ADMINISTRATIVE SUPPORT DEPARTMENT - UNRWA...applicable -- the Agency’s overall programmatic strategies and priorities as set out in the FIP’s, MTS, respectively and the key themes

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HEADQUARTER IMPLEMENTATION

PLAN 2010-2011

ADMINISTRATIVE SUPPORT

DEPARTMENT

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TABLE OF CONTENTS

1.- How the Plan was prepared-------------------------------------------------------------------------------------------- -1-

1.1.-Consultation Mechanism------------------------------------------------------------------------------------------------- -1-

1.2.-Context Foreseen for 2010-2011--------------------------------------------------------------------------------------- -1-

2.- Department Strategy ------------------------------------------------------------------------------------------------------ -2-

2.1 Roles and responsibilities for effectively supporting the FIP------------------------------------------------------ -2-

2.2 Constraints and challenges------------------------------------------------------------------------------------------------ -5-

2.3 Overview of department strategy----------------------------------------------------------------------------------------- -7-

3 Department Plan--------------------------------------------------------------------------------------------------------------- -9-

3.1 Outcomes and outputs------------------------------------------------------------------------------------------------------- -9-

3.3 M&E and Indicators--------------------------------------------------------------------------------------------------------- -11-

3.2 Implementation arrangements ------------------------------------------------------------------------------------------- -11-

3.4 Output Level Budget--------------------------------------------------------------------------------------------------------- -11-

3.5 Prioritized list of Projects -------------------------------------------------------------------------------------------------- -12-

Annex I ASD Integrated Planning and Budget table

Annex II ASD Projects Outline

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1 How the plan was prepared

1.1 Consultation mechanisms

The Administrative Support Department (ASD) comprises four divisions/offices: namely General Services (GSS), Procurement and Logistics Division (PLD), Information Services Division (ISD) and Security Unit. With the exception of some interdependency between GSS and PLD activities, the divisions/offices work independently in Headquarters (HQ) and Field Offices (FOs). The HIP takes into account this structure in its design, and establishes one distinct outcome to each division/office .

To reflect the strategy of the Organization this draft was developed by Heads of Unit and in cooperation with main stakeholders at HQ Amman. Further, the HIP also takes into account --to the extent possible and as applicable -- the Agency’s overall programmatic strategies and priorities as set out in the FIP’s, MTS, respectively and the key themes included under chapter 3

1.2 Context foreseen for 2010-11

• The Political Situation remains stable. The Political situation affects Support Services as much as Programme Departments. Therefore, the Key Performance Indicators (KPI) identified in this Plan will be impacted by the political situation and related repercussions.

• Financial constraints and budget allocation at Field level. Coordination and communication between ASD/HQ and Field Offices will be essential for the effective implementation of this Plan. The HIP summarizes the overall approach of ASD in its role of developing policies and guidelines to promote good practices. The availability of adequate and appropriate resources and staff at both ASD/HQ and the Field Offices is required to achieve the objectives of the plan. Even under current financial constraints, programmes require strong ISD, PLD, Security and GSS support activities, resources, advice and staff.

• Macroeconomic situation. Considering the global crisis, it is very difficult to predict how commodity and other operational costs will develop over coming years. It is expected that costs will remain stable in 2009. It is possible that this will be followed an hyperinflationary period due to the huge investments by governments to overcome the crisis. Any drastic increases in the cost of energy and commodities in 2009 and 2010, would impact the performance of ISD, PLD and GSS. Similarly, the exchange rate fluctuations of the US Dollar remain unpredictable within the two years scenario.

• Ownership of operational changes. ODI has introduced several operational changes in ASD, resulting in significant delegation of authority and commensurate devolution and re-distribution of responsibilities between ASD Headquarters and Field Offices. The decentralization of Procurement and Property management significantly increases the role and authority of Field Offices; shifting responsibility, reducing bureaucracy but also requiring additional and trained staff at Field offices; the development and use of new IT tools, policies and procedures and commensurate oversight. .

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2 Department Strategy

2.1 Roles and responsibilities for effectively supporting the HIP

The Director of Administrative Support (DAS) provides effective leadership, guidance, oversight planning and coordination to and between ASD offices/divisions and to stakeholders Agency-wide. To that end, DAS leads the development and provision of relevant and timely policies and related guidance with a view towards devolution and rationalization of service provision to meet current and emerging operational support needs, with commensurate oversight as applicable. DAS’ office is supported by two staff assigned to coordination and reporting activities.

