and adaptability required for emergency response.

UNHCR is now capable of mobilizing its first delivery of emergency response supplies and equipment within 72 hours for up to 600,000 beneficiaries anywhere in the world, and responding to multiple emergencies simultaneously. Relief items include blankets, sleeping mats, plastic sheeting, kitchen sets, jerry cans, water buckets, and

family tents. The strategically placed stockpile network reduces delivery time.

During 2010, emergency stocks were released for Côte d’Ivoire, Kyrgyzstan, Pakistan, Sudan (Darfur) and Yemen, and stocks were prepositioned in other key locations.

In 2010, UNHCR introduced a shipment tracking system to monitor all shipments from the placement of an order to the final destination. As part of the adoption of the International Public Sector Accounting Standards, new inventory and asset policies were put in place, including changes to accountability for the receipt, control and disposal of assets and inventory.

UNHCR has also introduced Vendor Review Committees to strengthen procurement

controls, ensuring a solid supplier base for relief items by reviewing the vendors before they are approved to work with UNHCR.

Americas (4)10%

2010 Emergency Deployments per region

Middle East andNorth Africa (6)15%

Africa (18)43%

Europe incl. HQ (4)10%

Asia and Pacific (9)22%

2010 Emergency Deployments by Agency

EPRS/ERTs (99)

SDC (12)

Procap Tier 1 (6)

MSB (3)

MSB Government

Pack. (6)

Irish Aid (11)

Canadem (3) RedR (7)

Action Aid (4)

NRC (42)

DRC (43)

139UNHCR Global Report 2010 139UNHCR Global Report 2010

}}Field Safety UNHCR’s Security Steering Committee, led by the High Commissioner or Assistant High Commissioner for Operations, met regularly to assess the Office’s security posture and preparedness in countries where the security risk for operations is high. The Committee considered developing alternative strategies in high-risk operations, and reviewed the financial costs of security.

Field offices were supported to ensure compliance with the Minimum Operating Security Standards (MOSS). With the creation of over 40 new offices during 2010, MOSS compliance was 82 per cent at the year’s end.

UNHCR supported field operations with missions carried out by security experts and Field Safety Advisers (FSAs) to the Central African Republic, Chad, the DRC, Greece, Kazakhstan, Kenya, Kyrgyzstan, the Philippines, Rwanda, Sri Lanka, Sudan and Tajikistan, to address security risk management and to provide training and advice for critical incident management.

A new Field Security Advisor with structural engineering skills conducted missions to Afghanistan, Burundi, Lebanon, Pakistan, Romania and Sudan to determine appropriate security measures for UNHCR premises.

To meet increasing needs, a stock of armoured vehicles was made available under the management of the Field Safety Section, for immediate release

and thereby avoiding lengthy delays. Through the recruitment of a dedicated security analyst, mechanisms are underway to help decision makers more accurately judge threats, risk and vulnerabilities by gathering, analyzing and interpreting information.

UNHCR held five sessions of the Security Management Learning Programme in 2010, to equip newly appointed managers with the necessary skills to understand and manage risk as well as critical incidents. Staff in 10 operations received a three-day high-risk environment security training.

FSAs received training on communicating security strategies and security analysis. In addition, eight FSAs underwent a two week defensive driving instructor course and have subsequently trained drivers in Afghanistan, Iraq, Pakistan and Yemen.

UNHCR continues to participate in inter-agency working groups aimed at further strengthening security management systems.

The Office began to develop practical guidance to identify and reduce recurrent security problems experienced by people of concern.

2010 Emergency Deployments by Profile

Admin/Finance/HR (10)

Cluster Lead (34)

Community Services/Gender/Education (16)

External Relations (18)

Field Officer (12)

IT/Telecom (7)

Programme Officer (13)

Protection Officer (53)

Snr. Emergency Team Lead (19)

Supply/Logistics (15)

Technical (32)

Technical (GSP) (5)

Security (2)


A global stock management system is fully established and aligned with central emergency stockpiles.

The Central Emergency Stockpile strategy was adopted in November 2010 and a financial mechanism established to ensure the timely releases and replenishment of stocks. Transfer of authority for stockpiles in Dubai, Copenhagen, Isaka, Nairobi, Djibouti, Accra and Amman to DESS/SMS commenced.

SUPPLY CHAIN AND LOGISTICS

Early warning mechanisms improved and global emergency response capacity is able to immediately respond to an emergency of 500,000 persons.

UNHCR increased its emergency

response capacity to be able to deliver an initial response within 72 hours for the critical needs of up to 600,000 people of concern.

An internal review of UNHCR’s emergency

mechanisms was undertaken, including consultations with partners. UNHCR’s strategic framework for emergency preparedness and response was further developed to foster an organization-wide approach to preparedness and response.

CENTRAL EMERGENCY PREPAREDNESS AND RESPONSE CAPACITY

100% of field operations meet DSS standards and are MOSS compliant.

