Mission: to provide leadership and guidance in administrative support activities Strategic Vision of the OAS Secretariat for Administration and Finance.

Mission: to provide leadership and guidance in administrative

support activities

Strategic Vision of the OAS

Secretariat for Administration and Finance

Programs and Subprograms Managed by theSecretariat for Administration and Finance

• Secretariat for Administration and Finance• IPSAS and Business Modernization Initiative• Department of Human Resources• Department of Financial and Administrative

Management Services• Department of Information Technology Services• Department of Procurement Services• Department of General Services• Department of Planning & Evaluation• Basic Infrastructure and Common Costs

Strategic Objectives of theSecretariat for Administration and Finance

• Short-term: (2014) Maintain high-quality administrative services with maximum efficiency at Headquarters and in the Offices in the Member States

• Medium-term: (2015-2016) Manage orderly, transparent implementation of the Approved Program Budget and preparation of the Proposed Program-Budget, integrating results-based budgeting principles in support of the Secretary-General’s strategic objectives and in compliance with the General Standards and IPSAS

• Long-Term: (ongoing) Advise the Secretary General and the CAAP on strategies and reforms to continuously modernize and optimize administrative services in harmony with the evolving priorities of the Organization and the requirements of IPSAS

PILLARS: Administration, Policy Direction, Support to Member StatesPILLARS: Administration, Policy Direction, Support to Member States

Organizational Structure of theSecretariat for Administration and Finance

COMMONCOSTS (CC)

Mandates and ResourcesSecretariat for Administration and Finance

Principal Achievements 2012-2013: Secretariat for Administration and Finance

• POLICY DIRECTION: Established Business Process Working Group and IT Governance Committee as tools for Administrative Modernization Management. Established IPSAS Steering Committee.

• PLANNING: Establishment of Business Process Modernization and IPSAS Transition Plan, published first Results-based Budget in SG’s Proposal for 2014

• IT DEVELOPMENT: Implementation of Organization-wide business process automation tools: OAS Personnel Data Base, Results-Based Contracting System, Travel Expense Claim System, Leave Management System, National Offices Collaborative Space

• EQUIPMENT: Modernized core IT infrastructure, eliminating risk of system failure

• BUDGETARY ADMINISTRATION: Implementation of Efficiency-Enhancing Administrative policies: Special Events and Parking Management; Representation, Small Purchase and Petty Cash Streamlining; Fixed Asset Management

• SUPPORT TO POLITICAL BODIES: Supported CAAP Policy Process on Real Estate, Human Resources, ICR, Transparent Management Reporting

SUB- PILLAR: Achievements: SUB- PILLAR: Achievements:

Principal Achievements 2012-2013: Department of Human Resources

• BUDGETARY ADMINISTRATION AND HUMAN RESOURCES:

• INCREASED TRANSPARENCY: All new hires granted a Series A contract are selected through a competitive process; Implementation of OAS Personnel Data Base (OPDB) integrated with OASES and RBCS databases

• MODERNIZATION: Implementation of Taleo, a customized electronic tool for all GS/OAS selection competition processes, and Result Based Contracting System (RBCS), a new and more efficient automated system for processing CPRs (individuals)

• HR STRATEGY: Revised Comprehensive Human Resources presented to member States for consideration and approval

• COMPLIANCE WITH GENERAL STANDARDS: Execution of all delayed regulatory selection competition processes to regularize contracting status of staff members and full implementation of Performance Evaluation System (PES) in 2013, and joint efforts with sister organizations to improve regulatory framework for G5 visas for domestic personnel

• HUMAN DEVELOPMENT:• TRAINING: Language Training Program completed in Country Offices in 2012

• INTERNSHIP PROGRAM: Extension of the Internship Program to Country Offices


• PLANNING: Initiated IPSAS implementation plan, conducted IPSAS lessons-learned exercise with PAHO, and developed IPSAS training plan for SAF personnel.

• BUDGETARY ADMINISTRATION & HUMAN RESOURCES: In coordination with other SAF Departments, implemented automated Travel Expense Claim system, automatic upload of invoice batches; modified policies on Unclaimed funds, petty cash and fixed assets, reducing the workload and establishing best practices. Implemented ICR budgetary structure and generated execution reports in compliance with mandates, achieving accountability in budgetary execution.

