|
Executive
Summary:
Document Text:
Distr.
GENERAL
E/ICEF/Organization/Rev.3
24 April 1998
ORIGINAL: ENGLISH
FOR INFORMATION
UNITED
NATIONS CHILDREN’S FUND
Executive Board
Annual session 1998
1-5 June 1998
Item 8 of the provisional agenda
THE ORGANIZATION OF THE
UNITED NATIONS CHILDREN'S FUND
|
SUMMARY
At the second regular Executive Board session
in March 1997, the secretariat informed that, in the context of the
implementation of management excellence in UNICEF and upon approval
of the 1998-1999 biennial support budget, this update of the
organization of UNICEF would be prepared for the present Board
session (E/ICEF/1997/CRP.9, para. 5).
|
CONTENTS
 |
Paragraphs |
| ABBREVIATIONS |
|
| I.
INTRODUCTION |
1-3 |
| II. OVERVIEW |
4-7 |
| III.FIELD
OFFICES |
8-17 |
| A. Country and area
offices |
8-11 |
| B. Regional
offices |
12-17 |
| IV.HEADQUARTERS |
18-54 |
| A. Office of the
Executive Director |
19-23 |
| B. Office of the
Secretary of the Executive Board . |
24-25 |
| C. Office of Internal
Audit |
26-28 |
| D. Programme Group
|
29-37 |
| Programme Division
|
30-31 |
| Evaluation, Policy and
Planning Division |
32-33 |
| Office of Emergency
Programmes |
34-35 |
| International Child
Development Centre, Florence |
36-37 |
| E. Division of
Financial and Administrative Management |
38-39 |
| F. Division of Human
Resources |
40-41 |
| G. Supply Division
|
42-43 |
| H. Information
Technology Division |
44-45 |
| I. Division of
Communication |
46-47 |
| J. Programme Funding
Office |
48-49 |
| K. Private Sector
Division |
50-51 |
| L. Office of United
Nations Affairs and External Relations |
52-53 |
| M. Office for Japan
|
54 |
| V.OTHER SECRETARIAT
COMMITTEES |
55-66 |
| Figure. THE ORGANIZATION OF UNICEF |
|
ABBREVIATIONS
|
|
Appointment and
Placement Committees |
| CPMPs |
country programme
management plans |
| CPRs |
country programme
recommendations |
| DFAM |
Division of Financial
and Administrative Management |
| DHR |
Division of Human
Resources |
| DOC |
Division of
Communication |
| EMOPS |
Office of Emergency
Programmes |
| EPP |
Evaluation, Policy and
Planning (Division) |
| GMT |
Global Management
Team |
| GSA |
Global Staff
Association |
| ICDC |
International Child
Development Centre |
| IT |
Information Technology
(Division) |
| MEP |
Management Excellence
Programme |
| MPOs |
master plans of
operation |
| MTRs |
mid-term
reviews |
| NGOs |
non-governmental
organizations |
| NYMT |
New York Management
Team |
| NYSA |
New York Staff
Association |
| OED |
Office of the Executive
Director |
| OIA |
Office of Internal
Audit |
| OSEB |
Office of the Secretary
of the Executive Board |
| PFO |
Programme Funding
Office |
| PKN |
Programme Knowledge
Network |
| PSD |
Private Sector
Division |
| RMTs |
regional management
teams |
| UNAERO |
Office of United
Nations Affairs and External Relations |
I.
INTRODUCTION
1. The present
document is an update of the “Organization of the secretariat of UNICEF”
(E/ICEF/Organization/Rev.2). It reflects adjustments made to the
organization of UNICEF as a result of the Management Excellence Programme
(MEP) and contains an organigram of UNICEF, as well as a description of
reporting lines, functions and accountabilities of country, regional and
headquarters offices. As UNICEF has always been a decentralized,
field-based organization, actions taken to strengthen the organizational
structure did not involve the creation of new types of offices. Rather,
changes focused on ensuring that existing structures worked together to
best support and strengthen country programmes and the effective delivery
of the UNICEF mission.
2. The
following principles served as the basis for the redefinition of functions
and accountabilities at country, regional and headquarters locations:
(a) Ensuring the primacy of
the country programme;
(b)
Transferring decision-making authority and accountability from
headquarters closer to the point of programme
implementation;
(c) Reorienting
the roles of headquarters and regional offices based on an assessment of
functions that add value and do not duplicate the front-line work of
country offices;
(d) Managing
information as a strategic asset;
(e) Management by office- and project-specific
multidisciplinary teams.
3. The
role of UNICEF representatives was reaffirmed as one of leading,
implementing and monitoring the progress of country programmes, together
with Governments, United Nations agencies and other partners. Key
programmatic, budgetary, support and oversight functions were transferred
from headquarters to regions. Regional offices were reorganized and
regional management teams (RMTs) established to support the new
accountabilities. The Regional Office for Europe in Geneva was
restructured to serve as the focal point for managing relations with
National Committees for UNICEF. Headquarters was reorganized to focus on
strategic, policy, advocacy and oversight functions. The figure presents
the current organization of UNICEF.
II.
OVERVIEW
4. UNICEF, as a
subsidiary body of the General Assembly, reporting through the Economic
and Social Council, is an integral part of the United Nations. It
maintains its own staff and facilities, which are financed by its own
resources received on the basis of voluntary contributions from
Governments, intergovernmental agencies, non-governmental organizations
(NGOs) and individuals. The work of UNICEF is reviewed annually by the
Council, as well as by the General Assembly, in accordance with its
resolution 48/162 of 20 December 1993. The UNICEF financial report and
accounts and the report of the Board of Auditors are submitted to the
General Assembly and reviewed by the Advisory Committee on Administrative
and Budgetary Questions and the Fifth Committee of the
Assembly.
5. UNICEF is governed
by a 36-member Executive Board, members of which are elected each year by
the Economic and Social Council from States Members of the United Nations
or of the specialized agencies, or of the International Atomic Energy
Agency, with due regard to equitable geographical representation and other
relevant factors, with a view to ensuring the most effective and broadest
participation. To ensure continuity of experience, in any given year a
limited number of new Board members are elected. Usually, members of the
Board are elected for three-year terms. Beginning in 1995, however, the
Western European and Others group of States established a rotation
schedule for its members until 2006, under which some of its members do
not serve a full three-year term.
6. Under General Assembly resolution 48/162, the
Executive Board is responsible for providing intergovernmental support to
and supervision of UNICEF activities in accordance with the overall policy
guidance of the Assembly and the Council. The Executive Board is also
responsible for ensuring that UNICEF activities are responsive to the
needs and priorities of recipient countries. The Executive Board is
subject to the authority of the Economic and Social Council and has the
following functions:
(a) To
implement the policies formulated by the Assembly and the coordination and
guidance received from the Council;
(b) To receive information from and give guidance
to the Executive Director on the work of UNICEF;
(c) To ensure that the activities and operational
strategies of UNICEF are consistent with the overall policy guidance set
forth by the Assembly and the Council, in accordance with its respective
responsibility as set out in the Charter;
(d) To monitor the performance of
UNICEF;
(e) To approve
programmes, including country programmes, as
appropriate;
(f) To approve
administrative and financial plans and budgets;
(g) To recommend new initiatives to the Council,
and through the Council, to the Assembly as necessary;
(h) To encourage and examine new programme
initiatives;
(i) To submit
annual reports to the Council at its substantive session, which could
include recommendations, where appropriate, for improvement of field-level
coordination.
7. The Executive
Director is appointed by the Secretary-General of the United Nations in
consultation with the Executive Board. Under policies established by the
Executive Board, the Executive Director is responsible for the
administration of UNICEF as well as for the appointment and direction of
UNICEF staff. UNICEF staff are United Nations officials subject to the
United Nations Staff Regulations administered by the Executive Director.
