Operational support and management 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: • 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. UNHCR 138 UNHCR Global Report 2010 138 UNHCR Global Report 2010
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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.
UN
HC
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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)
140 UNHCR Global Report 2010140 UNHCR Global Report 2010
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
141UNHCR Global Report 2010 141UNHCR Global Report 2010
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
142 UNHCR Global Report 2010142 UNHCR Global Report 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
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 612,171 607,038
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
143UNHCR Global Report 2010 143UNHCR Global Report 2010
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 126,662 122,893
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
144 UNHCR Global Report 2010144 UNHCR Global Report 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
United States of America 325,000 325,000
Project Profile
United States of America 100,000 100,000
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
Division of External Relations
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
145UNHCR Global Report 2010 145UNHCR Global Report 2010
Divisions / Departments DonorPillar 1
Refugee programme
All pillars Total
Division of International Protection
Deployment of resettlement experts
Norway 343,916 343,916
United Kingdom 147,281 147,281
Education for All
United States of America 600,000 600,000
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 216,575 244,301 460,876
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
United States of America 300,000 300,000
Surge protection capacity project
United States of America 400,000 400,000
Protection capacity training
United States of America 796,000 796,000
AGDM training
United States of America 265,000 265,000
Subtotal 7,895,356 371,614 8,266,970
Division of Emergency, Security and Supply
Emergency preparedness and response
Luxembourg 432,900 432,900
United States of America 900,000 900,000
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
United States of America 46,408 46,408
Field safety section
United States of America 380,000 380,000
Global security administration
United States of America 1,373,592 1,373,592
Subtotal 4,746,345 559,513 5,305,859
146 UNHCR Global Report 2010146 UNHCR Global Report 2010
Divisions / Departments DonorPillar 1
Refugee programme
All pillars Total
Executive Office
Organizational development and management
Canada 481,696 481,696
Policy development and evaluation
United States of America 29,412 29,412
Provision of evaluation expertise
United States of America 250,588 250,588
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
147UNHCR Global Report 2010 147UNHCR Global Report 2010