Operational support and managem ent

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1 UNHCR Operational support and managem ent UNHCR staff gather in the atrium in Geneva to kick off Sixteen Days of Activism Against Violence Against Women. I n 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: and policy development Doctrine Strategic direction articulation Fund raising and resource Prioritization and resourcemobilization allocation Executive Committee and other governance support control in accordance with United Financial Nations and UNHCR rules and regulations measuring and reporting Monitoring, (including results-based management) (inspection, evaluation, Oversight investigation and audit) 138 and external relations Communications relations and strategic Inter-agency partnerships emergency preparedness and Central 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

2 Emergency preparedness and response 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. Supply management 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 Europe incl. HQ (4) 10% Asia and Pacific (9) 22% 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, interagency 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 Deployments per region Americas (4) 10% Middle East and North Africa (6) 15% Africa (18) 43% 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 SDC (12) 2010 Emergency Deployments by Agency Canadem (3) RedR (7) Procap Tier 1 (6) Irish Aid (11) Action Aid (4) MSB Government Pack. (6) MSB (3) NRC (42) DRC (43) controls, ensuring a solid supplier base for relief items by reviewing the vendors before they are approved to work with UNHCR. EPRS/ERTs (99) 139

3 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. Supply/Logistics (15) Snr. Emergency Team Lead (19) Technical (32) Protection Officer (53) 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 Emergency Deployments by Profile Technical (GSP) (5) Security (2) Admin/Finance/HR (10) Cluster Lead (34) Community Services/ Gender/Education (16) External Relations (18) Field Officer (12) IT/Telecom (7) Programme Officer (13) 140

4 GLOBAL STRATEGIC PRIORITIES TARGET PROGRESS IN 2010 SUPPLY CHAIN AND LOGISTICS 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. CENTRAL EMERGENCY PREPAREDNESS AND RESPONSE CAPACITY 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. A comprehensive emergency training and capacity-building strategy was adopted targeting UNHCR staff, standby partner organizations and regional and countrylevel 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 FIELD SAFETY AND SECURITY 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 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. 141

5 GLOBAL PROGRAMMES BUDGET AND EXPENDITURE USD Programmes Budget Expenditure OPERATIONAL ACTIVITIES Avian and human influenza 84,356 78,770 Durable solutions 656, ,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, ,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, ,907 Registration 953, ,919 Research and evaluation and documentation 473, ,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, ,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, ,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, ,103,340 Expenditure for Global Programmes

6 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, ,313 Ethics Office 671, ,077 Policy Development and Evaluation Service 1,240,396 1,238,282 Office for Organizational Development and Management 915, ,005 Subtotal 17,575,786 17,406,201 Division of External Relations 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 Division of International Protection Office of the Director 1,906,221 1,798,496 Specialized sections 10,929,453 10,561,250 Subtotal 12,835,674 12,359,746 DEPARTMENT OF OPERATIONS Division of Programme Support and Management Office of the Director 2,356,384 2,273,444 Specialized sections 7,299,914 7,198,179 Subtotal 9,656,298 9,471,623 Division of Emergency, Security and Supply Office of the Director 1,258,735 1,197,776 Contracts Unit 612, ,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,

7 Divisions / Departments Budget Expenditure Division of Human Resources Management Office of the Director 3,616,743 3,524,263 Specialized sections 8,909,443 8,685,570 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, ,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, ,462 Total 175,738, ,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

8 VOLUNTARY CONTRIBUTIONS TO GLOBAL PROGRAMMES USD Divisions / Departments Global Programmes Department of Operations Avian and human influenza emergency Community Technology Access (CTA) center DPSM public health and HIV section HIV and AIDS and refugees Project Profile Standards and indicators Management and leadership development training Division of External Relations Nansen Refugee Award Private sector fund raising Donor Division of Information Systems and Telecommunications Information and communications technology project Pillar 1 Refugee programme All pillars Total Sweden 4,184,100 4,184,100 United States of America 1 12,520,000 12,520,000 Subtotal 12,520,000 4,184,100 16,704,100 United States of America 550, ,000 Central Fund for Influenza Action 862, ,195 Private donors in USA 489, ,112 UN Programme on HIV and AIDS 240, ,009 Denmark 2,038,835 2,038,835 Great Lakes Initiative on HIV and AIDS 350, ,000 Intergovernmental Authority on Development 110, ,000 UN Programme on HIV and AIDS 3,131,943 3,131,943 United States of America 325, ,000 United States of America 100, ,000 European Commission 319, ,049 United States of America 1,039,000 1,039,000 Subtotal 9,555,143 9,555,143 Norway 50,000 50,000 Switzerland 50,000 50,000 Private donors in UK 45,959 45,959 Subtotal 145, ,959 Private donors in Luxembourg 50,000 50,000 Subtotal 50,000 50,

9 Divisions / Departments Donor Pillar 1 Refugee programme All pillars Total Division of International Protection Deployment of resettlement experts Norway 343, ,916 United Kingdom 147, ,281 Education for All United States of America 600, ,000 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, , ,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 United States of America 300, ,000 Surge protection capacity project United States of America 400, ,000 Protection capacity training United States of America 796, ,000 AGDM training United States of America 265, ,000 Subtotal 7,895, ,614 8,266,970 Division of Emergency, Security and Supply Emergency preparedness and response Luxembourg 432, ,900 United States of America 900, ,000 Private donors in France 183, ,830 Deployment of emergency and security experts Switzerland 1,191,000 1,191,000 ecenter Australia 303, ,058 Japan 368, ,458 Workshop on Emergency Management (WEM) Norway 126, ,613 Armored vehicle stockpile United States of America 46,408 46,408 Field safety section United States of America 380, ,000 Global security administration United States of America 1,373,592 1,373,592 Subtotal 4,746, ,513 5,305,

10 Divisions / Departments Donor Pillar 1 Refugee programme All pillars Total Executive Office Organizational development and management Policy development and evaluation Provision of evaluation expertise 1 This contribution goes towards all pillars. Canada 481, ,696 United States of America 29,412 29,412 United States of America 250, ,588 Subtotal 761, ,696 Total 35,674,499 5,115,228 40,789,727 VOLUNTARY CONTRIBUTIONS TO HEADQUARTERS USD Donor Pillar 1 Refugee programme All pillars Total Sweden 4,881,450 4,881,450 United States of America 1 14,300,000 14,300,000 Total 14,300,000 4,881,450 19,181,450 1 This contribution goes towards all pillars. 147