1. Delegation of Authority, performance measurement and Accountability for HR Management
12 May 2016

2. DFS VISION, FPD & MISSION
DFS Vision: We help peace operations succeed by providing support solutions that are rapid, effective, efficient and responsible.
FPD Mandate: to design, recruit, develop and retain a high-quality civilian workforce for UN peace operations.
Support, nurture and monitor strong HR management in the field to ensure consistency and standardization across missions while allowing for unique mission challenges;
Provide strategic direction, clear guidance, customized mission plans and frameworks, thoughtful advice, useful tools and comprehensive HR capacity;
Empower missions to take the necessary actions in HR to attract and retain the best talent to support the fulfilment of their mandates within their budget;
Advocate for a field perspective with our partners and foster enhanced communication with internal and external stakeholders.
Mission: Strive to be recognized for operational excellence.
Mission
Mission

3. Service Delivery Model Aligning Human Resources Functions under GFSS
GSC
FPD, UNHQ
Perform Global HR functions [ EG, FCRB, RVU, Training Centre]
Provide missions with strategic advice and support in planning and management of human resources
Oversight of delegated authorities, policy guidance and Business Intelligence/information management
Talent Management, business partnership
Global
RSC/Back Office
Mission
Transactional processes at regional level
Sub delegated authorities from client missions
Strategic Advisory Services and HR guidance to mission leadership
Career counseling, staff management relations
Support recruitment and operational workforce planning
Coordinating decisions making in delegated authorities to ensure appropriate staffing and other administrative decisions
Local
Regional
Transactional
Strategic

4. Delegation of Authority in the UN
Since 1994, DM and OHRM formally delegated authorities to DPKO and DFS
As the UN has grown and expanded, divided and established new components, the system of delegating authorities has not kept up speed
New ST/SGB/2015/1 on Delegation of Authority
Administrative Instruction still in the works, no comprehensive compendium enumerating the authorities that have been delegated to the various entities within the UN (FPD prepared one for the field)
Current delegations are often not aligned with rules/regulations/policies.
A number of important HRM functions and authorities are retained at HQ (SG, DM, OHRM, DFS) for example:
Terminations (SG, DM, OHRM)
Suspension with/without pay (DM, DFS)
Special leave with full/half pay (OHRM)
Disciplinary measures (SG, OHRM)
ASG OHRM maintains authority to grant any exceptions to the HR rules and regulations

5. Delegation and Accountability
“Delegation does not mean abrogation”
Accountability is critical due to significant managerial and financial risks associated with the delegation of authorities.
Although most HRM authorities have now been delegated to missions, DM/OHRM and DFS remain accountable for the exercise of HRM functions and decisions stemming from this delegated authority.
At the same time, with acceptance of the delegation mission management also assumes accountability for the proper exercise of the delegated HRM authorities at the mission level.
Any delegated authority must be exercised with integrity, professionalism and strict adherence to established regulations, rules, policies.
The continuing accountability at HQ translate into a responsibility to monitor the delegated functions and provide support to missions in the exercise of the delegations. At the mission level and service center level, acceptance of delegation translates into a responsibility to self-monitor.

6. Legislative Basis for Monitoring and Accountability
The importance of monitoring of HR authorities has been recognised in several GA Resolutions and also SG Bulletins (GA Res. 53/221, 57/305, 61/244, ST/SGB/2004/8).
GA Resolution 53/221
requested the Secretary-General to “ensure, before delegating authority to programme managers, that well-designed mechanisms of accountability, including the necessary internal monitoring and control procedures, as well as training, are put in place”; and
GA Resolution 57/305
requested the Secretary-General to “…continue to develop a comprehensive monitoring system…”

7. Accountability Measures
Challenge: As opposed to finance/procurement, no clear rules on accountability in the HR space; no globally applicable accountability framework. How does the organisation ensure accountability for proper exercise of delegation of authority.
Examples:
MEU (DM) issues accountability memoranda in cases where decisions were found to be not in line with applicable legal framework. Requesting explanations, recommending training, providing guidance/lessons learnt on specific issues
Revocation of authority (example recruitment requiring endorsement by HQ)
Referal to oversight bodies (OIOS for investigation)
Disciplinary measures
Administrative measures
Performance management (challenge are the current reporting structures)

8. Delegation of HR Authority – DFS to the Field
Authority to recruit – USG/DFS to Head of Mission
USG DFS may delegate the HR Authority for Recruitment to the Head of Mission (HoM). This entails decision-making authority for recruitment and selection of international staff up to and including the D-1 level, national staff (including national professional officers), consultants and individual contractors. The delegation is functional.
Authority to approve and process HR actions
Director of FPD/DFS may delegate processing authorities to the DMS/CMS of a mission or to the Head of a Service Centre. The delegation is functional. Examples are:
Travel
Appointments and extension
Special post allowance
Special leave without pay
Non renewal of appointments

