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Proposed Program-Budget 2013 Chapter IX – Secretariat for Administration and Finance

Proposed Program-Budget 2013 Chapter IX – Secretariat for Administration and Finance Chapter X – Basic Infrastructure and Common Services. October 16, 2012 Presentation for CAAP. 1. Chapters IX and X Administration and Finance, Basic Infrastructure and Common Services. Topics

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Proposed Program-Budget 2013 Chapter IX – Secretariat for Administration and Finance

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  1. Proposed Program-Budget 2013 Chapter IX – Secretariat for Administration and Finance Chapter X – Basic Infrastructure and Common Services October 16, 2012 Presentation for CAAP 1

  2. Chapters IX and X Administration and Finance, Basic Infrastructure and Common Services • Topics • Budget 2012 – 2013 • Personnel and non-personnel resources • Work plan (Scope of work) • Impact of budget re-allocations 2

  3. Chapters IX and X Administration and Finance, Basic Infrastructure and Common Services 9 - SECRETARIAT FOR ADMINISTRATION AND FINANCE 92A Secretariat for Administration and Finance 92B Department of Human Resources 92C Department of Financial and Administrative Management Services 92D Department of Information and Technology Services 92E Department of Procurement Services 92F Department of General Services 92G Department of Planning and Evaluation 10 - BASIC INFRASTRUCTURE AND COMMON COSTS 102A Equipment and Supplies – Computers 102B Office Equipment and Supplies 102C OASES System 102D Building Management and Maintenance 102P Building Management and Maintenance (Casa del Soldado) 102E General Insurance 102G Recruitment and Transfers 102H Terminations and Repatriations 102I Home Leave 102J Education and Language Allowance, Medical Examinations 102K Pension for Retired Executives and Health and Life Insurance for Retired Staff Members 102L Human Resources Development 102M Contribution to the Staff Association 102N Contribution to the Association of Retirees of the OAS (AROAS) 102O Contribution to the Reserve Fund 3

  4. Personnel PERSONNEL STRUCTURE 2013 Regular Fund Indirect Cost Recovery 4

  5. Personnel Changes 2012 - 2013 Note: The cost of ICR-funded contracts have been reduced to reflect the most recent projections in order to maintain the ICR ceiling established by AG/RES. 2756 (XLII-O/12). Costs shown, in most cases, represent partial-year funding for the posts listed above. 5

  6. All funds, 2012-2013 (in USD 1,000) 6

  7. Budget changes 2012 - 2013 • Reduction of 11 positions in RF + ICR • Increase of $0.5 million to Building and Maintenance reflecting additional cost of maintenance of Casa del Soldado and outsourcing of building maintenance services for GSB, MNB, ADM and Museum • $0.5 million earmarked to the Reserve Sub-fund • $0.7 million additional for terminations and repatriations • $178K reduction (64%) in staff training and development 7

  8. Workplan (Scope of Work) • Core functions • Modernization • ICR – Related functions 8

  9. SAF Core functions • Administration of Human Resources • Accounting, payroll, stewardship of financial resources • Enterprise resource and information technology management, telecommunications • Procurement • Physical infrastructure management and maintenance • Planning, monitoring and project evaluation 9

  10. Core functions - HR • Pay and allowances administration • Human resources policies and reporting, strategies • Post classification • Recruitments, transfers, terminations and repatriations • Competition process • Health and insurance benefits, wellness programs • Performance evaluation • Staff training and development • Visas, work permits, travel documents • Contracting of independent consultants • Internship program • Administration of post-retirement health and life insurance • Support to other committees: hearing and reconsideration, TRIBAD, insurance, retirement & pension, discipline, redress-of-grievance procedures 10

  11. Modernization and efficiencies - HR • Results-based contracting system • OAS Personnel database • Taleo – electronic recruitment and selection tool to assist in competition process 11

  12. ICR requirements - HR • HR services are provided to all staff members and independent consultants, regardless of funding source • About 25% of the workforce is appointed/contracted using specific funds • Less than 11% of budgeted resources in 2013 will come from ICR 12

  13. Impact of resource cutbacks/shortages - HR Delayed: Integration of all resources into HR module (independent contractors and local staff) Electronic filing system for all active personnel and medical files Travel documents meeting ICAO standards Implementation of HR self-service module Performance evaluation training for OGSMS Limited background checks on job applicants 13

  14. Core functions - DFAMS • Administration of OASES modules and Accounts system • Quality assurance and internal controls • Quarterly reports on resource management and the monthly closing of accounts. • Coordination of the opening and definition of new accounts for contributions, fund transfers, expenditure transfers, common costs, budgeting and charging of assets to projects and donations • Management of the execution of the program‐budget and specific funds • Treasury and investment portfolio management • Payroll and accounts payable • Risk analysis • Official financial statements

  15. Modernization and efficiencies - DFAMS • Administrative Management Support Section (AMS) • Automation of Travel Expense Claims (TEC) • Development of tool for the reconciliation of travel expenses and cash advance payments • “FINSTAT” - automated production of donor financial statements by sharing it with AMS sections. • Implementation of electronic foreign currency conversion • Automation of Invoicing for GS/OAS Country Offices Expenses • Transition to IPSAS 15