• FINANCIAL ADMINISTRATION: Managed, monitored and allocated Regular and ICR funds in line with projection analysis (income and expenditures) preventing incurring financial deficits and over-budget execution. Administered Specific, Trust and Administrative funds and provided Treasury services to dependencies and committees ensuring compliance with investment policies and committees’ directives. Provided alternate investment options for committees’ consideration to prevent concentration of funds and better decision making.

• SUPPORT TO POLITICAL BODIES: Modernized Quarterly Resource Management and Performance reports to CAAP. Met donor requirements for financial reporting on Specific Funds.

• AUDITS: On-time completion of Annual Audit of Accounts and Financial Statements report to Board of External Auditors for Permanent Council. As of the third quarter of 2013, successfully coordinated 4 audits and 1 expenditure verification for Specific Funds contributions ensuring transparency with donors in the management of their funds. Up to seven audits may be requested by donors in 4th quarter 2013.

Principal Achievements 2012-2013: Department of Financial and Administrative Management Services (DFAMS)


IT DEVELOPMENT:Implementation of Organization-wide business process automation tools:

•Results Based Contracting System (RBCS): Streamlines the processing of contracts through the automated creation of Purchase Orders. Paperless approach through the use of electronic workflows and electronic signatures. Eliminated the manual processing of consultants’ documentation.

•Travel Expense Claim System (TEC):Replaced paper claims with online, user-managed claims processing, enforcing current regulations and validations.

•OAS Personnel Database (OPDB):Provides GS/OAS staff and Member States with current, online information regarding the personnel that have a working relationship with the Organization.

•Leave Management System (LMS): Replaced paper system with online system allowing OAS Staff to prepare and supervisors to approve leave requests electronically.

•OAS Software Development Framework (OAS-SDF): Methodology to improve in house software development quality.

Principal Achievements 2012-2013: Department of Information and Technology Services




IT DEVELOPMENT: Technical Support for OAS Areas Mandate implementation

•Information Exchange Network for Mutual Assistance in Criminal Matters and Extradition: (SLA) Information exchange among hemisphere central authorities.

•IPOAMERICAS Knowledge Management System (SMS/CICTE): Enhances international cooperation covering security issues, legislation models and best practices.

•Mobile Cyber Security Lab for the Inter-American Committee Against Terrorism SMS/CICTE): Training for incident-response. Reinforces OAS support for Member States in preventing, detecting, deterring, and mitigating the effects of cyber-attacks.

•Electoral Project Management System (SPA): Management of projects and information regarding electoral experts.

•Early Childhood Education Portal (SEDI): Interactive bilingual network and educational tool that features updated information on Early Childhood Education in the OAS member states. •Inter-American Collaboratory for the Teacher Profession (SEDI): multilingual, open-access, and collaborative knowledge for all stakeholders on teacher education policy and practices.

•OAS Partnership Program for Education and Training Scholarship Program (SEDI): Process scholarships sponsored by OAS partners, from grant through execution

EQUIPMENT: Modernized Core IT Infrastructure

•OAS Workstation Energy Management Strategy (OWEMS): Save energy by smart management of workstations power consumption.

•Upgrade of OAS Email Infrastructure to Exchange 2010: Migration of email accounts to support integrated voice and data communications

•Implementation of Universal Desktop Project: Workstations upgrade to the most recent version of Microsoft Windows and Office 2010 in order to be up to date with existing available software, ensuring compatibility with other International Organizations’ security standards.

•Infrastructure Modernization Project (Core Network and VoIP System): Replace aging network infrastructure and single point of failure core network devices that were not under warranty. Implement VOIP System with integrated videoconferencing system reducing telecommunications costs and improving network efficiency.

•Support GS/OAS business processes to implement mandates in all areas of the organization.



Principal Achievements 2012-2013: Department of Procurement


MANAGEMENT OF ACQUISITIONS:

•Full Scale Pilot for Corporate Credit Card Program: defined optimal process for review with DOITS and DFAMS (over $1 million spent in 2013)

•Implemented use of Real Vendors for Credit Card transactions (excluding OWT)

•Cleaned-up Vendor Files (over 50% expired and duplicates) and established a Pre-Approved Suppliers List

•Implemented E-Filing (Phase 1 – reduced printing (and use of resources) by 80% to PO and non- electronic available data Phase 2 to include Electronic Signatures)

•Established Threshold for Retroactive Actions requiring SAF approval

•Minimized additional expenses to per diem by negotiating preferred supplier agreements with principal hotel chains (95% compliance)

•Centralized DCMM Conference Buyer Activities

•New procurement related policy introduced to process travel transactions, expense reimbursement and honoraria

• POLICY DIRECTION: Established a “Comprehensive Real Estate Strategy” (CP/CAAP-3211/13 rev.4) to determine the road map to be followed between 2013 – 2017 to manage and maintain the real estate assets of the Organization.