The Executive Director is authorized to receive and administer the
financial resources of UNICEF in accordance with the General Assembly
resolutions establishing the legislative base for UNICEF as well as with
its own Financial Regulations and Rules.
III. FIELD
OFFICES
A. Country and area offices
8. UNICEF country and area offices support the
planning, implementation and monitoring of country programmes in
collaboration with national Governments. The designation “area” office
refers to an office serving more than one country. Country/area offices
are headed by a UNICEF representative who is an accredited UNICEF official
in a given country, appointed by the Executive Director and responsible to
the regional director for all UNICEF activities undertaken in the
country(ies) concerned. In some cases, sub-offices have been established
either at (a) subnational administrative levels within the same country
where there is a UNICEF country office; or (b) where UNICEF programme
inputs are significant enough to require a full-time presence, but are not
of sufficient size to warrant a full-scale country office. Heads of
sub-offices report to the UNICEF representative in the country or area
office.
9. The strong field
presence of UNICEF and its decentralized country programme process are
central to the delivery of responsive and effective programmes for
children. The country programming process includes stages of analysis,
programme strategy formulation, programme design, preparation of country
notes, country programme recommendations (CPRs) and budgets, master plans
of operation (MPOs) and country programme management plans (CPMPs). The
outcome is a country programme of cooperation based on the situation
analysis of children and women, lessons learned from past experience of
programme performance, national plans and priorities, and overall
organizational priorities. The Executive Board approves the CPR and
implementation begins with the signing of the MPO as the formal agreement
between UNICEF and the Government.
10. The UNICEF representative is accountable for
the success of the UNICEF programme of cooperation at the country level
and the effective management of the UNICEF office’s operations and
resources. In carrying out the accountabilities listed below, the UNICEF
representative leads the country office management team and can call on
the support of the RMT. The country management team serves to advise the
representative on policies, strategies and human and financial resource
allocations, monitoring of programme implementation and performance,
evaluation of programme results and lessons learned. The UNICEF
representative participates in the RMT, which is headed by the regional
director.
11. The key
accountabilities of the UNICEF representative are:
(a) Leadership and representation:
(i) To
represent UNICEF within the country(ies) and build programme partnerships
to help facilitate the mission of UNICEF;
(ii) To advocate as part of the overall programming
strategy to improve policies and programmes for children and women through
relationships with host government officials, United Nations and bilateral
agencies, international financial institutions, media, civil society,
etc.;
(iii) To monitor and
influence the profile of children’s issues within the country(ies), public
policy and resource allocations in support of a “first call for children”,
implementation of the Convention on the Rights of the Child and the 20/20
initiative;
(iv) To direct
press relations, fund-raising and special events with donor Governments
and their local representatives;
(v) To lead the country office, fostering good
staff relations and developing a spirit of cooperation and
teamwork;
(b) Country programme process (planning and
implementation):
(i)
To assist the Government in the planning, implementation, monitoring and
evaluation of the country programme;
(ii) Upon the Executive Board’s approval of the
CPR, to sign the MPO on behalf of UNICEF and manage and direct UNICEF
assistance during programme implementation;
(iii) In cooperation with the host Government and
counterparts, to ensure the quality of all aspects of the country
programme process, including the updating of the situation analysis; the
formulation of programme strategies; programme development; and the
preparation of the country note, the CPR, the integrated budget, the MPO
and the CPMP;
(iv) To lead and
direct UNICEF collaboration with the United Nations resident coordinator
system and the United Nations country team, including the introduction of
mechanisms for improved United Nations collaboration, i.e., the United
Nations Development Assistance Framework, the Joint and Co-sponsored
United Nations Programme on HIV/AIDS, etc.;
(c) Performance monitoring:
(i) To
monitor the implementation, effectiveness and relevance of the UNICEF
country programme, in cooperation with national partners, with a view to
improving country programme performance;
(ii) To ensure that country programme objectives
are achieved;
(iii) To assess,
evaluate and report on programme results;
(iv) To prepare and implement the integrated
monitoring and evaluation plan, including annual programme reviews,
mid-term reviews (MTRs), programme evaluations and end-of-cycle programme
reviews together with government partners; and to ensure quality and the
appropriate use of evaluation findings and lessons learned;
(d) Administration:
(i) To
direct and manage effectively and efficiently the administrative, human
resources, finance and training functions within the country office in
accordance with all applicable rules, regulations and policies;
(ii) To ensure the correct
application of organizational policies and procedures;
(iii) To develop, implement
and monitor the CPMP and annual work plans;
(iv) To ensure effective contribution management
and timely donor reporting;
(v) To provide advice to the Appointment and
Placement Committees (APCs) and the Division of Human Resources (DHR) on
proposed movements of international staff into and out of the countries
for which the representative is responsible;
(vi) To ensure implementation of agreed audit
recommendations;
(vii) To
alert the regional director, the Comptroller and the Office of Internal
Audit (OIA) of suspected wrong-doing; and, where necessary, to assist in
investigations authorized by OIA, and implement corrective and
disciplinary action as required.
B. Regional offices
12. UNICEF has seven regional offices supporting
area or country offices within the following geographic regions: Eastern
and Southern Africa; West and Central Africa; the Americas and the
Caribbean; East Asia and the Pacific; South Asia; the Middle East and
North Africa; and Central and Eastern Europe, the Commonwealth of
Independent States and the Baltic States. In addition, UNICEF has one
regional office serving as focal point for relations with National
Committees for Europe (the Regional Office for Europe).
13. The regional office serves
as a mechanism for guidance, support, oversight and coordination of
country offices within the region. It provides trends analysis of
commonalities and diversities, flexibly managing resources within the
region to support individual countries. The regional office is the key
facilitator of a process of peer review and exchange among UNICEF offices
within each region so that decisions at country and regional levels are
informed by the rich experiences and draw on the capabilities of UNICEF
staff and partners.
14. UNICEF
regional directors are appointed by and are responsible to the Executive
Director. The regional director advises and assists the Executive Director
and the Deputy Executive Directors on matters relating to global policy
formulation and implementation under the broad policy guidelines laid down
by the Executive Board; represents the Executive Director vis-à-vis
institutions of a regional character within and outside the United Nations
system; and provides guidance to and coordinates the work of UNICEF
representatives in the region.
15. In carrying out the accountabilities listed
below, the regional director leads and directs the RMT. The RMT serves to
advise on policies, strategies and human and financial resource
allocations, monitoring implementation and evaluation of regional results
and lessons learned. Regional directors are members of the Global
Management Team (GMT), which is headed by the Executive
Director.