2.1.1. General Services The HQ General Services Section provides effective and streamlined general services both at HQs and Fields. General Services (at HQs) and Administrative Services (at Fields) provide for Agency-wide courier/pouch services; Central Records and Archives at HQ; Entitlement travel; UNLP/UNC management, and HQ vehicle fleet management at HQs, well as field location-specific services (namely building and asset management; telephone services; residence permit and visa services, travel documents and travel arrangements). Administrative Services implement these activities in the Field Office where they are located. In addition, it is foreseen that in some Fields that host HQ offices there will be a consolidated unit with the necessary resources to also service the HQ offices; thus providing centralized administrative services which might otherwise be duplicated (so called central services) Furthermore, HQ GSS provides the relevant policies and guidelines as well as initial resources for the Agency-wide service component in coordination with the Fields.

HQA GSS

Unit Number of Staff

Travel and Visa Office staff 3

Transport Office staff 1+6

Mailroom/Pouch staff 1+4

Administrative Services Office staff 3

Head General Services Section 1

Central Records/Archives staff 1 The guard unit of HQA has been removed from GSS and placed under FSA / SSO / HQA

HQG GSS

Unit Staff

Travel and Visa Unit staff (Entitlement Travel) 1

Building Management Office staff 1+7

Transport/Mail/Pouch and Comms Administration staff

1+4

Security Unit staff 1+12

Central Records staff 1+2

International Drivers (incl CG driv) at Jerusalem 5

HQ offices in Jerusalem GSS NIL staff at present

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2.1.2 Information Systems Division. The main responsibility of HQ Information Systems Division (ISD) and Fields Information Systems Offices (ISO) is to provide efficient and effective ICT management and support services to HQ and Fields programme and support departments, in fulfilling their strategic objectives. This responsibility entails that ISD and ISOs in the Fields are to identify, deliver and sustain adequate Information and Communication Technology (ICT) solutions and services which meet the objectives and requirements as identified by Agency management, including information systems applications to serve various business needs, reliable and secure ICT infrastructure, and efficient collaboration and communications ICT tools, while implementing and applying ICT best management and service delivery practices, and effective ICT policies and standards. This responsibility is shared between HQ and Fields with clear roles detailed below in line with the OD paradigm: HQ-ISD role:

• Identify, plan and implement Agency-wide new ICT initiatives in line with emerging business needs and as identified and prioritized by UNRWA management strategic objectives. This includes the identification of requirements, researching and proposing ICT solutions and managing the implementation process for adopted solutions.

• Manage, administer and operate active Agency-wide enterprise ICT services, including central application systems hosting at HQ-Amman and UNLB (DPKO) in Italy and Agency international telecommunications networks (SWAN and MPLS),

• Develop ICT standards, policies and implement best ICT service management practices,

• Manage, administer and operate HQ-Amman specific local ICT services, including HQ-Amman desktop services, network and e-mail services, telephone services, Internet, Video Conferencing, IT Training, data backup, information security and disaster recovery.

• Provide ICT related guidelines, technical support and advice to Fields ISO.

• Monitor HQ and Fields ICT services and provide management reporting. HQ-ISD Staffing: Currently, the total number of posts at HQ-Amman is 41. The posts are distributed as follows:

Unit Staff

ICT Management related services 4

Application Systems Development and support services

18

Agency-wide Enterprise ICT Infrastructure support services

10

HQ-Amman specific local ICT services 6

Admin posts 3

In addition, HQ-Gaza has 9 posts, distributed as follows:

Unit Staff

Application Systems Development and Support 4

HQ-Gaza specific local ICT services 4

Admin post 1

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Field ISO role: Identify, plan and implement Field specific new ICT initiatives in line with Field specific emerging business needs and as identified and prioritized by Field management strategic objectives. This includes the identification of requirements, researching and proposing ICT solutions and managing the implementation process for adopted solutions. Implement best ICT service management practices, Manage, administer and operate Field specific local ICT service desk, including Field national telecommunications network, desktop services, network and e-mail services, telephone services, Internet, Video Conferencing, IT Training, data backup, information security, disaster recovery, and school IT services. Monitor Field ICT services and provide management reporting.

Field ISO Staffing: All Fields ISO have a minimum number of 12 core posts. Actual number of posts is higher in certain Fields due to Field size, emergency and local requirements. The core posts are distributed as follows:

Unit Staff

ICT Management related services 1

Application Systems Development services 1

Field specific local ICT services 6

Field Schools ICT services 3

Admin post 1

2.1.3 Security Unit

The Field Security Adviser (FSA) develops and provides security related policies, programmes and expert advice Agency-wide, as required, to management and staff alike. Further an in keeping with UN wide policies, the FSA will promote the implementation of the UN-system wide goal of ‘’No programme without security’’ which is contingent on the collaboration of Field Offices and Programme Departments.