9. Opportunities and Challenges
Strengths/Opportunities
Decentralization of authorities
increased accountability
More alignment of authority with responsibility
Decision making at the mission level where the issues arise
Challenges/Weaknesses
Incorrect exercise of delegations may lead to legal liability and potentially monetary compensation to staff members
Decentralization leading to inconsistent practices
Limited reporting capabilities and access to data due to major changes in HR IT systems
Timeliness of issuance of monthly statistics
Fear of cases sometimes prevents sound HR decision making

10. Delegation of Authority before the UNDT
Jurisprudence
If no proper delegation, decision is overturned
Delegation should be explicit
Delegations of authority must be published in order to take effect
Sub-delegations must be provided for in the original delegation
Revocation

11. Previous Monitoring Arrangements and Tools
Existing monitoring arrangements and tools
Joint OHRM-FPD support visits
Reports from oversight bodies (OIOS, JIU, BOA, MEU, AOJ, OMS)
HR Insight, WIRe, Nucleus, FSS, OPPBA monitoring reports
Global/Mission Operational Dashboards
FPD custom built monitoring tools
FPD monthly staffing statistics
HRM Scorecard

12. Risk Assessment and prioritization
Legislative basis
Governance
Key
Performance Indicators
Monitoring Levels
Approach and Phases
Monitoring Plan Templates
InterventionTraining and Support
Framework has the following elements to become part of annual monitoring plans…

13. Support to be provided to field missions, service centers and support back offices
Development and delivery of training programs
Provision of policy advice and clarification (Guidelines); legal support
Reporting and business intelligence
Monitoring, intervention, targeted capacity building, accountability measures

14. Global Performance and Accountability Framework
FPD’s Performance and Accountability Framework is an effort to strategically manage all monitoring and performance activities in the HR space. The Framework and Field Analytics Workspace are designed to facilitate this vision by supporting a more data-driven approach to work for improved, responsible and more insightful decision making.
Facilitate strategic thinking and decision making in HR area: understanding our current status, identifying goals, setting clear and measurable targets, and establishing priorities. Achieved through
Integrated and holistic reporting and analysis;
Improved service delivery processes;
Enhanced transparency;
Improved oversight; and
Effective compliance monitoring

15. Performance and Accountability Framework
Civilian retirements and extensions beyond retirement
Performance and Accountability Framework
These initial 24 indicators are guiding our framework. They consist of key HR indicators aligned with compacts, HR scorecards, and the unique HR needs at the field level.

16. performance measurement

17. Dashboards & Related Reports on new platform
Global Performance and Accountability Framework
Dashboards & Related Reports on new platform
In collaboration with the OUSG, FPD has piloted HR dashboards and related reports tied to our framework on the Field Analytics Workspace. Currently, these products cover a total of 7 indicators:
Civilian Staffing Mix
Vacancy Rates
Gender Balance
TCC/PCC Representation
Recruitment Timeline
Performance Documents
Staff Approaching/Beyond Retirement

18. Planning for Staffing Requirements

20. Planning Cycles Start-up phase Sustainment phase
Downsizing/liquidation phase
Dependency on international staff with experience and expertise, managerial responsibilities are complex and environment uncertain
Office procedures well documented and established.
Substantive activities wind down
National staff unfamiliar with UN workings
Opportunities for outsourcing
Expertise in Liquidation Tasks
Large role for UNVs in critical substantive activities (UNVs would play a capacity building role for national staff)
Trained and experienced local workforce - Nationalisation
Liquidation plans implemented
11/10/2018

21. Budget as a Planning Tool
FPD’s role in reviewing Staffing Requirements of Missions’ budget is to ensure that staffing requirements are justified in terms of levels, categories, functional titles, reporting lines of the posts and classification standards based on the guidelines for the staffing structures, legislative requirements on staffing and the workforce planning objectives.
Factors driving staffing review
Changes in mandate, RBB frameworks
Change in concept of operation
Change in troop strength
Expectations of member states
External factors affecting mission activities
Service improvements relating to management initiatives
Changes in mission life-cycle

22. Budget Review – Mission Support/HR
HR should be fully engaged in the development of staffing requirements of the entire mission to ensure that they are in line with the relevant guidelines.
Mandate informs the budget and staffing. When you review your staffing needs you must ensure the following:
reflect the strategic priorities, along with the realities on the ground in regards to mandate implementation;
include wider change management initiatives;
comply with legislative requirements from our governing bodies and expectations of Members States (i.e. nationalization, outsourcing etc)
Budget guidelines help with determining what level, category of staff.
Classification standards have to be complied with; generic JDs available to help with levels functions expected to be performed.
GOOD LUCK WITH THE EXERCISE TOMORROW!

23. UNITED NATIONS | FIELD SUPPORT