Support is provided and Field

Safety Advisers are deployed in a timely manner to assist offices to respond to sudden or unforeseen security needs.

92% of field operations met MOSS compliance in June 2010. However, at the end of 2010 the full compliance rate had dropped to 82% due to the establishment of 43 new offices. MOSS requirements also changed during the year.

Support was provided and Field Safety

Advisors were deployed to assist offices. Seven new Field Safety Advisers were recruited in 2010, bringing the total number of FSAs to 42. Field Safety and Security support was provided in CAR, Chad, the DRC, Greece, Kazakhstan, Kenya, Kyrgyzstan, the Philippines, Rwanda, Sri Lanka, Sudan and Tajikistan.

FIELD SAFETY AND SECURITY

A comprehensive emergency training and capacity-building strategy was adopted targeting UNHCR staff, standby partner organizations and regional and country-level authorities. Contingency planning was closely linked to country-level early warning mechanisms and inter-agency mechanisms.

UNHCR’s internal emergency staff roster was strengthened and more strategic partnerships under standby arrangements were sought. 238 emergency staff (including standby partners) were deployed to 41 countries during 2010.

| TARGET 2010-2011 | | PROGRESS IN 2010 |

GLOBAL STRATEGIC PRIORITIES


GLOBAL PROGRAMMES’ BUDGET AND EXPENDITURE | USD

Programmes Budget Expenditure

OPERATIONAL ACTIVITIES

Avian and human influenza 84,356 78,770

Durable solutions 656,542 458,082

Education projects 6,409,565 5,933,757

Emergency-related projects 14,351,018 12,801,181

Environment-related projects 1,057,076 1,052,948

Global Cluster (IDP programmes) 1,477,660 1,450,012

Health-related projects (HIV and AIDS, anaemia, water and sanitation) 3,237,231 3,217,937