The FSA further works to promote and guide, as applicable, the main-streaming of security considerations and requirements into organizational core functions and programmes. There are two distinctly different security programmes. The former is in support of UNRWA international staff is well developed under guidelines established by the UN Department of Safety and Security. The second program, which is under development, will support Palestinian area staff, and include the promulgation of an Agency-wide UNRWA security policy document, with a commensurate Agency-wide implementation and resource plan.

2.1.4 Procurement and Logistic Division

PLD provides efficient and effective supply chain management, advisory and support services to HQ, Field programme and support departments, in fulfilling their strategic and programmatic objectives.

To that end, specifically, HQ Procurement and Logistics Division (HQPLD) and Field Procurement and Logistics Departments (FPLD's) ensure that appropriate goods, commodities and services are available to UNRWA beneficiaries in a timely and cost-effective manner. This responsibility is shared between HQ and Fields with clear roles detailed below in line with the OD paradigm:

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HQPLD role:

• Manage the organizational framework and policies through which effective service delivery is achieved for the benefit of our many customer groups.

• Develop polices, provide technical advice and guidance on procurement and logistics matters.

• To monitor and evaluate the performance of the various procurement and logistics functions and be the leaders of process improvements.

• To undertake the central procurement and delivery of goods and services to the fields and dependent headquarters as assigned to HQPLD.

• To manage the UNRWA vehicle fleet.

• To coordinate the technical training of HQ and Field procurement and logistics staff.

HQ-ISD Staffing:

Currently, the total number of posts at HQ-Amman is 43. The posts are distributed as follows

Unit Number Staff

HQ PLD Management 2

Analysis and Development Training 8

Transactional Procurement Section 20

Contractual Procurement Section 13

FPLD role:

• Provide effective field delivery of procurement and logistics services to field operations in accordance with UNRWA policies.

• To undertake the clearance and receipt of inbound goods bought on the fields behalf by HQPLD.

• To undertake the procurement and delivery of goods, construction and services to the field programmes and support departments as assigned to FPLD's.

• To account, store and distribute all goods received in a timely and efficient manner.

• To manage the efficient utilization and assignment of dedicated transport assets.

• To manage the efficient and effective maintenance of all assigned transport and generator assets.

• To manage the accounting and control of Agency assets assigned to the Programmes and Departments.

• To manage the disposal process for all agency property.

FPLD Staffing:

FPLD's vary in size according to the size of the particular Field and to factors such as emergency programmes and local conditions, (from 140 in Syria to 300 in Gaza). They nevertheless share a common organizational structure:

• Front Office

• Administration

• Port Operations Office

• Material Inspection Office

• Supply Office

• Procurement

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• Distribution

• Transport and Warehouse Office

• Warehouse Section

• Vehicle Control Section

• Vehicle Maintenance Section

2.2 Constraints and challenges

2.2.1 Common Constraints and challenges

In addition to shared common constraints (such as financial resources, availability of skilled human resources, staff turnover and retention …), each of the offices/ divisions face specific challenges detailed below.

2.2.2 General Services Adequate grade levels of staff and adequate numbers of posts: While General and Administrative Services are often invisible when functioning properly, these services become visible when inadequate staffing results in delays in service provision which in turn have negative impacts on staff, operations and the optimal use of Agency funds. Adequate resources: Same as above as relates to the provision to staff of adequate and fully functional offices as well as transport and vehicle fleet.

2.2.3 Information Systems Division.

The main constraints and challenges expected in 2010-11 in meeting the ICT strategic objectives are the following: Resource availability: Sustaining and improving ICT services requires continuous and recurring investment in hardware, software, telecommunications and outsourced services in addition to human resources development. Shortage of required funding would negatively impact the ability to continue sustaining and improving existing ICT services as a strategic objective identified below, which would pose a constraint on the introduction of new and improved services and would negatively affect the availability and performance of existing ICT services. Skilled human resources: ICT skills are in high market demand in most areas of operation. Recruitment of skilled staff to fill vacant posts presents a challenge with the current non-competitive UNRWA pay scales, which had resulted in delays to find qualified applicants. This is expected to continue to be a challenge for the coming biennium. Mobility of staff: Ability for staff to travel within the Field is a current constraint faced in West Bank, while ability of Gaza staff to travel to HQ-Amman and HQ-Amman staff to travel to both West Bank and Gaza is another current constraint, mainly due to visa- and travel permit- restrictions, which have resulted in various delays in the delivery of ICT services within West Bank and Gaza. These constraints are expected to continue over the next biennium. 2.2.4 Security The creation of an Agency-wide area staff security system that would include security management; the hiring and training of area staff safety officers; as well as the appointment, resourcing, training, and support of area staff wardens is largely dependent upon future donor funding. Its promulgation is further dependent on Agency-wide support and cooperation.

