Managing the General Secretariat’s Personnel Policy

Summary of Presentation I. Mandate II. Challenges Encountered III. Our Resources: Budget and Staff IV. Context for Action Plan V. Action Plan

I. Mandate: “… to instruct the General Secretariat to submit recommendations… with regard to personnel policy and its sustainability, in light of new mandates, the recent restructuring of the General Secretariat, and the financial condition of the OAS.” AG/RES. 2353 (XXXVII-O07)

II. Challenges Encountered 4

II. Challenges Encountered OAS and other multilaterals’ management structures have not kept pace with evolving international standards and trends, particularly in human resources administration. The human and financial resource base has not grown at the pace of new mandates. Changes to practices and norms have been piecemeal rather than comprehensive, focusing on crisis response or specific needs, not the strategic management of resources. Decentralization of management practices, with insufficient accountability for resources. 4

II. Challenges encountered (cont.) Lack of standardization and systematization of processes. Outdated regulations and procedures that hinder a more efficient management of human resources. Uneven enforcement of human resources policies and rules. Incomplete registers of personnel (e.g. field personnel). 5

III. Our Resources: Budget and Staff 7

A. Evolution of Personnel Costs B. Staff Member Count: 1996-2007 Resources Outline: A. Evolution of Personnel Costs B. Staff Member Count: 1996-2007 C. Total Budget and Total Staff D. Budget and Staff distribution by Programs Areas 7 8

In 1997 payroll was 47.1% of total budget and in 2007 it was 40.2%. III. Our Resources A. Evolution of Personnel Costs (Total Budget vs. Total Payroll) In millions of US$ Est. 2007 Total Budget US$ 163 Million 1997 Total Budget US$ 109.7 Million Est. In 1997 payroll was 47.1% of total budget and in 2007 it was 40.2%. 8

III. Our Resources B. Staff Member Count: 1996-2007 9 Associate Personnel: Individuals appointed in accordance with agreements or contracts concluded with other institutions participating in programs of common interest. Not paid by the OAS (10 staff members, excluding 12 in the Trust for the Americas). * Headcount as of December 31, 2007. Includes 10 Associates, who were not adequately reported in prior years; and excludes 12 individuals working for the Trust for the Americas, who are not employees of the GS/OAS. The figure also excludes approximately 161 Temporary Support Personnel (TSPs) and 89 Local Professionals (LPs) in field missions as of 1/1/08. These individuals mainly work in special missions such as electoral observations, peace missions and de-mining and are financed with Specific Funds. The number fluctuates significantly month to month. CPRs are not included and are not part of this report. 9 10

III. Our Resources C. Total Budget and Total Staff Total estimated budget for 2008: US$157.3 million Total projected personnel budget: US$ 68.8 million Total staff: 711 as of December 31, 2007* * Refer to previous footnote.

III. Our Resources D. Budget Distribution by Program Areas: 11 The total amount of Basic Infrastructure and Common Costs of $12.1 million in the Regular Fund was proportionally distributed into all areas based on the number of staff in the 2008 Approved Program-Budget . 11

Total GS/OAS staff members: 711 III. Our Resources D. Staff Distribution by Program Areas: Total GS/OAS staff members: 711 Staff 12

IV. Context for Action Plan 14

IV. Context for Action Plan The General Secretariat recognizes the importance of a Personnel Policy that supports the efficient use of its scarce resources. Our human resources policy seeks to: Align resources to mandates and resulting organizational needs, Develop an accountability culture that measures quantifiable results linked to institutional objectives, Update and simplify processes to add value to the Organization and permit optimization of resources, Engage in succession planning and projection of future requirements. To achieve these objectives, the GS/OAS has developed the following Action Plan, with the participation of staff members throughout the General Secretariat and in consultation with the Staff Association Committee. 14

V. Action Plan 16

V. Action Plan A. C. B. Workforce and Resource Planning Staff Development Simplification and Modernization of Processes 16

V. Action Plan A. Workforce and Resource Planning Align GS/OAS workforce planning with best practices and changing needs. Position Administration and Classification Record and manage all positions administered by the General Secretariat. Plan and prioritize position requirements according to projected budgets and mandates. Develop and implement generic position descriptions, as appropriate. Standardize policies and procedures for position classifications. Match skills with positions. Proactively respond to changing organizational needs. 17

V. Action Plan A. Workforce and Resource Planning (cont.) Recruitment and Succession Planning Monitor and incorporate into the recruitment strategy mandates on geographic and gender distribution of staff members. Expand the recruitment pool, e.g. Internship Program. Identify key positions to ensure a plan for their succession in an established time frame. 15% of staff will be eligible to retire in the next 3 years. Foster knowledge sharing and mentoring. 18

V. Action Plan B. Staff Development Develop an accountability culture that measures quantifiable results linked to institutional objectives. Training and Development Structured and targeted training, geared at institutional needs and based on position requirements. Performance Evaluation Management Ongoing development of the Performance Evaluation System. Recognition of high performance to encourage retention. Respond to performance issues and engage in improvement actions. Job Satisfaction Survey Design and apply a work conditions and environment survey. Develop an action plan according to findings. 19

V. Action Plan C. Simplification and Modernization of Processes Update and simplify processes to add value to the Organization and optimize resources. Human Resources Processes Review Simplification and integration of human resources processes. Comparison of other international organizations’ best practices. Align human resources processes to Specific Funds project management requirements, within existing General Standards and Staff Rules. Staff Rules Review Eliminate inconsistencies between General Standards and Staff Rules. Streamline and simplify in response to current organizational needs. Clarify rights, duties and responsibilities of staff members. 20

V. Action Plan C. Simplification and Modernization of Processes OASES Upgrade Maximize use of existing ORACLE functionality. Redefine and integrate business processes into the Organization’s operational system. Reporting Complete personnel database (e.g. LPs/TSPs). 21

In summary… Proper human resources management is essential to a well-functioning organization. Our challenge is to maintain a staff that is well equipped for the needs of the Organization and committed to its success. 22 23