• PLANNING: Established a 2013 – 2017 building maintenance plan that Identifies sources and uses of funds to perform regular maintenance as well as deferred maintenance.

• BUILDINGS: Implemented major building improvements: installation of the MNB and ADM smoke and fire alarm, replacement of the MNB skylight, replacement of obsolete MNB HVAC equipment to reduce energy usage and maintenance costs, and GSB garage structural repairs.

• BUILDINGS: Optimized space utilization in all GS/OAS buildings to create additional rental space to fund a portion of the Real Estate Strategy, and standardized billing for special events generating increased funds to be used exclusively for building maintenance and repairs.

• BUILDINGS: Established policies and procedures to reduce energy costs and water usage by 1% annually through Energy Star and LEED Certification process.

• BUILDINGS: Implemented new systems and procedures to improve accuracy of fixed assets inventory, increase parking cost recovery, and reduce multifunctional devices operational costs.


Principal Achievements 2012-2013: Department of General Services

Principal Achievements 2012-2013: Department of Planning and Evaluation

• Support to Political Bodies– Prepared 2014 results-based budget for SG's proposal and consideration of

political bodies.– Member States provided with tools and information to evaluate the efficiency

and effectiveness in the use of resources. • Planning and Follow-up

– Provided the GS/OAS with new tools and procedures to systematize and harmonize the process of preparing and following up a results-based program budget.

– Provided the GS/OAS with information on results and lessons learned of programs and projects in order to to improve management.

– Provided the GS/OAS with a knowledge-based information system to improve collaboration among its areas and to preserve the institutional memory related to programs and projects.

– Improved GS/OAS capability for results-based design and monitoring of projects.

– Streamlined the process for gender mainstreaming in programs and projects

Main Lines of Action in 2014Secretariat for Administration & Finance

• AUDITS: IPSAS Launch by December 2014

• IT DEVELOPMENT: Migration of Enterprise Resource Planning (ERP) system to new release of Oracle; update of Documents Management System

• BUDGETARY ADMINISTRATION & HUMAN RESOURCES: Automation of Payroll and Personnel Action system; implementation of Human Resources Strategy

• ACQUISITION MANAGEMENT: full automation of travel expense processing; streamlining of small purchases

• BUILDINGS: Implement Real Estate management plan (expand rental income to fund deferred maintenance)

• SUPPORT TO POLITICAL BODIES: CAAP Reform Plan

SUB-PILLAR: Line of Action: SUB-PILLAR: Line of Action:

Strategic Objectives:IPSAS & Business Modernization Unit*

• Short Term (2014): – Management of IPSAS Training for GS/OAS Managerial and Administrative

Personnel– Elaboration & Implementation Monitory of Operational Plan supporting IPSAS

Opening balance for January 2015

• Medium Term (2014-2015): – Coordination of IPSAS Transition with Migration of Oracle Business suite

(Release 11 to Release 12)

• Long Term (2016-):– Implementation of stable, efficient, and IPSAS-compliant accounting system

*Newly established in 2014 Program-Budget

• Short Term (2014): – Streamline the administration of benefits (dependency allowance and home leave) processes with the

aim to improve customer service and to promote a culture of accountability and self-service– Ensure HR contribution towards IPSAS implementation– Implement the new HR strategy if approved by the General Assembly

• Medium Term (2014-2015): – Create an incentive program that rewards high performers– Develop a in-house recruitment tool that better adapts to recruitment and selection process– Develop tools that automate routine HR processes such as calculations of staff separation benefits, salary

conditions, benefit and allowances; implementation of step increase; and administration of contract renewals

• Long Term (2016): – Develop generic job description and job titling for all positions– Continue efforts towards the optimization in the administration of statutory benefits in line with the

evolving priorities, IPSAS and with good management practices adopted by other sister organizations– Conduct a comprehensive review to the HR policies and propose changes that goes in line with the new

realities and best practices of HR management.– Conduct a workforce analysis and skill inventory that allows the organization to have a better manpower

utilization.