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The main constraints and challenges expected in 2010-11 in meeting the ICT strategic objectives are the following:

Resource availability: Largely related to inadequate levels of funding and timeliness of funding, a number of serious issues are likely to arise:

Vehicle fleet will continue to age due to inadequate capital equipment spend on replacement vehicles.

Maintenance standards will decline due to parallel under funding of maintenance resources.

The currently volatile nature of the global economy may extend into the next period and has serious potential to affect the supply side of procurement leading to fund shortages and potential unavailability of some supplies.

The timeliness of funding from donors, particularly for food purchases, is already problematic and may deteriorate leading to additional procurement costs and possible stock out situations.

There are glaring deficiencies in our IT systems that will remain unmet in the current economic climate.

Skilled human resources: The declining world economy may promote staff retention but our ability to attract good candidates with the specialized expertise needed in some procurement and logistics functions will not improve under the current pay regime. It is noteworthy in the context of the devolution of procurement authority to the fields, PLD has reallocated surplus HQ resources to the fields in 2009. As the devolution of support operations continues, PLD will actively assess and adjust its resource requirements as appropriate. Better in IMPLEMENTATION ARRANGEMENTS (3.4)?????

Information Technology: There are a number of problems associated with IT in so far as good management of procurement and logistics is concerned.

Current IT tools available for Procurement and Inventory management are adequate for the purchase of goods but wholly inadequate for the procurement of construction and services. Intended as a stop gap to replace ageing procurement software, the current PIMS system already uses old technology and is no longer actively supported by the parent company. It does manage the "back office" funding and expenditure side but not the "front office" tendering, evaluation, contract or vendor management aspects of good procurement practice.

An in-house software platform is being introduced to manage data collection for vehicle and vehicle maintenance operations but this will merely replace the current paper based system and still require significant manual data entry in the absence of vehicle data units. It will be a standalone system operated in the fields and has no analytical tools to support good fleet management practice and does not address a number of related matters including, insurance, traffic accident reporting, and license management amongst others.

Far too many of the logistic processes will remain reliant on current paper based, labor intensive systems.

Field Organization Structure. PLD operations are undergoing a significant period of decentralization, particularly of procurement activity. The resources in terms of staff numbers and grades necessary to meet the increased responsibilities and workload in the FPLD's will need to be comprehensively assessed, with subsequent mobilization or re-assignment as applicable. . The capacity of the FPLD's to assume additional and increased responsibilities and institute process improvement, in addition to meeting the increased workload, may result in declining performance measures while this deficiency is addressed.

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2.3 Overview of department strategy

2.3.1 General Services

In order to achieve the Organization’s and the Department’s strategic operational and programmatic goals, current service levels need not only to be maintained but require some efficiency improvements. These can be partially accomplished through the appropriate staffing compliment and grade levels and their deployment in accordance with a ‘central service’ approach, where operationally applicable.

Additional training as well as streamlined usage of information management systems (e.g. Travel Management System, Transport Management System implementation) will accomplish the desired and required improvements.

The maintenance of current service levels as relates to fixed expenditures (buildings and offices, consumption of electricity, water, diesel, vehicle maintenance and replacement, communications and service contracts) will require continued and adequate funding levels.

The changes in the Agency’s Property management and financial reporting requirements are achievable with relatively minimal internal resource-bolstering through restructuring (this specifically excludes the change requirements of the RAMCO system (see ISD input)).