  16. Outputs and Effectiveness- DFAMS • Audited financial statements of the General Secretariat issued with unqualified opinion • Quarterly reports coordinated and prepared. • Payroll performed for over 600 employees and associates, including income tax reimbursements and other benefits • Safe and secure banking transactions with financial intermediaries in the Americas and Europe • Electronic funding implemented in 25 GS/OAS Country Offices 16

  17. ICR requirements - DFAMS • DFAMS provides services to member states, permanent observer states, and public and private donors • Specific Funds account for nearly half of the organization’s annual revenue • ICR funding provides for 20% of DFAMS funding 17

  18. Impact of resource cutbacks/shortages - DFAMS Delayed: Implementation of International Public Sector Accounting Standards (IPSAS) Timeliness of account and inter‐module reconciliations Requirements definition for Tax Reimbursement System Review and streamlining of business processes for payment of OAS Country Office expenses 18

  19. Core functions - DOITS • Automated administrative systems • Security policies and systems to protect OAS data • Technical support service • Maintenance services for communications, voice, and data network • Hardware and licenses • Develop and maintain systems and applications to support business processes • Business Intelligence and Reporting tools • Implementation of the OAS Software Development Framework • Training • Videoconference systems • OAS Secure Communications system

  20. Modernization and efficiencies - DOITS • Implementation of OAS Personnel Data Base (OPDB) • Implementation of the OAS Universal Desktop project (Windows 7 and Office 2010) • New OAS Email (MS Exchange 2010) • OAS Workstation Energy Management Strategy • Travel and Expense Claim System (TEC) • Leave Management System • First Phase of the Results Based Contracting System • Fellowship Management System (FMS) • Implementation of a cyber‐security lab -working in conjunction with CICTE 20

  21. Outputs and Effectiveness- DOITS • 12,000 tickets annually for technical support • 8 systems and applications projects annually to support business processes • 85% of the OAS Software Development Framework implemented • 8 servers for Technological infrastructure implemented and strengthened • Periodic system updates implemented • Timely identification of cyber-security threats and proactive response 21

  22. ICR requirements - DOITS • DOITS provides services and support to projects financed with specific funds • Nearly one-quarter of users of OAS IT services are working in specific fund projects • IT infrastructure services are provided to anyone working with the organization • ICR provides for 1.3% of DOITS resources in 2013 22

  23. Impact of resource cutbacks/shortages - DOITS Delayed: Maintenance and update of licenses for all desktop software. Updating software versions in all application servers. Configuration and full implementation of a lab environment for testing new technologies. Expansion of data and backup storage according to current application needs. Follow up of the OAS‐SDF (OAS Software Development Framework) in every detail, developing all the necessary documentation for every software project. Response to application development requests by the Areas (the backlog in responses is growing). 23

  24. Core functions - Procurement • Procurement policies and guidelines • Management of purchases and contracts for common‐use services • Insurance • consular visas • Management of bidding processes • OASES procurement module and training of OAS staff • Travel policy and reporting, airline tickets and travel expenses • Requisitions • Legal review of all procurement contracts • “Minor purchases cards” • Management of Legal CPRs processing

  25. Modernization and efficiencies - Procurement • Airfare and hotels discounts • Purchase card pilot project • 16 % savings on renewal of the GS/OAS foreign insurance policy • 8 users certified in the purchasing module of OAS Enterprise System (OASES) • Internal training sessions -Insurance and Procurement & Contracting courses • Analysis of vendor performance • Desktop procedures for DP staff and end users -minimize duplication when recording new vendors or updating existing records • Digitization of purchase orders project 25

  26. Outputs and Effectiveness- Procurement • 9,600 purchase orders for an approximate total of USD 18.5 million • 5 new formal bidding processes • 281 visas processed, including 132 for the GA • Support to the electoral observation missions and other special activities provided (in Mexico, Dominican Republic, Bahamas and El Salvador) • Over 39,000 minor purchases order processed per year • 500 visas processed, annual average • 40,000 requisitions managed • 50 weekly reports prepared • 100 OAS Staff trained in the use of the OASES procurement systems per year • 200 OASES related user requests dealt with and closed, annual average • 700 online office supply purchasing system administered, per year 26

  27. ICR requirements - Procurement • DP provides services and support to projects and other core functions of the General Secretariat financed with specific funds, as well as with the Regular Fund • Procurement services are provided to anyone who has an established working relationship with the organization (client or vendor) • ICR provides for less than 23% of DP resources in 2013 27

  28. Impact of resource cutbacks/shortages - Procurement Limited digitization of data storage -currently stored in paper form Purchase Card implementation postponed to fourth quarter. Hiring of a Procurement Card Administrator -DP was unable to secure sufficient funding to cover a one‐year position in 2011. Rely on an industry best‐practice buying team: The DP currently had three full time buyers and one part‐time buyer -Industry best practices recommend assigning a dedicated buyer per area of expertise. 28