16. The key
accountabilities of regional directors are:
(a) Leadership and representation:
(i) To
communicate and advocate on behalf of children at the regional level and
create new opportunities to improve the situation of children and women
through relationships and networks with regional
partners;
(ii) To represent
UNICEF in the region, and establish and maintain relationships with
regional partners, including NGOs, intergovernmental organizations,
international financial institutions, media, United Nations human rights
mechanisms, NGOs and civil society;
(iii) To monitor and influence the overall profile
of children’s issues within the region, regional legislation, public
policy and resource allocations in support of a “first call for children”
and the 20/20 initiative;
(iv)
To ensure the proper functioning of the RMT and its committees;
(b) Strategic planning/policy
development:
(i) To define and prioritize regional strategies
and plans in functional areas, including strategies for emergency
situations, in the light of organizational global policies, priorities and
strategies;
(ii) To monitor
and ensure achievement of programme objectives within the
region;
(iii) To develop and
implement regional communication, information and advocacy strategies;
(iv) To contribute to the
organization's knowledge base and global strategic planning based on an
analysis of regional data and experience, prepare regional advocacy
materials, and facilitate the exchange of information and experience
within the region;
(v) To
provide timely and relevant contributions to global policy development
based on regional experience and interpret global policies in the regional
context;
(c) Country programme support:
(i) To
formulate regional work plans to support country offices in the
preparation of new country programmes, and monitor programme and
management performance and the effective and efficient use of resources;
(ii) To ensure the
availability of technical staff within the region for consultation and
support to country offices as required;
(iii) To ensure appropriate guidance to
country/emergency programme preparation;
(iv) To clear country notes and CPRs for submission
to the Executive Board;
(v) To
assess regional resource requirements and funding opportunities; develop
regional fund-raising strategies, in collaboration with the RMT; and
identify and maximize opportunities for fund-raising in the region,
including negotiations with the private sector;
(vi) To endorse UNICEF representatives’ proposals
for supplementary funding levels in consultation with the Programme
Funding Office (PFO) and Programme Division;
(vii) To coordinate the regional budget review
process; clear country office budgets and reporting structures based on a
review of CPMPs; and approve changes in annual country programme budgets
in accordance with all applicable rules, regulations and policies;
(d) Performance monitoring:
(i) To
monitor the progress, effectiveness and relevance of UNICEF country
programmes within the region with a view to improving country programme
performance;
(ii) To assess,
evaluate and report on programme results within the region;
(iii) To monitor country
offices’ use of resources and management performance, and identify best
practices and areas in need of improvement;
(iv) To coordinate the review of MTRs and major
evaluation exercises in the region; monitor the use of evaluation results
to strengthen country programmes; and, in cooperation with Programme
Division and the Evaluation, Policy and Planning (EPP) Division, report to
the Executive Board on results;
(v) To monitor adherence to organizational policies
and procedures within the region;
(vi) To support country offices in implementing
agreed audit recommendations, monitor corrective actions taken, provide
recommendations on audit priorities for the region and participate in
selected country audits as agreed with OIA;
(vii) To alert the Executive Director, the
Comptroller and OIA of possible wrong-doing in county and regional
offices; and, where necessary, support investigations in the region and
implement corrective and disciplinary action as required;
(viii) To monitor effective
human resources management within the region; facilitate the short-term
deployment of staff to meet needs and assist in the redeployment of staff
in emergency situations; approve regional training plans; and prevent
and/or resolve grievances;
(ix)
To monitor cost-effective procurement operations to meet programme
objectives and ensure the appropriate preparation of bid administration
and contracting for local procurement;
(e) Administration:
(i) To
direct the regional office and its staff and, in addition, to provide
guidance to and serve as the first reporting officer for the performance
evaluation of UNICEF representatives in the region;
(ii) To prepare and implement annual regional and
regional office work plans in line with organizational strategic
priorities, available resources and office management plans; ensure
achievement of work plan objectives; monitor progress; and report on
results;
(iii) To direct and manage effectively and
efficiently the administrative, human resources, finance and training
functions within the regional office in accordance with all applicable
rules, regulations and policies.
17. The Regional Office for Europe, located in
Geneva, serves as the focal point for managing relations between National
Committees for UNICEF and the Fund. Accountabilities specific to the
Regional Director for Europe are to:
(a) Represent UNICEF in the region; and establish
and maintain relationships with regional partners, including
intergovernmental organizations,
international financial institutions, media, NGOs
and civil society;
(b) Manage
the relationship between National Committees and
UNICEF;
(c) Monitor and
influence the overall profile of children’s issues within the region; and
promote the appropriate allocation of resources in support of a “first
call for children”, in both domestic budgets and official development
assistance;
(d) Advise and
manage the National Committees’ planning process; and provide information
and guidance on UNICEF policies, advocacy, communication and programme
issues;
(e) In collaboration
with the Private Sector Division (PSD), develop and support the
implementation of National Committees’ resource mobilization strategies
with agreed objectives and performance indicators;
(f) Develop and support the implementation of a
National Committees’ communication, information and advocacy strategy as
an instrument to optimize the mobilization of
resources;
(g) Monitor and
report annually on the functioning and performance of National Committees
based on agreed key performance indicators;
(h) In collaboration with the division of Financial
and Administrative Management (DFAM), review, analyse and assess the
National Committees’ annual/financial reports and audited statements of
accounts;
(i) Provide input
into organizational strategic planning and policy
development;
(j) Prepare and
implement annual office work plans in line with organizational strategic
priorities, available resources and office management plans; ensure
achievement of work plan objectives; monitor progress; and report on
results;
(k) Monitor and
supervise the Brussels office; and manage effectively and efficiently the
administrative, human resources, finance and training functions of the
Regional Office in accordance with all applicable rules, regulations and
policies.
IV.
HEADQUARTERS
18. Through the
course of MEP, the role of headquarters was clarified as one of providing
overall strategic direction and guidance that reflect linkages to the
United Nations system and the policy guidance of the Executive Board, with
responsibility for strategic planning, advocacy and oversight for the
organization as a whole. Headquarters also provides leadership in
developing the global UNICEF perspective by integrating the experiences
and contributions of all parts of the UNICEF system and by ensuring that
the global perspective informs planning, policy development and guidelines
for management and quality assurance.
A. Office of the Executive
Director
19. The Office
of the Executive Director (OED) is responsible for the general direction
of UNICEF operations under policy directives of the Executive Board, the
Economic and Social Council and the General Assembly.
20. OED consists of the Executive Director; two
Deputy Executive Directors; the Director, Change Management; the Principal
Adviser; the Chief of Staff; and Professional and General Service support
staff. The Deputy Executive Directors support the Executive Director in
fulfilling the functions of the Executive Office, and are responsible for
the supervision of division directors in New York, Copenhagen, Tokyo and
Florence.
21. The
accountabilities of the Executive Director are to:
(a) Guide UNICEF in the pursuit of its mission and
set strategic objectives for the organization;
(b) Serve as a global advocate for children,
creating a global constituency for children and advocating the objectives
UNICEF seeks to achieve;
(c)
Mobilize political will at the highest level to take action and/or provide
resources in support of a “first call for children”, implementation of the
Convention on the Rights of the Child and the 20/20
initiative;
(d) Serve as the
lead advocate for children within the United Nations system and maintain
coordination with relevant United Nations organizations; and maintain
contact with delegations to the United Nations;
(e) Provide leadership in the planning,
coordination and direction of UNICEF activities, leading organizational
strategic planning and setting organizational priorities;
(f) Ensure that the
organization is structured, directed and managed to fulfil its mission in
accordance with all applicable rules, regulations and
policies;
(g) Provide
leadership in management excellence, including ensuring that
accountabilities are understood, strengthened and
exercised;
(h) Recommend to the
Executive Board changes in, or the development of, policies as
required;
(i) Recommend to the
Executive Board approval of programmes of cooperation and budgets; and
report on progress, key activities and organizational performance;
(j) Provide oversight and
policy direction on the administration of UNICEF offices and staff,
procurement and supply operations, the management of finances,
communication and information;
(k) Oversee fund-raising and income-generating
activities, as well as the expenditures of the organization, in conformity
with Executive Board policy;
(l) Provide input and guidance to United Nations
reform and ensure the implementation of the Secretary-General’s reform
proposals and decisions of the Administrative Committee on
Coordination.