The Agency maintains paper-based central records (managed at office level through a minimal documents management system developed in-house) and archives, partly in a Phase IV duty station. This will require rectification through a project that will aim at storing and retrieving all Agency records in electronic format and be accessible through an electronic management and recording system (CRO/Archives and implementation of a revised regulatory framework – Project

2.3.2 Information Systems Division

In the absence of any new or specific ICT needs raised as requirements for the delivery of the Field Implementation Plans, the ICT strategic objectives for biennium 2010-2011 will focus on the following: Continue sustaining and improving efficiency and effectiveness of existing ICT services at large, via a) improvements to the quality of ongoing ICT operational services delivered, including enhancements to live applications information systems functionality and access, b) improvement of infrastructure and telecommunications availability and performance, c) effecting the ICT strategic decision to outsource central applications hosting decision at UNLB (DPKO) by moving all central applications and e-mail enterprise services currently hosted at HQ-Amman, d) provision of reliable hardware, software and telecommunications maintenance and support services, and e) delivery of IT Training.

Complete implementation of new, or enhancements to existing, application information systems, for which management had identified the need for, requested action on and/or set a priority for. This includes the implementation and operation of the Refugees Records Information System (RRIS), the Loan Management Information System (LMIS) and the e-Health System as new application information systems to be delivered. It also includes additions and enhancements delivered on the Ramco system, such as Budget Restructure and Fixed Assets modules, and enhancements to functionality of other live application information systems as needed. Provide necessary support to the ongoing ERP initiative, as the ERP project progresses and ICT support requirements for the project is further identified and ISD role and responsibilities are clearly determined.

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2.3.3 Security Unit

Three donor modules – all interdependent - address the creation of an Agency-wide area staff security system. Eighteen to twenty four months after funding these programs could be completed. The promulgation of an Agency-wide security policy and accompanying implementation plan is not dependent upon donor funding. Therefore, it is anticipated that the policy and plan can be completed before the end 2009.


A major initiative to update and modernize the main policy documents applicable to the effective management of procurement and logistics functions will continue into the next biennium using in-house resources. HQ PLD will endeavor to turn many of the deficiencies in our IT systems into projects with the intention of securing outside donor funding as an interim and possible complement to the planned ERP system. The major shift away from a centrally managed procurement function to a more field oriented function will require embedding and fine tuning with possible implications for resource allocation and further policy development. Training will focus on improving the skills of our end users in the practical use of the procurement and logistics framework as well as focusing on some areas where skill sets need to be enhanced, notably health and safety in the workplace and in some technical areas of the logistics field.

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3 Department plan

3.1 Outcomes and outputs (Logical Framework included as Annex I)

Director of Administrative Support (DAS) office will have the outcome ‘’Effective leadership, oversight of performance and coordination of ASD Divisions/ Offices thus ensuring the provision of optimal support services to stakeholders agency-wide

3.1.1 General Services

The outcome of GSS objectives is the streamlined and efficient service provision to all Agency staff. Considering that GSS covers different activities and outputs, the accomplishment of the outcome will be measured taking into account the KPI of all outputs.

To that end the following outputs were defined and provide a snapshot of General Services components:

Output 1: Central records/Archives moved to electronic storage and management. The indicator to measure the output in percentage of documents/records on file and electronically managed and available depend on the project status. The progress of project implementation will be monitored from commencement and number of documents (records) captured in the regulatory framework as well as electronically managed and electronically available counted and translated into percentages. The measuring is starting from the present 0%, i.e. 0 documents/records presently captured in the desired format. Output 2: Central Services concept in place at all locations hosting HQs or HQ offices. The indicator to measure the output is the number of administrative/general service support staff in place and operational for the implementation of the central services concept. 3.1.2 Information Systems Division The main outcome of ISD and ISO strategic objectives is the Provision of effective and efficient ICT management and support services to UNRWA in fulfilling its mandate towards the Palestine refugees. Satisfaction rating collected through periodical surveys will be taken as representative KPI for the achievement of the outcome To measure this objective, the following 3 outputs were identified: Output 1: Improved availability and reliability of core applications and other major ICT services. The indicator to measure this output is based on the number of core systems failure hours during working hours. ISD will be collecting information on 6 main services availability and failure time. The first three are Ramco System, Intranet System and ORIS system will be measured by ISD at HQA. The other three are SWAN services, MPLS services and E-Mail services will be measure by ISD at HQA and each Field Office individually for their component of these services. The total downtime of the six services will form the measure for this output. Output 2: Improved level of users' skills in the use of ICT tools and systems. The indicator to measure this output is based on the number of end user staff attending internal ICT training. ISD will be collecting information on all training courses delivered by IT staff to end users at both HQ and Field level including desktop software training as well as application systems training. The total number of trained staff will make the measure for this output. Output 3: Improved end user satisfaction with ICT services.