Promotion of refugee law and advocacy 169,521 163,346

Protection-related projects 3,597,170 3,503,033

Public information and media projects 27,154,108 26,633,479

Refugee women, children and adolescents 961,371 925,907

Registration 953,830 903,919

Research and evaluation and documentation 473,052 338,182

Resettlement projects 5,412,580 5,406,637

Training-related projects 1,485,100 1,480,016

Miscellaneous 1,481,033 1,345,288

Subtotal 68,961,213 65,692,494

PROGRAMME SUPPORT ACTIVITIES

Division of External Relations

Private sector fund raising 1,962,461 1,953,985

Division of International Protection

Resettlement field support 29,400 22,251

Global Clusters (field support for IDP programmes) 150,000 143,749

Division of Information Systems and Telecommunications 13,427,345 12,640,649

Division of Programe Support and Management

Global Clusters (field support for IDP programmes) 317,340 205,646

Technical support to the field 4,236,268 4,175,635

Division of Emergency, Security and Supply

Emergency preparedness and response 3,659,109 3,601,142

Field safety and security 8,846,526 8,554,035

Supply management 3,091,856 2,906,711

Division of Human Resource Management

Special staff costs 29,335,888 27,497,616

Training of UNHCR Staff 8,002,451 6,709,427

Subtotal 73,058,644 68,410,846

Total 142,019,857 134,103,340

Expenditure for Global Programmes 2005-2010


HEADQUARTERS’ BUDGET AND EXPENDITURE | USD

Divisions / Departments Budget Expenditure

EXECUTIVE DIRECTION AND MANAGEMENT

Executive Office 4,151,316 4,140,092

New York Office 3,270,339 3,229,331

Inspector General's Office 4,922,494 4,919,785

Legal Affairs Section 1,612,158 1,584,316

Office of the Ombudsperson 791,893 735,313

Ethics Office 671,249 659,077

Policy Development and Evaluation Service 1,240,396 1,238,282

Office for Organizational Development and Management 915,941 900,005

Subtotal 17,575,786 17,406,201


Office of the Director 1,468,169 1,466,930

Donor Relations and Resource Mobilization Service 4,378,088 4,373,717

Private Sector Fund Raising Service 2,642,605 2,638,069

Communications Group 5,175,697 5,170,089

Secretariat and Inter-Agency Service 3,230,924 3,230,751

Records and Archives Section 1,965,026 1,955,454

Subtotal 18,860,509 18,835,010



Specialized sections 10,929,453 10,561,250

Subtotal 12,835,674 12,359,746

DEPARTMENT OF OPERATIONS

Division of Programme Support and Management



Subtotal 9,656,298 9,471,623



Contracts Unit 612,171 607,038

Subtotal 1,870,906 1,804,814

Regional Bureaux

Office of the Director - Africa 9,897,731 9,726,664

Iraq emergency operation 47,078 0

Bureau for the Middle East and North Africa 4,601,247 4,510,106

Bureau for Asia and the Pacific 5,093,751 5,020,474

Bureau for Europe 2,373,279 2,344,874

Director's Office in Brussels 3,270,955 3,236,296

Bureau for the Americas 1,576,856 1,564,918

Subtotal 26,860,897 26,403,332

Division of Information Systems and Telecommunications

Office of the Director and ICT fixed costs 3,781,624 3,743,074

Infrastructure and Telecommunications Service 9,927,379 9,249,107

Business Solutions Services 8,299,024 8,227,362

Subtotal 22,008,027 21,219,543


Divisions / Departments Budget Expenditure

Division of Human Resources Management



Joint Medical Service 2,211,251 2,210,642

Subtotal 14,737,437 14,420,475

Division of Financial and Administrative Management

Office of the Controller and Director 2,906,012 2,868,705

Specialized sections and services 8,242,760 8,087,706

Audit 3,791,904 3,365,693

UN Finance Division including security and safety at Headquarters 1,865,522 1,642,204

Headquarters running costs 10,009,714 9,992,770

Subtotal 26,815,912 25,957,078

Global Service Centre (Budapest)

Management Unit 2,556,985 2,513,870

DPSM - Field Information and Coordination Support 126,662 122,893

DFAM - Finance and Control Section including IPSAS budgets 5,332,536 4,792,221

DESS - Supply Management Service 4,660,745 4,556,904

Division of Human Resources Management 4,865,345 4,860,380

Division of Information Systems and Telecommunications 1,684,258 1,584,130

Global Learning Centre 4,506,655 4,473,416

Subtotal 23,733,186 22,903,814

Staff Council 783,436 776,462

Total 175,738,068 171,558,098

Note: The Annual Programme Budget includes allocations from the UN Regular Budget as follows: USD 39,640,800 (budget) and USD 39,640,800 (expenditure).

Expenditure at Headquarters 2005-2010


VOLUNTARY CONTRIBUTIONS TO GLOBAL PROGRAMMES | USD

Divisions / Departments DonorPillar 1

Refugee programme

All pillars Total

Global Programmes

Sweden 4,184,100 4,184,100

United States of America1 12,520,000 12,520,000

Subtotal 12,520,000 4,184,100 16,704,100

Department of Operations

Avian and human influenza emergency

United States of America 550,000 550,000

Central Fund for Influenza Action 862,195 862,195

Community Technology Access (CTA) center

Private donors in USA 489,112 489,112

DPSM public health and HIV section

UN Programme on HIV and AIDS 240,009 240,009

HIV and AIDS and refugees

Denmark 2,038,835 2,038,835

Great Lakes Initiative on HIV and AIDS 350,000 350,000

Intergovernmental Authority on Development

110,000 110,000

UN Programme on HIV and AIDS 3,131,943 3,131,943


Project Profile


Standards and indicators

European Commission 319,049 319,049

Management and leadership development training

United States of America 1,039,000 1,039,000

Subtotal 9,555,143 9,555,143


Nansen Refugee Award

Norway 50,000 50,000

Switzerland 50,000 50,000

Private sector fund raising

Private donors in UK 45,959 45,959

Subtotal 145,959 145,959

Division of Information Systems and Telecommunications

Information and communications technology project

Private donors in Luxembourg 50,000 50,000

Subtotal 50,000 50,000



Refugee programme

All pillars Total


Deployment of resettlement experts

Norway 343,916 343,916

United Kingdom 147,281 147,281

Education for All


ninemillion.org

Private donors in Japan 35,656 35,656

Private donors in the Netherlands 5,338 5,338

Private donors in Switzerland 86,319 86,319

Private donors in USA 216,575 244,301 460,876

Provision of protection information

Netherlands 36,075 36,075

Albert Einstein German Academic Refugee Initiative (DAFI)

Germany 4,619,970 4,619,970

Private donors in Germany 66,934 66,934

Strengthening field capacity and community development

UN Population Fund 103,605 103,605


Surge protection capacity project


Protection capacity training


AGDM training


Subtotal 7,895,356 371,614 8,266,970


Emergency preparedness and response

Luxembourg 432,900 432,900


Private donors in France 183,830 183,830

Deployment of emergency and security experts

Switzerland 1,191,000 1,191,000

eCenter

Australia 303,058 303,058

Japan 368,458 368,458

Workshop on Emergency Management (WEM)

Norway 126,613 126,613

Armored vehicle stockpile


Field safety section


Global security administration

United States of America 1,373,592 1,373,592

Subtotal 4,746,345 559,513 5,305,859



Refugee programme

All pillars Total

Executive Office

Organizational development and management

Canada 481,696 481,696

Policy development and evaluation


Provision of evaluation expertise


Subtotal 761,696 761,696

Total 35,674,499 5,115,228 40,789,727 1This contribution goes towards all pillars.

DonorPillar 1

Refugee programme

All pillars Total

Sweden 4,881,450 4,881,450

United States of America1 14,300,000 14,300,000

Total 14,300,000 4,881,450 19,181,4501This contribution goes towards all pillars.

VOLUNTARY CONTRIBUTIONS TO HEADQUARTERS | USD


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