22. The
accountabilities of the Deputy Executive Directors are
to:
(a) Assist and support the
Executive Director in the carrying out her/his
accountabilities;
(b) Ensure
that the authority delegated by the Executive Director to UNICEF
representatives, regional directors and headquarters division directors is
carried out effectively;
(c)
Direct and coordinate the activities of headquarters divisions, and assist
the Executive Director in matters related to UNICEF organizational
effectiveness and efficiency and the management of support functions;
(d) Assist the Executive
Director in developing programme policy and oversee its implementation at
country, regional and global levels;
(e) Assist the Executive Director in developing the
UNICEF external relations policy, primarily with respect to programme
advocacy and resource mobilization, and in overseeing its
implementation;
(f) Maintain
liaison with United Nations organizations;
(g) Undertake special assignments on behalf of the
Executive Director.
23.
Various mechanisms have been established to enable OED to carry out the
above-mentioned organizational management functions. These
include:
(a) Global Management Team. Membership includes the Executive Director
(chair), Deputy Executive Directors, regional directors, various
headquarters division directors, the Chairperson of the Global Staff
Association (GSA) and an additional elected staff representative. The role
of the GMT is to guide strategic planning and policy development in UNICEF
and advise the Executive Director on major organizational priorities, the
use and allocation of resources and assessment of organizational
performance. The Director, Change Management, provides secretariat
support;
(b) New York Management Team (NYMT). Membership includes the Executive
Director, the Deputy Executive Directors (chair), headquarters division
directors, the Chairperson of the New York Staff Association (NYSA) and an
additional staff representative. The NYMT is responsible for ensuring
cross-functional coordination among divisions and advises on the effective
and efficient operations of headquarters and implementation of
headquarters’ role. The Director, Change Management, provides secretariat
support;
(c) Senior Staff Review Committee. Membership of the Committee includes the
Executive Director; the Deputy Executive Directors (rotating chair); the
Directors of DHR, EPP Division and Programme Division; and the
Comptroller. Regional directors are invited to participate when they are
in New York. The Committee meets monthly, or as necessary. It advises the
Executive Director on appointments to representative and assistant
representatives posts and to posts at the levels of D-1 and above. It also
advises on the promotion, reassignment and contractual status of staff
appointed to those posts. The Director of Career Management of DHR
provides secretariat support;
(d) Financial Advisory Committee. The Finance Advisory Committee is chaired by the
Comptroller and includes the Executive Director; the Deputy Executive
Director; and the Directors of Supply Division, Programme Division and
PFO. The Committee advises on the placement of funds and reviews such
matters as cash flow, the selection of banks, currency restrictions and
financial problem situations. It also draws on advice from outside the
organization. The Comptroller provides secretariat
support;
(e) Internal Audit Committee. The Internal Audit Committee is chaired by the
Executive Director and includes the Executive Director; the Deputy
Executive Directors; the Comptroller; and the Directors of Change
Management, DHR, Programme Division, EPP Division and OIA. The Committee
provides advice on internal audit strategies; approves annual audit plans;
reviews all audit reports; monitors implementation of audit
recommendations throughout the organization; commissions investigations;
reviews investigation findings; and implements corrective and disciplinary
action. The Director of OIA provides secretariat support.
B. Office of the Secretary of the Executive
Board
24. In supporting
the Executive Board in carrying out its mandate as the governing body of
UNICEF, the Office of the Secretary of the Executive Board (OSEB) is
responsible for promoting a mutually effective relationship between the
Executive Board and the UNICEF secretariat and between members of the
United Nations system and UNICEF on matters relating to the Board’s
deliberations and actions.
25.
The accountabilities of the Director of OSEB (Secretary of the Executive
Board) are to:
(a) Prepare,
organize, manage and service Executive Board sessions and related
meetings, in consultation with the President of the Board and other
members of the Bureau;
(b)
Serve as the focal point for consultations and communications between the
Executive Board and the secretariat, ensuring that the appropriate offices
are informed of specific concerns expressed by the Board that may arise;
(c) Plan and support document
preparation, establish quality standards for the preparation of Executive
Board documents, and provide editorial and technical services for all
documentation submitted to, or resulting from, Executive Board sessions
and related meetings;
(d)
Maintain a permanent record of all deliberations and decisions of the
Executive Board and ensure the availability of documentation prepared for
Executive Board sessions;
(e)
Arrange for the participation of Executive Board members in meetings of
the World Health Organization/UNICEF/United Nations Population Fund
Coordinating Committee on Health and the United Nations Educational,
Scientific and Cultural Organization/UNICEF Joint Committee on Education,
in collaboration with Programme Division;
(f) Arrange for the annual field visits of the
President and members of the Board, in collaboration with Programme
Division and UNICEF representatives;
(g) Monitor and assess Executive Board/secretariat
relations with the aim of building common understanding, and develop a
strategic plan as a key to dialogue with the Executive
Board;
(h) Provide input into
organizational strategic planning and policy formulation processes, with
particular emphasis on issues of interest and concern to the Executive
Board;
(i) Prepare and
implement annual office work plans in line with organizational strategic
priorities, available resources and office management plans; ensure
achievement of work plan objectives; monitor progress; and report on
results;
(j) Direct and manage
effectively and efficiently the administrative, human resources, finance
and training functions within OSEB, in accordance with all applicable
rules, regulations and policies.
C. Office of Internal Audit
26. OIA is the principal unit for providing
independent oversight within UNICEF by assessing the soundness, adequacy
and application of systems, procedures and related internal controls
through audit activities, in conformity with generally accepted audit
standards.
27. Audit exercises
encompass the following elements: a review of programme activities and
financial transactions to determine whether they are in compliance with
established regulations, rules, policies, procedures and administrative
instructions; and an appraisal of the operational efficiency and economy
with which financial, physical and human resources are
utilized.
28. The
accountabilities of the Director of OIA are to:
(a) Review, evaluate and report to the Executive
Director on the soundness, adequacy and application of systems, procedures
and related internal controls;
(b)
Identify and report on operational and programme risks, and support skills
development in identifying and managing risk through the application of
control self-assessment in county, regional and headquarters offices;
(c) Review the integrity,
accuracy and reliability of UNICEF information systems;
(d) Monitor the implementation
of audit recommendations globally and alert the Executive Director of
suspected wrong-doing;
(e)
Implement and supervise investigations, and recommend corrective and
disciplinary action as required, ensuring due process in the resolution of
disciplinary cases;
(f) Liaise
with United Nations organizations and other technical organizations in the
development and application of oversight policies and procedures and best
practices.
(g) Provide input
into organizational strategic planning and policy formulation
processes;
(h) Prepare and
implement annual office work plans in line with organizational strategic
priorities, available resources and office management plans; ensure
achievement of work plan objectives; monitor progress; and report on
results;
(i) Direct and manage
effectively and efficiently the administrative, human resources, finance
and training functions within OIA in accordance with all applicable rules,
regulations and policies.
D. Programme Group
29. The Programme Group is comprised of Programme
Division, EPP Division, the Office of Emergency Programmes (EMOPS) and the
International Child Development Centre (ICDC) in Florence, Italy. It
serves to guide the development of the organization’s programme
orientation in line with the Mission Statement and to ensure
cross-divisional coordination. The Director of Programme Division
coordinates the work of the Programme Group.
Programme Division
30. Programme Division focuses on strategic tasks
that enhance and assure the quality of programmes, as well as bring
coherence, synergy and added value to the programming process. The role of
Programme Division is to: ensure that policies and programmes are informed
by state-of-the-art knowledge; establish guidelines for programme
formulation, implementation and management; develop programme performance
standards; monitor global programme implementation; coordinate an
organization-wide network to assess and share field experiences; and
analyse and disseminate best programme practices internally and
externally.