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The indicator to measure this output is based on percentage of increase in satisfaction rating collected through periodical surveys. ISD will be collecting information through periodic questionnaire to measure user satisfaction with ICT services at both HQ and Field levels. 3.1.3 Security Unit The outcome is to develop a UNRWA Area Staff Security policy and implementation plan. Two main outputs to achieve this goal has been identified: Output 1: Main-stream multiple cross-cutting security initiatives agency-wide. The indicator to measure this output will be the writing of one single Security Implementation Plan applicable to both international and area staff. Output 2: Create a viable Area Staff Security System through the strengthening of the Security Advisor Office, Safety Officers in Field Offices and implementation of Warden System for area staff. The indicator of this output will be the percentage of area staff covered by Warden System. Considering the financial constraints, this output is subject to donor funding of proposed security projects. 3.1.4 Procurement and Logistic Division The main objective of HQ and Field PLD's is to ensure that appropriate goods, commodities and services are available to UNRWA beneficiaries in a timely and cost-effective manner. As KPI of the outcome KPIs for outputs 1,2 and 5 will be measured as most indicative of the overall goal of the Division To measure this objective, the following 5 outputs were identified: Output 1: Continuous improvement of the Procurement and Logistics policy and procedures documentation. In 2009 HQ PLD in conjunction with the FPLD's embarked on a major re-writing exercise for all of the major policy documents that control Procurement and Logistics operations. In 2010 and 20011 field implementation of the new policies will require that each process is formally reviewed for effectiveness and amended accordingly. A programme will be developed to conduct this review with the aim of resolving all outstanding procedural issues. Indicator of success will be completion of the review programme. Output 2: Improved levels of responsiveness of the procurement process. An ongoing initiative seeks to benchmark the performance of the procurement process. Two important time-related benchmarks will be adopted for discrete parts of the procurement process and these will be optimized in 2010/2011. Contracting for goods, services and construction performance will be measured in respect of: In-house procurement from receipt of requirement to award of contract. Supplier performance using the commonly used DIFOTIS measure. Improved performance against the established benchmarks will provide the measure for this output. PLD is working on a tool that will draw on data from a number of sources to create a full picture of each step of the procurement and delivery process in HQ and FO. The data will be limited for construction and some services but should allow some benchmarks to be created. DIFOTIS data is available as it refers to goods delivered from supplier to warehouse Output 3: Improved levels of responsiveness in order fulfillment for non-inventory supplies. The indicator is a measure of the warehouse and distribution system intended to identify the time taken from receipt of goods to delivery to the end user. Prompt receipt processing and distribution targets a number of logistics functions and is a key factor in supply chain management that will lead to increased customer satisfaction. Baseline Indicators and Target for HQ and FOs will be defined along 2009 through monitoring of PIMS data and hard copies that could be manipulated to provide a measure

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Output 4: Improved levels of vehicle management. Current IT systems do not support measures of vehicle utilization. This output is therefore intended to ensure maximum resource availability by benchmarking and improving upon two key fleet management factors that are measurable using existing paper based systems: Average vehicle availability expressed as a percentage of the field fleets will allow for deficiencies in the fleet management process to be identified in order to optimize procedures. Average vehicle off road time. Will allow a measure of the duration of vehicle unavailability and hence reflects on the maintenance/repair capabilities of the fields. Problems can be systematically identified and addressed in order to contribute to improved vehicle availability. Baseline Indicators and Target will be created along 2009 from existing quarterly field returns Output 5: Improved levels of technical procurement and logistics training. With approximately 1,200 procurement and logistics staff filling this vital support role, it is important that technical skills are renewed regularly and staff exposed to new techniques and methods. HQ PLD will seek to develop in-house training programmes that will provide quality training to an increased number of recipients at a lower overall cost given the resource constraints faced by the Agency. Baseline Indicators and Target will be created along 2009. 3.2 M&E and indicators A Client-oriented responsive support service approach is the key element in the design of the HIP. Indicators have been selected according to the data available to measure the optimization of resources to achieve outcomes/outputs and provide useful information for management decisions. Data analysis and M&E will be centralized at HQ level but support from FO will be essential for data gathering. ASD is cognizant of financial Human Resources constrains Agency-wide. The Data gathering and analysis is dependent on adequate and appropriate IT systems and the introduction and use of Field ( and HQ tracking of day to day work. ISD and PLD will establish in 2009 baseline and target indicators for HQ and Field Offices as necessary. Security and GSS KPIs are calculated in the enclosed Logical Framework and refer exclusively to HQ. 3.3 Implementation Arrangements Section 2.1 describes the structure and roles of each division/office at Headquarter and Field level for the implementation of the HIP. According to the logical Framework, DAS has the responsibility for policy development, oversight and l planning and coordination of ASD divisions/offices at HQ level and will provide policies, guidelines, support and oversight of field operations. In line with the SPARE paradigm, field offices will have the responsibility of implementing decentralized tasks, informing HQ about their operative plans and reporting as required. It is noteworthy in the context of the devolution of procurement authority to the fields; PLD has reallocated surplus HQ resources to the fields in 2009. As the devolution of support operations continues, PLD will actively assess and adjust its resource requirements as appropriate.