Strategic Objectives:Department of Human Resources

• Short Term (2014): – Provide quality and timely financial services to donors and internal clients– Safeguard and maximize value of funds entrusted to the organization – Analyze IPSAS requirements and prepare for conversion of 2014 ending balances to IPSAS

compliance. Redefine business processes, financial statements and notes to the financial statements for IPSAS compliance

• Medium Term (2014-2015): – conversion to new ERP system to be IPSAS compliant– redefinition of business processes and preparation of updated manuals– Redefinition of Chart of Accounts to simplify and reduce cost of financial reporting and support

donor and IPSAS compliance– Harmonize and align IPSAS requirements with OAS financial regulation and accountability structure

• Long Term (2016-):– Continue improving and updating OAS financial rules as required by IPSAS and best business

practices– Integration of IPSAS-compliant accounting requirements with new business processes and ERP

system– Monitor accounting records as a result of implementation to ensure stable, efficient, and accurate

financial information

Strategic Objectives:Department of Financial and Administrative Management Services (DFAMS)

• Short Term (2014):– Analysis, planning, implementation and redefinition of current core GS/OAS

Administrative and Document Management Systems, including the optimization of corresponding existing business processes and development of prioritized Departmental applications.

– Planning, implementation and support of communication and technology services in order to reduce organizational costs of meetings and travels.

• Medium Term (2015-2016): – Full implementation of new GS/OAS Administrative and Document Management

Systems and prioritized Departmental applications.

• Long Term (ongoing): – Provide the GS/OAS with Information Technology tools and services to support the core

business processes for all Areas of the Organization, optimizing the use of information technology services and infrastructure and streamlining business processes through the development and implementation of new software applications.

Strategic Objectives:Department of Information and Technology Services

• Short Term (2014): – Reallocate staff resources to highest-value-added transactions– Strengthen key supplier relationships to maximize cost savings– Expand Credit Card Program in HQ to maximize rebates, minimize transaction

costs

• Medium Term (2014-2015): – Update Procurement Rules and adjust thresholds for inflation– Expand Credit Card Program outside HQ– Eliminate use of Purchase Orders for internal transfers– Complete automation of purchase orders for small purchases– Implement global integration of travel management– Centralize hotel bookings to maximize discounts and reduce lodging per diem

• Long Term (2016-):– fully automate travel management from reservations to expense claims– Upgrade and automate vendor/supplier data base system to include Code of

Conduct compliance

Strategic Objectives:Department of Procurement

• Short Term (2014): – Implement highest-priority deferred maintenance projects– Optimize space utilization to increase rental income– Increase Special Events rental income

• Medium Term (2014-2015): – Reduce energy consumption and water usage by 1% annually– Replace obsolete electrical infrastructure in the Main Building– Replace obsolete HVAC equipment in the F Street Building

• Long Term (2016-):– Implement repair of Main Building exterior envelope to eliminate damage from

water infiltration and improve energy efficiency– Improve security and surveillance cameras to reduce risks – Improve disabled access in OAS historic buildings

Strategic Objectives:Department of General Services

Strategic Objectives:Department of Planning and Evaluation

• Short Term (2014)• Full implementation of the Project Management System (PMS)• Develop GS/OAS guidelines for program and project evaluation.

• Mid-Term (2015)

• Administer the whole project cycle through full use of the PMS.• Definition and monitoring of performance indicators • improve staff capabilities for results-based budgeting and program/

projects management. • Long Term (ongoing)

• Institutionalization of results-based budgeting, programs, and projects• Improve institutional management of programs and projects.• Increase transparency and accountability in the budget process.• Provide Member States and the GS/OAS results-based tools to

evaluate efficiency and effectiveness.

Proposals for Reorienting OAS Activities

• SUPPORT TO MEMBER STATES: Redistribution of quota contributions among member states (to reduce share of largest contributor)

• BUILDINGS: Right-sizing of the physical space in the OAS Buildings (to eliminate excess real estate and reduce maintenance costs)

• CONTRIBUTIONS TO SPECIFIC FUNDS: Expanding programmatic donor funds (on the model of CIDA and Spanish Fund) to reduce administrative costs involved in managing small projects

• IT DEVELOPMENT: Enhance awareness of available OAS technology through training, and improve delivery of new applications through the IT Governance Committee

• BUDGETARY ADMINISTRATION AND HUMAN RESOURCES: Adjust Program Budget to fully fund statutory benefits and post audits, as required by General Standards

Mission: to provide leadership and guidance in administrative support activities Strategic Vision of the OAS Secretariat for Administration and Finance.

Documents

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