31. The
accountabilities of the Director of the Programme Division are
to:
(a) Provide global
leadership in the formulation of programme policies and strategies based
on country programme experiences and the monitoring of programme
performance;
(b) Ensure that
programmatic activity is informed by state-of-the-art knowledge on the
main areas of UNICEF work;
(c)
Establish programme polices, including policies to guide the formulation
of child rights-based programmes, and monitor the quality of programme
policy application;
(d)
Develop programme strategies, drawing on country programme and other
relevant experiences;
(e)
Monitor, assess and report on UNICEF programme implementation and
performance;
(f) Establish
guidelines for the preparation of country offices’ annual reports and
carry out a global review analysing information contained in these
reports;
(g) Establish
guidelines for programme formulation, implementation and
management;
(h) Establish and
communicate programme performance standards;
(i) Recommend to the Executive Director actions to
strengthen programme performance on a global and interregional basis;
(j) Ensure the maintenance and
quality of the organizational Programme Knowledge Network (PKN) to
document, assess and share lessons learned and best programming practices
and experiences, in close cooperation with the regional offices and the
EPP Division;
(k) Perform
cross-regional geopolitical analysis, synthesize programme experience; and
identify emerging trends and issues and their implications for children;
(l) Mobilize support for
programmes and policies for children and women, in collaboration with
other headquarters divisions and regional offices, particularly through
the development and pursuit of major themes for global
advocacy;
(m) Provide guidance
and support to the development of programme management systems, e.g., the
Programme Manager System, CPMPs, etc.;
(n) Provide guidance and support for the
organization’s resource mobilization activities, including identification
of priorities for global supplementary funds for interregional programmes,
and policy and technical dialogue with donor Governments, in collaboration
with PFO;
(o) Provide guidance
to Supply Division in determining appropriate supply requirements, product
development and strategic linkages between supply and programme
strategies;
(p) Assist DHR in
identifying competencies required for programming and ensure substantive
support for staff development and training in programme policy and
procedures;
(q) Liaise with
United Nations funds and programmes, specialized agencies and other
technical organizations in the development and application of programme
policies, strategies and procedures;
(r) Provide input into organizational strategic
planning and policy formulation processes, ensuring the incorporation of
programme experiences and lessons learned;
(s) Prepare and implement annual division work
plans in line with organizational strategic priorities, available
resources and office management plans; ensure achievement of work plan
objectives; monitor progress; and report on results;
(t) Direct and manage effectively and efficiently
the administrative, human resources, finance and training functions within
Programme Division, in accordance with all applicable rules, regulations
and policies.
Evaluation,
Policy and Planning Division
32. The EPP Division provides technical leadership
in monitoring and evaluating the effectiveness and efficiency of
organizational performance; monitoring the global situation of children;
ensuring that results of evaluations and studies are fed into the
development of organizational policies and strategies; analysing the
impact of social and economic trends and policies on children; and
coordinating organizational processes for strategic planning and the
development of medium-term plans for the organization.
33. The accountabilities of
the Director of EPP are to:
(a)
Provide leadership and coordination for effective global monitoring of the
situation of children, including the development of indicators, tools,
methods and standards, particularly in the realization of child rights and
the goals emanating from the World Summit for Children;
(b) Maintain credible
corporate databases on key social indicators; promote their use in
strategic planning, policy analysis, programme design and advocacy; and
assure the quality of corporate databases on the situation of children and
women, in collaboration with country and regional offices;
(c) Coordinate organizational
strategic planning processes and the preparation of strategic medium-term
and longer-term plans, facilitate organizational priority setting, and
promote linkages between organizational priorities and the allocation and
management of resources;
(d)
Monitor and report on organizational performance against the strategic
plan;
(e) Formulate the global
child rights conceptual framework to guide child rights-based programme
policies and programmes and the organization’s strategic
plan;
(f) Develop evaluation
policies, procedures and standards to ensure a rigorous and transparent
approach for evaluating the effectiveness and efficiency of
UNICEF-assisted programmes and enhance organizational capacities in this
area;
(g) Identify and
disseminate evaluation results and lessons learned to enhance the UNICEF
knowledge base and promote the use of this information to improve
organizational performance;
(h)
Initiate thematic and sectoral evaluations where lessons can be learned
globally to inform policy development and strategy formulation;
(i) Advise on evaluation
methodologies and instruments to enhance capacities for the management of
the evaluation function;
(j)
Build capacities to monitor and review the adequacy and appropriateness of
evaluations;
(k) Liaise with
United Nations funds and programmes, specialized agencies and other
technical organizations in the development and application of monitoring
and evaluation policies and procedures;
(l) Promote socio-economic policy analysis from a
child rights perspective;
(m)
Analyse global socio-economic trends and their implications for children
and ensure their use to inform advocacy, policy-making and strategic
planning;
(n) Analyse and
disseminate relevant knowledge to influence actors (including Governments,
international financial institutions, regional development banks, major
donors and NGOs) and key social and economic policies in favour of
children and their rights;
(o)
Coordinate the clearance of organization-wide policy directives and
guidelines to ensure clarity, soundness and consistency;
(p) Provide leadership in
information management, including the development of quality standards,
access and strategic use of information and knowledge on women and
children, including management of the UNICEF library;
(q) Prepare and implement annual division work
plans in line with organizational strategic priorities, available
resources and office management plans; ensure achievement of work plan
objectives; monitor progress; and report on results;
(r) Direct and manage effectively and efficiently
the administrative, human resources, finance and training functions within
EPP, in accordance with all applicable rules, regulations and policies.
Office of Emergency
Programmes
34. Through its
offices in New York and Geneva, and working in close collaboration with
partners, EMOPS aims to strengthen UNICEF capacity to effectively advocate
for and assist children in emergency situations and to provide policy,
technical and operations support to field offices dealing with complex
emergency situations.
35. The
accountabilities of the Director of EMOPS are to:
(a) Develop UNICEF policies, strategies and
guidelines in the humanitarian arena;
(b) Ensure UNICEF coordination with the United
Nations Office for the Coordination of Humanitarian Affairs and NGOs in
both humanitarian policy and operations;
(c) Monitor the impact of armed conflict and other
emergencies on children, serving as the focal point for crisis forecasting
and intelligence; and provide information and data for advocacy and
action;
(d) Coordinate
institutional support and information exchange with country offices in
complex emergencies through the management of the Operations Centre as the
UNICEF focal point for dealing with emergencies and crises;
(e) Establish and review
funding priorities for emergency programmes and assist PFO in advocating
the need for emergency funding from donors; and propose allocation of the
UNICEF Emergency Programme Fund and the United Nations Central Emergency
Revolving Fund loans, and manage and monitor their use;
(f) Provide technical guidance
to field offices on preparedness, programme response, staff safety and
security issues;
(g) Establish
security policy and manage security activities for UNICEF, including
gathering and analysing of incident data, and coordination with the United
Nations Security Coordinator and security focal points for other United
Nations agencies;
(h) Promote
the formulation and implementation of improved management operations
systems and procedures required in emergency programmes;
(i) Develop capacities of
UNICEF staff and partners to address the needs of children in emergencies,
including training and the deployment of emergency
staff;
(j) Identify, analyse
and disseminate best practices in the management of emergency programme
response;
(k) Establish
performance standards in support of the application of humanitarian
principles and codes of conduct in emergency action, and monitor the
quality of emergency programme response performance;
(l) Represent UNICEF in the humanitarian community,
serving as a lead advocate for child care, protection and recovery in
global humanitarian actions, especially in support of the Anti-War Agenda
and the Graça Machel study, and liaise with the Secretary-General’s
Special Adviser in Armed Conflict;
(m) Provide input into organizational strategic
planning and policy formulation processes;
(n) Prepare and implement annual office work plans
in line with organizational strategic priorities, available resources and
office management plans; ensure achievement of work plan objectives;
monitor progress; and report on results;
(o) Direct and manage effectively and efficiently
the administrative, human resources, finance and training functions within
EMOPS, in accordance with all applicable rules, regulations and policies.