3.4 Outcome level budget Budget estimation and enveloped is included at outcome level in the Logical Framework (Annex I). Considering Final Budget is under definition in Budget Hearings. We have included Envelope Budget and ASD request and pointed out Centrally Managed Budget.

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3.5 Project list

This table sets out priority ASD Projects. For HIP purposes projects 1 and 6 has been included under ASD despite these projects involved cross cutting issues that involve the entire organization. Logical Frameworks of all projects are included as Annex II to the present HIP

Priority number

Reference in integrated budget table (outcome or

strategic objective) Title

Description (60 words, including problem identified, approach and expected impact)

Funding requested

(USD)

1

Provision of effective and efficient ICT management and support services to UNRWA in fulfilling its mandate towards the Palestine refugees

Enterprise Resource Planning (ERP)

System

the vendor for FMS/HRMP and the Procurement Information Management System (PIMS), plans to cease supporting these products within the next 2-3 years Organizational Development Plan (OD Plan) proposed adopting an Enterprise Resource Planning (ERP) system because of the potential for such a system to provide a comprehensive solution to the Agency’s management information needs and to enable planned organizational and process changes

18,560,000 USD

2

Create a viable Area Staff Security System through the strengthening of the Security Advisor Office, Safety Officers in Field Offices and implementation of Warden System for area staff

Area Staff Warden System.

There is currently no viable warden system established in support of the Palestinian area staff of UNRWA. Area staff requires trained wardens. The project aims to create a warden system through training 2000 staff in security and providing cell coverage to all the area staff The project should have three different phases. The direct beneficiaries of the project will be 28,000 area staff, indirect beneficiaries will be the whole Palestinian population.

3,072,900 USD

3


Building Capacity of the Office of the Security Advisor

The current resources of the Office of the Field Security Advisor are inadequate for the correct implementation of the Action Plan approved by the Agency’s Quarterly Management Committee in December 2008. One key element of that Action Plan is to acquire outside assistance in order to address the critical need to develop a viable and sustainable security management system for 28,000 Palestinian area staff.

227,116 USD

4


Area Staff Security System

Thirty thousand area staff members of UNRWA have no supporting security system. Security systems are critical to keeping staff prepared to deal effectively with identified threats. In the UNRWA context these threats are many. The project aims to ensure that area staff member have access to regular and capable security advice and assistance

2,446,500 USD

5

Ensure good performance and efficiency in the provision of general services to all UNRWA staff

CR, Archives and Regulatory Framework

UNRWA’s Central Records (current files) and Archives (retired files since 1950s) are well maintained and managed but remain entirely paper-based, thus making them vulnerable to inaccessibility in future and destruction through force major. The project aims to Establishment of a regulatory framework at the same time as ensuring the safe-keeping of existing and future central records and archives of the Agency. Considering the importance of this documentation, the Beneficiaries would be the whole Palestinian Population

1,500,000 USD

6

Ensure good performance and efficiency in the provision of general services to all UNRWA staff

Reduction of CO2 Emissions in

UNRWA Facilities

UNWRA has been requested to help the UN collectively achieve climate neutrality through systematic, sustained, and measured reduction in consumption of electricity, water, fuel, and materials The project aims to reduce the consumption of Water, Electricity and Heating in Headquarters and Field Offices in order to apply the methodology to the Palestinian population. The indirect Beneficiary would be the Palestinian population

1,480,000 USD

UNITED NATIONS RELIEF AND WORKS AGENCY FOR PALESTINE REFUGEES IN THE NEAR EAST

Annex 1: Integrated Planning and Budget table

Budget

Intervention Logic Indicators Baseline (2010, %)

Target (2011, %)

GF Funds UR Funds Project Funds

Outcome 1.1 ’Effective leadership, oversight of performance and coordination of ASD Divisions/ Offices

thus ensuring the provision of optimal support services to stakeholders agency-wide