  29. Core functions - DGS • Maintenance, improvements, and renovations to General Secretariat buildings • Requirements for LEED certification • Staff trained to ensure building maintenance and operation • Vehicles for transportation of authorized officials and courier services • Provision of security and custodial services through independent contractor (IBS) • Security personnel for special events • Physical Inventory Management Systems • Parking and "Smartrip" allowance services • Office furniture for the different areas of the General Secretariat • Rental agreements and control of payments • Distribution of interoffice mail and delivery of documents • “Penalty mail” system • Document delivery system through specialized companies

  30. Modernization and efficiencies - DGS • Replacement of equipment -new cooling tower (MNB), nine new exhaust fans (GSB), surveillance camera (MUS), • Structural survey (Pink Palace) and upgrade to 4th floor offices • Reduction of energy use • Office Space Efficiency enhancement • Technical assistance in the process for Silver Leadership in Energy and Environmental Design (LEED) certification for the GSB and the the Energy Star certification 30

  31. ICR requirements - DGS • The DGS provides services to staff, missions, independent contractors, permanent observers, and the public at large • The DGS receives less than 3.5% of its budget for direct management from ICR 31

  32. Impact of resource cutbacks/shortages - DGS Deferred maintenance in several buildings estimated at USD 38.4 million $6.6 million sufficient only for minimal operations Mortgage payments ($2 million per annum) Utilities ($1.5 million) Outsourced contracts: security, cleaning and maintenance ($2.2 million) Maintenance: repairs, general maintenance, capital investments, services and supplies ($0.9 million) 32

  33. Core functions - DPE • Results indicators database • Program‐budget • Management of the Spain Fund and CIDA Fund • Technical assistance to the Project Evaluation Committee • Internal evaluations of Project profiles • Follow‐up on projects under execution • Reports on projects and decisions of the Project Evaluation Committee • Training in project management • Management of fundraising for development of planning, control and evaluation instruments • Annual Operating Plan (AOP) execution module in the mandates management system • Training of officials and mission members in consultations on mandate follow‐up • Technical assistance in project design provided to the areas of the General Secretariat • Supervision of external evaluations of programs/projects • Assistance to the CAAP and other political bodies • Projects database • Monitoring and administration module of the system of projects

  34. Modernization and efficiencies - DPE • Mandate Database updated in order to link the operational goals included in the 2010, 2011 and 2012 Annual Operational Plans to the mandates approved in the 2009, 2010 and 2011 sessions of the General Assembly. • Training session on the functions of the Mandates Management System was delivered for members of the Permanent Missions. • A workshop on the new Project Management System has been delivered to staff and consultants of the General Secretariat • A new process, aimed at sharing the results and recommendations of the external evaluations with beneficiary States, has been inaugurated. • Technical advice provided to various areas of the Secretariat, such as CICAD, CICTE and DECO, in the preparation of terms of reference (TORs) for external evaluators, the circulation of the TORs among networks of consultants, the review of the proposals received, the determination of criteria for selection and the review of interim and final reports for consistency with the terms of reference. • Technical assistance to the Project Formulation and Follow-up continues to be provided 34

  35. Outputs and Effectiveness- DPE • DPE estimated the costs related to the draft resolutions presented at the 2012 General Assembly in Cochabamba. • DPE supported the exercise for the identification of obsolete mandates and provided technical assistance for the Pilot Plan for Mandates Depuration • DPE organized and facilitated meetings of the PEC Working Group and of the PEC • Project Management training: 6 workshop per year, over 100 persons trained (OAS staff) and 60 Officials from the Member Countries trained. • Projects data base and, Planning and Control System updated 35

  36. ICR requirements - DPE • In 2013, 38% of DPE’s funding will come from ICR • The work of the DPE supports all the technical departments of the OAS • Ensures integrated results-based approach to project design and implementation • This is critical to the organization’s capacity to obtain funding from donors. 36

  37. Impact of resource cutbacks/shortages - DPE Launching of the Project Management System: postponed to the third quarter due to the need for additional adjustments in the Formulation Module. Registration of executed results: postponed until 2013 due to the need for a new procedure to capture the information on executed budgets. Developing a module for monitoring budget implementation: postponed to the second half of 2012 due to the need a new procedure to capture the information on executed budgets. 37

  38. Impact of current funding on SF activities - DPE • Funding from donors is not possible without: • Ensuring technical quality of project proposals • Capacity to report effectively on the achievement of results at the level of outcomes, beyond the implementation of activities • The evaluations coordinated by the DPE lend credibility to the work of the organization and its capacity to implement projects. • Evaluations also allow for organizational learning which impacts directly on the quality of future project design and implementation. • Monitoring enables the organization to report effectively to donors and Member States. • Training staff on project management is essential in order to enable staff to carryout the work of program and project formulation, implementation and monitoring. • The project management process supports accountability and effectiveness in the implementation of the Organization’s projects and programs. 38

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