International Child
Development Centre
36.
ICDC, referred to as the Innocenti Centre, was established in 1988 in
Florence, Italy, to strengthen the capacity of UNICEF and its cooperating
institutions to respond to the evolving needs of children and to promote
an emerging new global ethic for children. The Centre serves as an
international knowledge base and training centre working for the effective
implementation of the Convention on the Rights of the Child in both
developing and industrialized countries. Principle activities include
policy analysis, applied research, capacity-building and training
initiatives.
37. The
accountabilities of the Director of ICDC are to:
(a) Act as a principal information centre, creating
and supporting knowledge bases on child rights through the synthesis of
information and research results into key findings, analysis of best
practices and lessons learned, policy studies and case materials on key
issues;
(b) Undertake research
focused on the implementation of the Convention on the Rights of the
Child, promoting the understanding, development and monitoring of child
rights and methodologies for socio-economic policy analysis related to
child rights;
(c) Carry out
capacity-building activities in conjunction with the UNICEF Organizational
Learning and Development Section and the United Nations Staff College in
Turin, Italy, to update knowledge on priority themes;
(d) In consultation with the Division of
Communication (DOC), provide quality publications, materials and databases
for advocacy, information dissemination and capacity-building activities,
and as inputs for UNICEF policy formulation;
(e) Collaborate with EPP and Programme Divisions on
strengthening information management strategies and PKNs;
(f) Ensure the availability of
ICDC staff for consulting/advisory services for the organization and
cooperate with others to identify available internationally recognized
expertise;
(g) Provide input
into organizational strategic planning and policy formulation
processes;
(h) Prepare and
implement annual office work plans in line with organizational strategic
priorities, available resources and office management plans; ensure
achievement of work plan objectives; monitor progress; and report on
results;
(i) Direct and manage
effectively and efficiently the administrative, human resources, finance
and training functions within ICDC in accordance with all applicable
rules, regulations and policies.
E. Division of Financial and Administrative
Management
38. The role
of DFAM is to safeguard the financial resources entrusted to UNICEF for
the survival, development and protection of the world’s children by
maintaining and improving financial and administrative management systems
and procedures to ensure efficient, cost-effective and transparent
utilization of these resources.
39. The accountabilities of the Comptroller, who is
the Director of DFAM, are to:
(a) Create a climate of accountability for the
judicious, efficient, effective and appropriate use of UNICEF financial
resources for children;
(b)
Advise the Executive Director in all areas of financial and administrative
management;
(c) Provide
financial forecasts required for organizational strategic
planning;
(d) Lead the global
process of budget planning, preparation and monitoring, including control
and reviews;
(e) Manage UNICEF
financial assets, financial planning and cash management, banking
arrangements and the financial aspects of remuneration, including related
entitlements;
(f) Maintain and
improve financial and administrative management systems, policies and
procedures;
(g) Provide
technical leadership on logistical administration, travel and
transportation;
(h) Establish
quality standards for financial and administrative management; and
monitor, report and provide feedback to regional and field offices on the
quality of financial and administrative practices;
(i) Record, summarize, analyse and interpret
financial information in the accounting records, and report information to
various users;
(j) Serve as the
authoritative source to the heads of major organizational units regarding
the management of financial data to be used in dealing with donors and in
the development of the broad organizational objectives that have financial
implications;
(k) Serve as
chairperson for the Financial Advisory Committee, the Contract Review
Committee, and the Insurance and Property Survey Boards;
(l) Coordinate UNICEF
relations with the United Nations Board of Auditors, the Advisory
Committee on Administrative and Budgetary Questions and the Consultative
Committee on Administrative Questions (Financial and Budgetary);
(m) Liaise with United Nations
organizations in the development and application of financial and
administrative management policies and procedures;
(n) Provide input into organizational strategic
planning and policy formulation processes;
(o) Prepare and implement annual division work
plans in line with organizational strategic priorities, available
resources and office management plans; ensure achievement of work plan
objectives; monitor progress; and report on results;
(p) Direct and manage effectively and efficiently
the administrative, human resources, finance and training functions within
DFAM in accordance with all applicable rules, regulations and policies.
F. Division of Human
Resources
40. DHR
facilitates the effective planning and management of UNICEF human
resources. It is responsible for consolidating the organization’s human
resources requirements and developing human resources policies and
conditions of service which will attract, develop, deploy and retain staff
of the highest caliber to support programme goals, priorities and
objectives of UNICEF.
41. The
accountabilities of the Director of DHR are to:
(a) Provide global leadership on the management of
the human resources function and the implementation of human resources
strategies;
(b) Advise the
Executive Director on human resources matters and trends, and issues
affecting staff relations;
(c)
Lead and implement a career management system to deploy staff to meet
current and future needs; and consolidate the forecasting of post,
staffing and competency requirements;
(d) Direct and coordinate the development and
implementation of UNICEF human resources policies and
procedures;
(e) Establish and
monitor quality standards for human resources management throughout the
organization;
(f) Ensure
appropriate organizational structures, job design and classification, and
establish and administer appropriate conditions of service, terms of
employment, benefits and allowances, subject to United Nations rules and
regulations;
(g) Formulate
training strategies and policies to equip staff for changing
responsibilities through skills training, learning and development
programmes;
(h) Provide tools
for effective human resources management, including technical advice and
dissemination of best practices from within UNICEF and externally; and
maintain human resources information management systems to support human
resources decision-making;
(i)
Provide human resources services to staff in an equitable and timely
fashion;
(j) Ensure due
process in the resolution of grievances and discipline cases;
(k) Participate in
inter-agency forums on the development of human resource policies
applicable to agencies within the United Nations system; and based on
organizational need, advocate for change and reform within the United
Nations system;
(l) Provide
input into organizational strategic planning and policy formulation
processes;
(m) Prepare and
implement annual division work plans in line with organizational strategic
priorities, available resources and office management plans; ensure
achievement of work plan objectives; monitor progress; and report on
results;
(n) Direct and manage
effectively and efficiently the administrative, human resources, finance
and training functions within DHR in accordance with all applicable rules,
regulations and policies.
G. Supply Division
42. Supply Division aims to serve as a world-class
organization, achieving rapid and relevant responses to evolving supply
needs and situations facing children and families, with priority on
achieving value for money. As a partner with Programme Division, Supply
Division focuses attention on the supply situation facing children and
families, especially the most disadvantaged, and supports appropriate
action in national capacity-building. Supply Division serves as a
worldwide knowledge network and authority on children’s supply situation
globally, in close collaboration with manufacturers, technical and funding
agencies. Increasing procurement and logistics authority are being
delegated to field offices within global standards set by the
Division.