Accomplishment of Outcomes 1.2, 1.3, 1.4 and 1.5 See

Baselines of Outcomes

Accomplishment of 90% of objectives 134,661

18,560,000 (ERP Project)

Outcome 1.1 Ensure good performance and efficiency in the provision of general services to all UNRWA staff

Percentage of provided documents of File General Services staff in place and operational

0%

0

20%

15

4,850,289

2,950,000 (Central

Records and Environment

project)

Output 1.1.1 Information dissemination, central records/archives

Increase of percentage of provided documents on file and electronically managed and available (Applicable to HQA and HQG)

0% 20%

Output 1.1.3 Central Services concept in place at all locations hosting HQs or HQ offices

General Services staff in place and operational 0

15

HQA/HQG/HQJer 5

FOGaza 5

FOWB 5

Outcome 1.2 Develop a UNRWA Area Staff Security Culture

% of Area Staff covered by Minimum Operational Security Standards (MOSS)

0% 100% (all Fields) 464,388 6,366,100 (Security Projects)

Output 1.2.1 Main-stream multiple cross-cutting security initiatives agency-wide. Security main-streaming will positively impact both international and area staff

Security Implementation Plans applicable to international and area staff 0 1 (HQA)

Output 1.2.2 Create a viable Area Staff Security System through the strengthening of the Security Advisor Office, Safety Officers in Field Offices and implementation of

Warden System for area staff

% of Area Staff covered by Warden System 0% 100% (All fields)

UNITED NATIONS RELIEF AND WORKS AGENCY FOR PALESTINE REFUGEES IN THE NEAR EAST

Outcome 1.3: Provision of effective and efficient ICT management and support services to UNRWA in fulfilling

its mandate towards the Palestine refugees

Percentage of increase in satisfaction rating collected through periodical surveys.

70% 85%

4,647,134

1,638,222 86,828

Output 1.3.1 Improved availability and reliability of core applications and other major ICT services

Number of core systems failure hours during working hours.

200 hrs

180 hrs:

HQA: 70 hrs

JFO: 25 hrs

GFO: 25 hrs

WBFO: 20 hrs

SFO: 20 hrs

LFO: 20 hrs

Output 1.3.2 Improved level of users' skills in the use of ICT tools and systems.

Number of non-IT staff attending internal ICT training. 1000/year

2500 in two years 2010/2011

HQA: 400

JFO: 350

GFO: 450

WBFO: 400

SFO:450

LFO: 450

Output 1.3.3 Improved end user satisfaction with ICT services Percentage of increase in satisfaction rating collected through

periodical surveys

74%

(Survey June 2009)

80%

HQA: 80%

JFO: 75%

GFO: 80%

WBFO: 80%

SFO: 80%

LFO: 80%

Outcome 1.4: To ensure that appropriate goods, commodities and services are available to UNRWA beneficiaries in a timely and cost-effective manner.

KPIs for outputs 1,2 and 5 See KPI for outputs 1,2

and 5 See KPI for outputs 1,2 and 5

3,654,528

12,000

Output 1.4.1: Continuous improvement of the Procurement and Logistics policy and procedures documentation.

All primary and subsidiary documents subject to formal review annually

75% 90%

Output 1.4.2: Improved levels of responsiveness of the procurement process

1. Average time to process procurement actions from receipt of requisition to award: Services: TBC Goods: TBC

Construction: TBC 2. Supplier performance using DIFOTIS: Basic Commodities:

Medical Supplies: General Supplies:

1. Services: 150 days Goods:90 days Construction: 180 days

2. B/C’s 84% Med 91% GS 93%

1. Services: 120 days Goods: 90 days Construction: 180 days

2. B/C’s 90% Med 95% GS 95%

Output 1.4.3: Improved levels of responsiveness in order fulfillment for non-inventory supplies.

Benchmark of time taken from receipt in store to distribution to end user:

30 days 25 days

Output 1.4.4: Output 4: Improved levels of vehicle management.

1.. % of vehicle availability: 2. Vehicle Off-Road Average expressed in Days:

1. 95%

2. 14 days

1. 97%

2. 10 days

Output 1.4.5: Improved levels of technical procurement and logistics training

Percentage of staff receiving minimum of 3 days of technical training per year

40% 60%

Documents

ADMINISTRATIVE SUPPORT DEPARTMENT - UNRWA...applicable -- the Agency’s overall programmatic strategies and priorities as set out in the FIP’s, MTS, respectively and the key themes