43. The
accountabilities of the Director of Supply Division are to:
(a) Establish policies for
supply, procurement and related services; and maintain appropriate systems
and procedures for the efficient and effective implementation of these
policies;
(b) Establish
standards related to quality, delivery times and cost-effectiveness in the
management of the supply function; and ensure that proper controls are in
place to maintain the highest level of integrity, ethical standards and
accountability;
(c) Monitor
and report on the global performance of UNICEF in supply and procurement,
including the quality and appropriateness of purchases made by UNICEF, by
or through a Government, international or intergovernmental organization,
National Committee for UNICEF, or NGO with which UNICEF cooperates in the
execution of approved programmes and activities;
(d) Provide strategic input to the development of
the supply component of country programmes, in addition to analytical and
operational support to field offices on specification development,
manufacturing, costing, standards, in-country logistics and quality
assurance and global purchasing options that attain value for
money;
(e) Maintain a supply
database available to both UNICEF and external customers for the global
analysis of product specifications, prices, sources of essential supplies,
as well as for tracking specific orders;
(f) Purchase supplies for country programmes and
authorize local and regional procurement of supplies for country
programmes;
(g) Provide
specialized expertise on essential supplies for children, making the
direct link to country programme supply and service requirements; review
specifications of new and improved technologies benefiting children; and
collaborate with related divisions and agencies to improve and/or develop
new products for children and to seek the best sources for supplies and
services;
(h) Serve as a
centre of expertise on a specific range of commodities most relevant to
children, including vaccines and safe injections, essential drugs,
micronutrients, therapeutic food, medicinal and health supplies, water
equipment, sanitation supplies, education and school supplies, and simple
household technologies;
(i)
Monitor the global supply and demand of these essential supplies, updating
specification and quality standards, tracking sources and prices, and
influencing where possible the availability of these supplies;
(j) Forecast and plan the
global supply needs of UNICEF, and maintain a warehouse in Copenhagen to
meet supply requests for commonly used items, both for country programmes
and emergency situations;
(k)
Reach long-term agreements with major manufacturers, enabling UNICEF and
its partners to benefit from the best possible contractual arrangements in
terms of price, quality and conditions of delivery and service for
essential supplies for children and other products required by country
programmes and the overall administration of UNICEF;
(l) Guide and support the building of capacities
throughout UNICEF for effective procurement and logistics in support of
country programmes;
(m)
Cooperate closely with supply and procurement operations of other United
Nations organizations, bilateral agencies, the World Bank, the European
Union and NGOs;
(n) Provide
input into organizational strategic planning and policy formulation
processes;
(o) Prepare and
implement annual division work plans in line with organizational strategic
priorities, available resources and office management plans; ensure
achievement of work plan objectives; monitor progress; and report on
results;
(p) Direct and manage
effectively and efficiently the administrative, human resources, finance
and training functions within Supply Division in accordance with the all
applicable rules, regulations and policies.
H. Information Technology
Division
44. The role of
the Information Technology (IT) Division is to help achieve the strategic
business objectives of UNICEF by enabling the integration of information
technology within business processes, and by providing innovative,
effective, secure and integrated business information solutions and
systems to internal and external partners.
45. The accountabilities of the Director of the IT
Division are to:
(a) Provide
global leadership and management of UNICEF information systems
applications, information technology and telecommunications/network
systems and IT infrastructure;
(b) Develop short- and longer-term strategic plans
to implement the organization’s technology objectives globally, and
maintain effective IT governance processes for determining IT priorities;
(c) Establish, monitor and
regularly update organizational IT standards and
policies;
(d) Establish,
sustain and ensure proper definition, protection, security and management
of the organization’s information assets and its technology
infrastructure, including effective data disaster recovery processes and
systems;
(e) Develop, enhance
and maintain a set of integrated management information systems
(applications and databases);
(f) Provide reliable and cost-effective global
network connectivity of UNICEF offices, voice and data communications and
support for emergency operations, IT infrastructure and networks,
including “help desk” services for headquarters and field staff;
(g) Assess and pilot a broad
scope of key technologies to determine how current and leading
technologies can be used to help the organization’s business objectives,
including the necessary staff competencies for its deployment;
(h) Establish and maintain a
measurement system(s) to gauge customer and staff satisfaction with the
systems, networks, services and support provided by the IT Division;
(i) Provide input into
organizational strategic planning and policy formulation
processes;
(j) Prepare and
implement annual division work plans in line with organizational strategic
priorities, available resources and office management plans; ensure
achievement of work plan objectives; monitor progress; and report on
results;
(k) Direct and manage
effectively and efficiently the administrative, human resources, finance
and training functions within the IT Division in accordance with all
applicable rules, regulations and policies.
I. Division of Communication
46. The principal role of DOC is to create a better
public understanding of children’s issues and generate moral and financial
support for children. DOC works towards this objective by carrying out
global media, information and education for development programmes and by
providing technical advice and information to field offices to strengthen
advocacy and fund-raising efforts.
47. The accountabilities of the Director of DOC are
to:
(a) Assess public
awareness, understanding of and support for the mission of UNICEF, in
collaboration with PSD;
(b) Develop and implement global
communication objectives and strategies to support the mission and global
priorities of UNICEF using electronic broadcasting, the international news
media, educational systems, model approaches, key spokespersons, exhibits
and publications;
(c)
Facilitate advocacy through the generation of media coverage, alliances
with communication experts, establishment of new communication channels
and partnerships, and audience identification;
(d) Produce flagship publications (The State of the World’s Children, The
Progress of Nations, the
UNICEF Annual
Report), in collaboration with the
Programme Group;
(e) Establish
standards to ensure quality, consistency and appropriateness of UNICEF
messages and standards for communication materials, activities and
processes;
(f) Monitor and
ensure consistency and presentation of UNICEF messages going to the public
and press materials with wide regional or global
distribution;
(g) In
collaboration with the regional offices, develop and implement strategies
for building and enhancing the capacities of UNICEF staff worldwide in
communication skills;
(h)
Identify and disseminate up-to-date knowledge on major trends, best
practices and new developments in communication media, costs, media
systems and their impact on society; and identify opportunities for using
the global media to support regional and country
initiatives;
(i) Provide input
into organizational strategic planning and policy formulation
processes;
(j) Prepare and
implement annual office work plans in line with organizational strategic
priorities, available resources and office management plans; ensure
achievement of work plan objectives; monitor progress; and report on
results;
(k) Manage
effectively and efficiently the administrative, human resources, finance
and training functions within DOC in accordance with all applicable rules,
regulations and policies.
J. Programme Funding Office
48. PFO coordinates UNICEF relations with donor
Governments through continuous liaison with their Permanent Missions and
in capital cities. This also includes permanent observers to the United
Nations. PFO acts as the formal liaison between donor Governments and the
UNICEF secretariat regarding programme cooperation, UNICEF priorities and
future needs, and assists the Executive Office in relations with
Governments in industrialized countries. PFO supports the Executive
Director in overall fund-raising from governmental and intergovernmental
organizations.
49. The
accountabilities of the Director of PFO are to:
(a) Provide policy guidance, coordination and
leadership in the preparation and implementation of fund-raising
strategies for increasing general resources contributions from traditional
donors, intergovernmental and international civil society organizations;
(b) Coordinate UNICEF
relations, policy dialogue and advocacy towards donor Governments,
maintaining continuous liaison with Governments in their capitals and with
their Permanent Missions to the United Nations, as well as with permanent
observers to the Organization;
(c) Provide background information to country
offices concerning donor trends and prospects, advise on the establishment
of supplementary funding ceilings in CPRs, and raise supplementary funds
for UNICEF programmes of cooperation;
(d) Facilitate the raising of funds for emergency
programmes and coordinate emergency appeals in cooperation with EMOPS and
representatives from countries experiencing emergency
situations;
(e) Explore and
develop new modalities of funding with the international financial
institutions and regional development banks, in collaboration with UNICEF
regional and country offices;
(f) Develop funding targets and forecast income
projections, in collaboration with Programme Division, EPP Division and
DFAM;
(g) Coordinate UNICEF
involvement in the annual United Nations Pledging Conference for
Development Activities with the United Nations Secretariat, donor
countries and field offices;
(h) Maintain up-to-date information on actual and
potential donors and produce donor profiles;
(i) Monitor the funding status of all projects for
supplementary funding, including the status of negotiations with
donors;
(j) Ensure, together
with DFAM and regional offices, UNICEF compliance with policies and
procedures that govern supplementary funding and develop strategies to
enhance overall contribution management within field
offices;
(k) Identify, analyse
and disseminate best practices in fund-raising activities and strategies;
(l) Provide input into
organizational strategic planning and policy formulation
processes;
(m) Prepare and
implement annual division work plans in line with organizational strategic
priorities, available resources and office management plans; ensure
achievement of work plan objectives; monitor progress; and report on
results;
(n) Direct and manage
effectively and efficiently the administrative, human resources, finance
and training functions within PFO in accordance with all applicable rules,
regulations and policies.
K. Private Sector Division
50. The principal role of PSD is raise funds for
UNICEF from the private sector and provide leadership for local private
sector fund-raising initiatives.
51. The accountabilities of the Director of PSD are
to:
(a) Provide leadership for
fund-raising initiatives in the private sector;
(b) Design, develop and distribute UNICEF cards,
products and related sales materials worldwide; and identify product
licensing opportunities;
(c)
Undertake market research and analysis in support of product development
and private sector fund-raising;
(d) Coordinate and manage production of key
fund-raising materials for PSD partners, and provide sales, marketing and
service support to sales partners;
(e) Provide training, guidance and technical
support in the areas of card and product sales, private sector
fund-raising, special fund-raising events and operations and
finance;
(f) Provide technical
and ad hoc financial support to National Committees for UNICEF and
priority field offices in planning, implementing and monitoring private
sector activities;
(g) Serve as
focal point for the UNICEF graphic identity and corporate partnership
policy guidelines;
(h) Provide
input into organizational strategic planning and policy formulation
processes;
(i) Prepare and
implement annual division work plans in line with organizational strategic
priorities, available resources and office management plans; ensure
achievement of work plan objectives; monitor progress; and report on
results;
(j) Direct and manage
effectively and efficiently the administrative, human resources, finance
and training functions within PSD in accordance with all applicable rules,
regulations and policies.
L. Office of United Nations Affairs and External
Relations
52. The
principal role of the Office of United Nations Affairs and External
Relations (UNAERO) is to further the range of UNICEF activities through
active involvement within the United Nations system and with external
partners.
53. Accountabilities
of the Director of UNAERO are to:
(a) Undertake, direct, coordinate and monitor
UNICEF relations with United Nations inter-agency, intergovernmental and
ad hoc bodies; regional commissions; international financial institutions;
Geneva-based treaty bodies, in particular the Committee on the Rights of
the Child and the High Commissioner for Human Rights/Centre for Human
Rights; and intergovernmental organizations and other related external
partners;
(b) Advise and
support the UNICEF Executive Office and other divisions in the development
of policy with inter-agency and other external implications and in the
conduct of related activities;
(c) Monitor, advise and represent UNICEF on issues
of United Nations coordination and support the Executive Director in
matters related to the United Nations Development Group, the
Secretary-General’s Policy Coordination Committee and Executive
Committees;
(d) Ensure that
matters of relevance to UNICEF arising within the United Nations system
are communicated and acted upon by the UNICEF secretariat;
(e) Provide input into
organizational strategic planning and policy formulation
processes;
(f) Prepare and
implement annual division work plans in line with organizational strategic
priorities, available resources and office management plans; ensure
achievement of work plan objectives; monitor progress; and report on
results;
(g) Direct and manage
effectively and efficiently the administrative, human resources, finance
and training functions within UNAERO in accordance with all applicable
rules, regulations and policies.
M. Office for Japan
54. The UNICEF Director for Japan is accountable
for advocacy, fund-raising, information and supply functions for Japan,
including liaison with the Japan Committee for UNICEF and NGOs.
V. OTHER SECRETARIAT
COMMITTEES
55. The
composition and functions of other UNICEF secretariat committees are shown
below.
Appointment and
Placement Committees
56.
APCs were established under the provisions of United Nations Staff Rule
104.14. The Committees make recommendations to the Executive Director, or
head of office in the case of local staff, in respect of the appointment
of new staff to fill vacant posts, the review of contractual status at
appropriate times and the placement of existing staff in vacant posts on
the basis of their qualifications and performance. There are three
Committees at headquarters: two deal with all international Professional
staff on a global basis (one for P-4 and P-5 levels; one for P-1 to P-3
levels); and one handles General Service staff at headquarters. The
membership of the Committees is decided by the Executive Director,
following consultation with staff representatives. The Committees elect
their own chair. Senior staff appointments (representatives, assistant
representatives and D-1 and D-2 posts) are reviewed by the Senior Staff
Review Committee chaired by the Executive Director.
57. At almost all UNICEF field offices, there are
APCs that are established following staff consultations. They make
recommendations to the heads of offices with respect to the appointment
and placement of General Service and national Professional
staff.
Job classification
panels
58. Job
classification panels are established in offices worldwide to review and
classify posts according to the International Civil Service Commission
standard for job classification, which is applied to all posts in the
United Nations common system.
Joint Consultative
Committees
59. In
accordance with the provisions of United Nations Staff Regulation 8.2,
Joint Consultative Committees have been established both at headquarters
and at the field level. They provide for a systematic two-way channel of
communication between the administration and staff on all administrative
and personnel policies and practices affecting UNICEF. There are two
Committees at headquarters: one deals with global matters; and the other
with matters at the New York office. The Committees normally meet once a
month to review policies and procedures in the area of personnel
administration and management that are being developed by the
administration or that are being proposed by the staff through the
Executive Committee of the UNICEF GSA (or NYSA in the case of the New York
office).
60. Similar
consultative committees exist at all other offices, which review
conditions of service, staff welfare and other issues that are of local
rather than global concern. These groups comprise representatives of local
staff associations or committees and the management of the office
concerned.
Ombudsperson's
panels
61. A grievance
procedure has been established in UNICEF to offer the staff an informal
means that they may choose to use in an attempt to conciliate
disagreements between staff members, between staff members and
supervisors, and between staff members and the administration, by seeking
mutually acceptable solutions before resorting to formal administrative
recourse procedures. This procedure provides that each office with 15
staff members or more can select its own ombudsperson(s) whose function
will be to investigate complaints and to propose conciliatory means of
resolution. Staff who are not satisfied with the outcome of these formal
proceedings may pursue their cases through the more formal channels of the
United Nations administration of justice system.
Contract Review
Committees
62. The
Contract Review Committee at headquarters reviews and approves all
recommendations involving contracts of $70,000 or more to a single
supplier. Contract Review Committees have also been established in field
offices for local procurement, applying either the same level of $70,000
at Copenhagen; $40,000 or more at Geneva, Bangkok and New Delhi; and
$20,000 or $10,000 in other offices. The members at headquarters include
the Comptroller, who serves as chair, and staff members of DFAM, Programme
Division and DHR. In field offices, the committees include at least three
staff members not taking part in procurement.
Insurance Survey
Board
63. The Insurance
Survey Board monitors the UNICEF self-insurance scheme and approves
purchases of commercial insurance when certain value limits are reached.
The members include the Comptroller, who serves as chair, and the
Directors of Programme Division and Supply Division, or their designates.
The Manager of Operations at the UNICEF warehouse at Copenhagen serves as
secretariat.
Property Survey
Board
64. The Property
Survey Board rules on the disposition, either by sale, transfer, donation
or disposal of surplus, obsolete or damaged UNICEF administrative and
project property.
65. At New
York headquarters, the Board consists of the Comptroller (chair); the
Directors of Supply Division and DHR; and the Finance Officer, who serves
as the secretariat.
66. In
regional and country offices, local property survey boards have been
established to undertake functions corresponding to those discharged by
the Property Survey Board at headquarters. These local survey boards are
normally composed of a minimum of three persons. For example, in a country
office, the local survey board typically consists of the UNICEF
representative or the representative's deputy, as chairperson; a programme
officer; and either one or both of the following staff members - the
administrative and finance officer and the supply
officer.
FIGURE
THE ORGANIZATION OF
UNICEF |
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